Way To ITIL v3 Foundation By. Mohamed Mahran, PMP, ITIL v.3 Expert Email:
[email protected] Linked In: http://sa.linkedin.com/in/mohamedmahran Twitter:@MuhamedMahran Introduction Course Overview • Introductions • Review of IT Service Management (ITSM) and IT Infrastructure Library (ITIL) • ITIL v3: – Service Lifecycle: • • • • • Service Strategy Service Design Service Transition Service Operation Continual Service Improvement Introduction Course Design • Coverage of the Service Lifecycle strategy within ITIL v3 – – – – Lecture Simulation/Case Study Practice Exams Foundations Certification Exam (Optional) Introduction Introductions • Please Introduce Yourself – – – – – Where do you work? What is your title and key responsibilities? IT experience? Service Management experience? Expectations for the course? Introduction ITIL Review • Conceived in the mid 1980s – CCTA (Central Computer and Telecommunications Agency) – OGC (Office of Government Commerce) • Evolution – 30 + titles in v1 – 7 (9) titles in v2 – 5 titles in v3 • Standard for Service Management • Best practice across many industries • itSMF Introduction ITIL v2 Books Review © Crown copyright 2007. Reproduced under license from OGC Introduction Why ITIL for Service Management? • • • • Best Practices Non-Proprietary/Non-Prescriptive Guidance, not regulations Innovative Best Practices lead to Good Practices Good Practices lead to Best Practices Introduction Complimentary Guidance Commonly known frameworks and standards that have synergy with ITIL: •COBIT •ISO/IEC 20000 •ISO/IEC 15504 •ISO/IEC 19770:2006 •Management of Risk •Project management •CMMI •Six Sigma •Other ITSM publications •ITIL Live •The Official Introduction to the ITIL Service Lifecycle Introduction Qualification Scheme * working title © OGC‟s Official Accreditor – The APM Group Limited 2007 Introduction This course is EXIN accredited: • Independent exams in IT, based on standards and best practices • Worldwide recognition, in over 125 countries • 40 years of experience, involving experts • High quality, web-based technology • International certification for IT standards: • ITIL® • ISO/IEC 20000/SQM • MOF • ASL • BiSL • TMap® • Partner with The APM Group Limited (APMG) who won the rights to administer ITIL accreditation, certification and examination needs for the OGC. Introduction More Complementary Material • • • • • • • • • • Pocket Guides Standards Alignment Knowledge and Skills Case Studies Scalability Quick Wins Qualifications Templates Study Aids Specialty Topics Lifecycle ITIL v3 Overview of ITIL Key Concepts Lifecycle Five Core Books Lifecycle Lifecycle: Terms of Interest • • • • • • • • Service Management Service Service Owner Process Process Owner Function Capability Resource Lifecycle Capabilities and Resources Capabilities Management Organization Processes Knowledge People Resources Financial Capital Infrastructure Applications Information People Lifecycle Value Creation Prospects Competitors Regulators Suppliers Influence Create value Management Organization Business unit Capabilities Processes Demand Goods/ Services Consume assets Knowledge Coordinate, control, and deploy Resources People Customers Supply Generate returns (or recover costs) Asset types Information Applications Infrastructure Financial capital © Crown copyright 2007. Reproduced under license from OGC Lifecycle Lifecycle: Five phases • Strategy – Working with the business to plan appropriately for both long- and shortterm service needs • Design – Planning and architecting services that fall within the business‟s strategy • Transition – Moving planned business initiatives to live status – Retiring old services no longer of value to the business – Improving services to keep the business at or above required competitive levels • Operation – Managing the services currently utilized by the business • Continual Service Improvement – Implemented as part of every process Lifecycle Benefits of ITIL • Best Practices • Lifecycle Approach • Better Integration – Business Services – IT Services – IT Functions • Focus on Value of Service Lifecycle Organizational Context RACI Model: • Responsible – What needs to be done and by whom • Accountable – Who are the owners of the results? • Consult – Who has ability to assist, guide? • Inform – Who needs/desires to know? Lifecycle Governance Enterprise Governance Corporate Governance i.e. Conformance Business Governance i.e. Performance Accountability Assurance Value Creation Resource Utilization © Crown copyright 2007. Reproduced under license from OGC Lifecycle Service Management Governance Continual Service Improvement Service Strategy Processes Demand Management Financial Management Service Design Processes Service Transition Processes Service Operation Processes Service Measurement Strategy Generation Service Portfolio Mgmt Service Catalog Management Service Level Management Capacity Management Availability Management Service Continuity Management Service Reporting Information Security Management Supplier Management Change Management Service Asset and Configuration Management Knowledge Management Release and Deployment Management Service Improvement Incident Management Problem Management Operation Management Service Lifecycle Governance Program Service Lifecycle Operational Processes Source: The Official Introduction to the ITIL Service Lifecycle Lifecycle Continual Service Improvement Service Transition Service Design Service Strategy Service Operation © Crown copyright 2007. Reproduced under license from OGC Lifecycle Process Model Triggers Process Control Process Policy Process Owner Process Documentation Process Objectives Process Feedback Process Process Metric Process Activities Process Inputs Process Procedures Process Roles Process Improvements Process Outputs Including process reports and reviews Process Work Instructions Process Enablers Process Resources Process Capabilities © Crown copyright 2007. Reproduced under license from OGC Lifecycle The Four Ps: People, Processes, Products, Partners People Processes Products/ Technology Partners/ Suppliers © Crown copyright 2007. Reproduced under license from OGC Lifecycle Service Design Service Catalog Management Service Level Management Availability Management Capacity Management IT Service Continuity Management Supplier Management Information Security Management Service Strategy Financial Management Service Portfolio Management Service Operation Incident Management Problem Management Request Fulfillment Event Management Access Management Service Transition Asset and Configuration Management Change Management Knowledge Management Transition Planning and Support Release and Deployment Management Validation and Testing Evaluation © Cable Holdings, LLC copyright 2007 Lifecycle Review Questions Lifecycle Lifecycle 1. Which of the following statements is CORRECT for ALL processes? a) They define activities, roles, responsibilities, functions and metrics b) They create value for stakeholders c) They are carried out by a Service Provider in support of a Customer d) They are units of organisations responsible for specific outcomes Answer: B Lifecycle 2. The ITIL core is structured around? a) An Operations Lifecycle b) An IT Management Lifecycle c) A Service Lifecycle d) An Infrastructure Lifecycle Answer: C Lifecycle 3. Functions are BEST described as? a) A body of knowledge b) Closed loop systems c) Self-Contained units of organizations d) Projects focusing on transformation Answer: C Lifecycle 4. Which of the following statements are CORRECT? 1. A Process responds to specific events 2. A process is performance driven and able to be measured a) 1 only b) Both of the above c) Neither of the above d) 2 only Answer: B Lifecycle 5. Which of the following statements is always CORRECT about 'good practice'? a) It must be adopted by all organisations b) It is something that is in wide industry use c) It is documented in international standards d) It is based on ITIL Answer: B Lifecycle 6. A Process Owner is responsible for which of the following? a) Purchasing tools to support the process b) Ensuring that targets specified in a Service Level Agreement (SLA) are met c) Carrying out activities defined in the process d) Monitoring and improving the process Answer: D Lifecycle 7. What is the RACI model used for? a) Documenting the roles and relationships of stakeholders in a process or activity b) Defining requirements for a new service or process c) Analysing the business impact of an incident d) Creating a balanced scorecard showing the overall status of Service Management Answer: A Lifecycle 8. Which of the following statements is CORRECT? 1. Only one person can be responsible for an activity 2. Only one person can be accountable for an activity a) b) c) d) All of the above 1 only 2 only None of the above Answer: C Lifecycle 9. Which of the following statements are CORRECT about Functions? 1. They provide structure and stability to organizations 2. They are self-contained units with their own capabilities and resources 3. They rely on processes for cross-functional coordination and control 4. They are costlier to implement compared to processes a) b) c) d) 1, 2 and 3 only 1, 2 and 4 only All of the above None of the above Answer: A Lifecycle 10. Which of the following is NOT one of the ITIL core publications? a) Service Optimisation b) Service Transition c) Service Design d) Service Strategy Answer: A The Five Phases of ITIL Service Strategy Service Strategy • Starting point • Explore business needs, plans • Map IT strategies to business • Focus on Service as value to business • Source appropriately “Everything in strategy is very simple, but that does not mean that everything is very easy.” – Carl von Clausewitz1 Service Strategy • • • • • Starting point Explore business needs, plans Map IT strategies to business Focus on Service as value to business Source appropriately Service Strategy Service Strategy Key Concepts Service Strategy Strategy Terms of Interest • Warranty – Usability of a service – Is it user-friendly? • Utility – Functionality of a service – It does what it was designed to do • Open-Loop System – Perform activity regardless of environment conditions, i.e. Backup scheduled • Closed-Loop System – Monitor environment and respond to changes, i.e. load balancing • Trigger – Event that launches a process, i.e. a call to the Service Desk begins Incident Management activities Service Strategy Utility and Warranty = Value UTILITY Performance supported? T/F Fit for purpose? OR Constraints removed? AND Available enough? Capacity enough? Fit for use? T/F Value-created AND Continuous enough? Secure enough? WARRANTY T/F T: True F: False © Crown copyright 2007. Reproduced under license from OGC Service Strategy Business Case Business case structure A. Introduction Presents the business objectives addressed by the service B. Methods and assumptions Defines the boundaries of the business case, such as time period, whose costs and whose benefits C. Business impacts The financial and non-financial business case results D. Risks and contingencies The probability that alternative results will emerge E. Recommendations Specific actions recommended. Service Strategy Service Models Market Space Service Portfolio Determine/Influence Customer Portfolio Contract Portfolio Customer Assets Service Assets Service Models (Structure) Service Model Configuration of Service Assets Activities, events, and Interactions (Dynamics) Service Operation © Crown copyright 2007. Reproduced under license from OGC Service Strategy Service Provider Types • Type I – Internal • Type II – Shared Services (Internal) • Type III – External Provider Service Strategy Delivery Models • • • • • • • Insourcing Outsourcing Co-sourcing Partnership or multi-sourcing Business Process Outsourcing (BPO) Application Service Provision (ASP) Knowledge Process Outsourcing (KPO) Service Strategy Service Strategy Key Processes and Functions Service Strategy Service Strategy Key Activities • • • • Define the Market Develop the Offerings Develop Strategic Assets Prepare for Execution Service Strategy Financial Management • Service Valuation – ROI (and VOI) • Funding (Budgeting) • Accounting • Chargeback Service Strategy Business and IT Common Concerns 1 Visible, consistent run-cost structure 2 Service Consumption Modelling, Valuation and Planning Confidence 8 Financial Compliance SLM Customer Commonality of Interests and Benefits 3 Service Investment Analysis PPM 4 Financial Processes Supporting Rapid Change in: - Budget - Business Need -Value Networks 7 Service Provisioning Optimization Service Provider 6 Known Variable Cost Dynamics 5 Service Portfolio Management and Optimization © Crown copyright 2007. Reproduced under license from OGC Service Strategy Service Portfolio Management • The Provider‟s collection of services available to the customer – Services defined in terms of business value – Repository detailing information about the services throughout the lifecycle – Means for comparing service competitiveness • Why should a customer buy from this provider? • What is a fair rate for the service? • What are the strengths, weaknesses, priorities, risks? Service Strategy Business Service Management ITIL Business Service Management IT Service Management IT Systems Management Business Activity Value to Business IT Activity Infrastructure and Application Activity Technology Resources Value to IT © Crown copyright 2007. Reproduced under license from OGC Service Strategy Service Portfolio Management Methods Service Strategy Define • Inventories • Business Case Analyse • Value Proposition • Prioritization Approve • Service Portfolio • Authorization Charter • Communication • Resource Allocation © Crown copyright 2007. Reproduced under license from OGC Service Strategy Service Portfolio Service Catalog Service Pipeline Service Portfolio Area of circle is proportional to resources currently engaged in the lifecycle phase (Service Portfolio and Financial Management) Continual Service Improvement Market spaces Service concepts Third-party catalog Service designs Service transition Service operation Retired services Customers Resources engaged Return on assets earned from service operation Resources released Common pool of resources © Crown copyright 2007. Reproduced under license from OGC Service Strategy Demand Management Demand pattern Pattern of business activity Business Process Service belt Service Process Capacity management plan Delivery schedule Incentives and penalties to influence consumption Demand management © Crown copyright 2007. Reproduced under license from OGC Service Strategy Review Questions Service Strategy Service Strategy 1. Which of the following questions is NOT answered by information in the Service Portfolio? a) How should our resources and capabilities be allocated? b) What opportunities are there in the market? c) Why should a customer buy these services? d) What are the pricing or chargeback models? Answer: B Service Strategy 2. In which core publication can you find detailed descriptions of Service Portfolio Management, Demand Management and Financial Management? a) Service Operations b) Service Strategy c) Service Transition d) Continual Service Improvement Answer: B Service Strategy 3. How does an organisation use Resources and Capabilities in creating value? a) They are used to create value in the form of output for production management b) They are used to create value in the form of goods and services c) They are used to create value to the IT organisation for Service Support d) They are used to create value to the IT organisation for Service Delivery Answer: B Service Strategy 4. "Warranty of a service" means? a) The service is fit for purpose b) There will be no failures in applications and infrastructure associated with the service c) All service-related problems are fixed free of charge for a certain period of time d) Customers are assured of certain levels of availability, capacity, continuity and security Answer: D Service Strategy 5. Which of the following statements CORRECTLY defines Insourcing and Outsourcing delivery model options? a) Insourcing relies on internal resources; outsourcing relies on external organisation(s) resources b) Insourcing relies on external organisation(s) resources; outsourcing relies on internal resources c) Insourcing relies on co-sourcing; outsourcing relies on partnerships d) Insourcing relies on knowledge process outsourcing; outsourcing relies on application service provisioning Answer: A Service Strategy 6. Which of the following statements is CORRECT about patterns of demand generated by the customer's business? a) They are driven by patterns of business activity b) It is impossible to predict how they behave c) It is impossible to influence demand patterns d) They are driven by the delivery schedule generated by Capacity Management Answer: A Service Strategy 7. There are 7 different sourcing strategies that a company can use. What is the newest form of outsourcing? a) Knowledge Process Outsourcing b) Partnership or multi-sourcing c) Business Process Outsourcing (BPO) d) Application Service Provision Answer: A Service Strategy 8. Setting policies and objectives is the primary concern of which of the following elements of the Service Lifecycle? a) Service Strategy b) Service Strategy and Continual Service Improvement c) Service Strategy, Service Transition and Service Operation d) Service Strategy, Service Design, Service Transition, Service Operation and Continual Service Improvement Answer: A Service Design Service Design Desire to achieve: Appropriate and innovative IT services… …To meet current and future agreed business requirements. Service Design Service Design Key Concepts Service Design Service Design Terms of Interest • • • • • • • Service Provider Supplier Service Level Agreement Operational Level Agreement Contract Service Design Package Availability Service Design Service Design Path • Triggered with new or changed business requirements – Service Strategy and/or Service Continual Improvement also employed in beginning • Ends with appropriately developed solution • Control then handed to Service Transition and Service Operation Service Design Business Change Process Business Process Change Business Requirements & Feasibility Business Process Development Business Process Implementation Business Benefits Realization IT Service Requirement IT Service IT Service Lifecycle Based on OGC ITIL® material. Reproduced under license from OGC Service Design Design Management Functionality © Crown copyright 2007. Reproduced under license from OGC Service Design Five Aspects of Service Design • Design of Service Solutions • Design of Service Portfolio • Design of Technology Architectures and Management Systems • Design of Processes • Design of Measurements, Methods and Metrics Service Design Design of Service Portfolio Service Portfolio Service Lifecycle Service Status: Requirements Defined Analyzed Approved Chartered Designed Developed Built Tested Released Operational Retired Service Pipeline Service Catalog Retired Services Customer/support team viewable section of the Service Portfolio (the Service Catalog, with selected fields viewable) © Crown copyright 2007. Reproduced under license from OGC Service Design Design of Technology Architectures and Management Systems Business/Organization Architecture Enterprise Architecture Service Architecture Application Architecture Information/Data Architecture Environmental Architecture IT Infrastructure Architecture Management Architecture Product Architecture © Crown copyright 2007. Reproduced under license from OGC Service Design Design of Processes Triggers Process Control Process Policy Process Owner Process Documentation Process Objectives Process Feedback Process Process Metric Process Activities Process Inputs Process Procedures Process Roles Process Improvements Process Outputs Including process reports and reviews Process Work Instructions Process Enablers Process Resources Process Capabilities © Crown copyright 2007. Reproduced under license from OGC Service Design Design of Measurements, Methods and Metrics Define monitoring and data collection requirements Define frequency of monitoring and data collection Determine tool requirements for monitoring and data collection Develop monitoring and data collection procedures Develop and communicate monitoring and data collection plan Update availability and capacity plans Begin monitoring and data collection © Crown copyright 2007. Reproduced under license from OGC Service Design Design Constraints Pricing constraints Contractual terms and conditions Solutions space: Controlled by constraints Values and ethics constraints Warranty Resource constraints Standards and regulations Other constraints Copyrights, patents and trademarks Capability constraints © Crown copyright 2007. Reproduced under license from OGC Utility Service Design Service Design Processes and Functions Service Design Service Design Processes • • • • • • • Service Catalog Management Service Level Management Availability Management Capacity Management IT Service Continuity Management Supplier Management Information Security Management Service Design Service Catalog Management • Dependent on Service Portfolio • Details of all live and approved-for-live services • Two versions – Business Service Catalog – Technical Service Catalog Service Design Service Portfolio and Catalog Service Portfolio Service Catalog(s) Description Value proposition Business cases Priorities Risks Offerings and packages Cost and pricing Services Supported products Policies Ordering and request procedures Support terms and conditions Entry points and escalations Pricing and chargeback © Crown copyright 2007. Reproduced under license from OGC Service Design Service Catalog Business Process 1 Business Process 2 Business Process 3 Business Service Catalog Service A Service B Service C Service D Service E Technical Service Catalog Support Services Hardware Software Applications Data © Crown copyright 2007. Reproduced under license from OGC Service Design Service Level Management • • • • • • Design SLA framework Gather, document SLRs Monitor performance against SLAs Produce appropriate reports Conduct reviews (could lead to SIP) Manage contacts and relationships Service Design Scope of Service Level Management • • • • • • • Service Level Agreements Service Level Requirements Availability Targets Operational Level Agreements Contracts Reporting and Reviewing Service Improvement Service Design Service Level Manager Role • • • • • Negotiates Ensures Targets Reviews Manages Relationships Guides Improvement Service Design Availability Management • • • • • • Produce Availability Plan Provide Guidance on Availability Issues Ensure Availability Targets Assist on Availability Incidents and Problems Assess Change Plans Proactive Improvements of Availability Service Design Availability Management Responsibilities Reactive activities Monitor, measure, analyze report & review service & component availability Investigate all service & component unavailability & investigate remedial action Availability Management Information System (AMIS) Availability Management reports Availability Plan Risk assessment & management Proactive activities Implement costjustifiable counter measures Plan & design for new & changed services Availability design criteria Review all new & changed services & test all availability & resilience mechanisms Availability testing schedule © Crown copyright 2007. Reproduced under license from OGC Service Design Availability Management Proactive Activities • • • • • • • • • Identify Vital Business Functions Component Failure Impact Analysis Modeling Single Point of Failure Analysis Fault Tree Analysis Management of Risk (M_o_R) Testing and Maintenance Produce Projected Service Outage Document Plan and Design for New/Changed Services – Redundancy – High Availability Service Design Availability Management Reactive Activities • Monitor, Measure, Analyze, Report, Review on Component Availability • Unavailability Analysis • Expanded Incident Lifecycle – MTRS and MTBF • Service Failure Analysis (SFA ) Service Design Capacity Management • • • • • Business Capacity Management Service Capacity Management Component Capacity Management Threshold Management Capacity Management Information System Service Design Capacity Management Responsibilities • Capacity Plan • Guidance and Assistance on Capacity-related Issues • Ensure Capacity Targets • Ensure Proactive Improvements Service Design Capacity Management Information System Review current capacity & performance Capacity Management Information System (CMIS) Capacity & performance reports & data Improve current service & component capacity Assess, agree & document new requirements & capacity Forecasts Plan new capacity Capacity plan © Crown copyright 2007. Reproduced under license from OGC Service Design IT Service Continuity Management • • • • • • • • IT Service Continuity Plans Business Impact Analysis (BIA) Management of Risk (M_o_R) Guidance on Continuity and Recovery Ensure Continuity and Recovery Measures in Place Assess Impact of Change on Continuity Plans Ensure Proactive Measures Negotiate with Suppliers for Continuity Needs Service Design ITSCM Lifecycle Lifecycle Business Continuity Management (BCM) Initiation Key activities Policy setting Scope Initiate a project Business Continuity Strategy Requirements and strategy Business Impact Analysis Risk Assessment IT Service Continuity Strategy Business Continuity plans Implementation Develop IT Service Continuity plans Develop IT plans, recovery plans and procedures Organization planning Testing strategy Education, awareness and training Review and audit Testing Change Management Invocation On-going operation © Crown copyright 2007. Reproduced under license from OGC Service Design Information Security Management • • • • • IT Information Security Policy (ISP) Ensure Security Requirements Document and Implement Security Controls Manage Supplier Access to Systems Manage Security Breaches and Security-related Incidents • Proactive Improvements of Security • Integrate Security Aspects within other ITSM processes Service Design The Five Elements of the Security Framework MAINTAIN Learn Improve Plan Implement CONTROL Organize Establish framework Allocate responsibilities EVALUATE Internal audits External audits Self assessments Security incidents PLAN Service Level Agreements Underpinning contracts Operational Level Agreements Policy Statements IMPLEMENT Create awareness Classification and registration Personnel security Physical security Networks, applications, computers Management of access rights Security incident procedures © Crown copyright 2007. Reproduced under license from OGC Service Design Information Security Policy • Policy Covers: – – – – – Passwords (Access Management) Email Virus Control Encryption Remote Access Service Design Supplier Management • • • • • Supplier Policy Obtain Value from Suppliers Ensure Supplier Contracts are Business-aligned Manage Supplier Relationships and Performance Negotiate Supplier Contracts and Manage them through their lifecycle • Supplier and Contract Database (SCD) Service Design Supplier Management Components Service Provider Supplier Mgt. Process Owner Contracts Manager Legal Finance & Purchasing Supplier Manager 1 Service Supplier Manager 2 Service Supplier Manager 3 Service Supplier Manager 4 Service Service Service Supplier 6 Supplier 5 Supplier 4 Supplier 3 Supplier 2 Supplier 1 Sub-contracted Supplier 2 Sub-contracted Supplier 1 © Crown copyright 2007. Reproduced under license from OGC Service Design The Supplier and Contract Database Supplier strategy & policy Evaluation of new suppliers & contracts Supplier categorization & maintenance of the SCD Establish new suppliers & contracts Supplier & contract management & performance Supplier & Contract Database Supplier reports SCD and information Contract renewal and/or termination © Crown copyright 2007. Reproduced under license from OGC Service Design Review Questions Service Design Service Design 1. A benefit of using Service Design tools is? a) To help ensure that standards and conventions are followed b) To help ensure that Events are detected as quickly as possible c) To help enable different applications to work together d) To help implement architectures that support the business strategy Answer: A Service Design 2. The Information Security Policy should be available to which groups of people? a) Senior Business Managers and all IT staff b) Senior Business Managers, IT Executives and the Security Manager c) All Customers, Users and IT staff d) Information Security Management staff only Answer: C Service Design 3. Which of the following is the CORRECT description of the Four Ps of Service Design? a) A four step process for the design of effective service management b) A definition of the people and products required for successful design c) A set of questions that should be asked when reviewing design specifications d) The four major areas that need to be considered in the design of effective service management Answer: D Service Design 4. A Customer Service Catalogue should contain which? a) The version information of all software b) The organisational structure of the company c) Asset information d) Details of all operational services Answer: D Service Design 5. Which aspect of Service Design is missing from the list below? 1. The design of services 2. The design of service management systems and tools 3. The design of technology architecture and management systems 4. The design of the processes required 5. ? a) b) c) d) The design of functions The design of Service Level Agreements (SLAs) The design of applications The design of measurement systems, methods and metrics Answer: D Service Design 6. Which process reviews Operational Level Agreements (OLAs) on a regular basis? a) Supplier Management b) Service Level Management c) Service Portfolio Management d) Contract Management Answer: B Service Design 7. The main objective of Availability Management is? a) To monitor and report availability of services and components b) To ensure that all targets in Service Level Agreements (SLAs) are met c) To guarantee availability levels for services and components d) To ensure that service availability matches or exceeds the agreed needs of the business Answer: D Service Design 8. Defining the functional requirements for a new service is part of: a) Service Operation: Application Management b) Service Strategy: Service Portfolio Management c) Service Design: Design the technology architecture d) Service Design: Design the service solutions Answer: D Service Design 9. Which is the CORRECT sequence of events in choosing a technology tool? a) Select; Requirements; Selection Criteria; Evaluate b) Selection Criteria; Requirements; Evaluate; Select c) Requirements; Selection Criteria; Select; Evaluate d) Requirements; Selection Criteria; Evaluate; Select Answer: D Service Design 10. The Service Level Manager has responsibility for ensuring that the aims of Service Level Management are met. The Service Level Manager is NOT responsible for? a) Negotiating and agreeing Operational Level Agreements b) Ensuring that all non-operational services are recorded within the Service Catalogue c) Negotiating and agreeing Service Level Agreements d) Assisting with the production and maintenance of an accurate Service Catalogue Answer: B Service Transition Service Transition • Manage Change and Risk • Integrated with Business Change Service Transition Service Transition Key Concepts Service Transition Service Transition Terms of Interest • • • • Service Knowledge Management System Configuration Item Configuration Management System Change – Normal, Standard, Emergency • Definitive Media Library • Release Unit • Seven Rs of Change Management Service Transition Service V-Model Level 1 Define Customer/ Business Requirements Service Review Criteria/Plan Validate Service Packages, Offerings and Contracts 1a Level 2 Define Service Requirements Service Acceptance Criteria/Plan Service Acceptance Test 1b 2a Level 3 Design Service Solution Service Operational Criteria/Plan 2b Service Operational Readiness Test 3a Level 4 Design Service Release Service Release Test Criteria and Plan 3b Service Release Package Test 4a Level 5 Levels of configuration and testing Develop Service Solution 4b Component and Assembly Test Service Component Build and Test Internal and External Suppliers 5a 5b Deliveries from internal and external suppliers BL Baseline point © Crown copyright 2007. Reproduced under license from OGC Service Transition Service Transition Processes and Functions Service Transition • Processes that support the Service Lifecycle: – Change Management – Asset and Configuration Management – Knowledge Management • Processes within Service Transition: – – – – Transition Planning and Support Release and Deployment Management Testing and Validation Evaluation Service Transition Change Management • Focus on changes to assets and CIs across the whole lifecycle • Change Activities: – – – – – Planning and Controlling Changes Change and Release Scheduling Communications Change Decisions and Authorizations Measurement and Reporting Service Transition Change Scope Business Strategic change Manage the business Service Provider Manage IT services Supplier Manage the suppliers‟ business Tactical change Manage the business processes Service change Service portfolio Manage external services Operational change Manage the business operations Service c operations External operations © Crown copyright 2007. Reproduced under license from OGC Service Transition Change Management Roles and Resources • • • • • • Request For Change (RFC) The Change Advisory Board (CAB) The Emergency Change Advisory Board (ECAB) The Schedule of Changes (SC) The Projected Service Outage Document (PSO) Post Implementation Review (PIR) Service Transition Normal Change Create RFC Change proposal (optional) Record the RFC Initiator requested Major Changes Review RFC Change Management Ready for evaluation Assess and evaluate Update CMS Ready for decision Authorize change proposal Change authority authorized Plan updates Change Management scheduled Work orders Authorize change Work orders Coordinate implementation Change Management Evaluation report implemented Review and close © Crown copyright 2007. Reproduced under license from OGC Service Transition The Seven Rs of Change • • • • • • • Who RAISED the change? What is the REASON for the change? What is the RETURN required from the change? What are the RISKS involved in the change? What RESOURCES are required to deliver the change? Who is RESPONSIBLE for the build, test and implementation of the change? What is the RELATIONSHIP between this change and other changes? Service Transition Asset and Configuration Management • • Asset Management focus: – – – Service Assets during Service Lifecycle Manage Logical Model of Infrastructure Show how Assets and Components interrelate Configuration Management focus: Service Transition Asset Management • Manages/Details: – – – – Inventory of Assets Owner/Responsible party for Asset Lifecycle steps from Acquisition to Disposal Financial Information Service Transition Configuration Management Information System • Logical Model of the IT Infrastructure • Data from multiple sources or federated CMDBs • References Definitive Media Libraries (DML), Spares Store and Asset Stores (staging areas) Service Transition Definitive Media Library and Spares Store DML Physical CIs Information about the CIs Electronic CIs Release Record CMDB Build new Release © Crown copyright 2007. Reproduced under license from OGC Service Transition Knowledge Management • Service Knowledge Management System (SKMS) • Right information to the right people at the right time. Service Transition Knowledge Sharing Service Knowledge Management System (SKMS) Decisions Configuration Management System (CMS) Configuration Management Databases (CMDB) © Crown copyright 2007. Reproduced under license from OGC Service Transition Release and Deployment Management • Deliver change faster, at lower cost, with reduced risk • Assure the changed or new service supports the business and its customers • Ensure consistency in implementing changes • Ensure traceability Service Transition Release and Deployment Activities • • • • • • • • • • Planning Preparation Build and Test Service Testing and Pilots Plan and Prepare for Deployment Transfer, Deploy, Retire Verify Early Life Support Review and Close Deployment Review and Close Transition Service Transition Transition Planning and Support • Determine capacity and resources • Support transition teams • Ensure integrity of assets Service Transition Validation and Testing • Validation – Is the change fit for purpose (Utility)? – Is the change of good quality (Warranty)? • Testing – Is the change going to achieve its intended results (Utility)? – Is the change going to work without adverse affects (Warranty)? Service Transition Evaluation • Determines a means of answering these two questions: – What was the expected result? – Did the change succeed? Service Transition Review Questions Service Transition Service Transition 1. The objective of Service Asset and Configuration Management is most accurately described as? a) To understand the performance characteristics of assets and Configuration Items (CIs) in order to maximise their contribution to service levels b) To manage service assets and CIs from an operational perspective c) To ensure that assets and CIs deliver the business outcomes they were designed to achieve d) To define and control the components of services and infrastructure and maintain accurate configuration records Answer: D Service Transition 2. The objective of the Change Management process is most accurately described as? a) Ensuring that all Changes are recorded, managed, tested and implemented in a controlled manner b) Ensuring that Changes to IT infrastructure are managed efficiently and effectively c) Ensuring that all Changes have appropriate back-out plans in the event of failure d) Protecting services by not allowing Changes to be made Answer: A Service Transition 3. Which of the following statements are CORRECT? 1. Service Transition provides guidance on moving new and changed services into production 2. Service Transition provides guidance on testing 3. Service Transition provides guidance on the transfer of services to or from an external service provider a) b) c) d) 1 and 2 only 1 only All of the above 1 and 3 only Answer: C Service Transition 4. Which of the following would NOT be stored in the Definitive Media Library (DML)? a) Master copies of software b) Backups of application data c) Software licenses d) Master copies of controlled documentation Answer: B Service Transition 5. Which of the following are aims of the Release and Deployment Management process? 1. To ensure there are clear release and deployment plans 2. To ensure that skills and knowledge are transferred to operations and support staff 3. To ensure there is minimal unpredicted impact on production services, operations and support 4. To provide cost justifiable IT capacity that is matched to the needs of the business a) b) c) d) 1, 2 and 3 only All of the above 1 and 3 only 1, 3 and 4 only Answer: A Service Transition 6. What does the „Service V model‟ represent? a) A strategy for the successful completion of all service management projects b) The path to Service Delivery and Service Support for efficient and effective utilization of resources c) Levels of testing required to deliver a Service Capability d) The business perspective as perceived by the customer and the user of services Answer: C Service Transition 7. What is the role of the Emergency Change Advisory Board (ECAB)? a) To assist the Change Manager in ensuring that no urgent Changes are made during particularly volatile business periods b) To assist the Change Manager in implementing Emergency Changes c) To assist the Change Manager in evaluating Emergency Changes and to decide whether the Change should be approved d) To assist the Change Manager in speeding up the Emergency Change Process so that no unacceptable delays occur Answer: C Service Transition 8. Which of these is NOT a type of change? a) Standard Change b) Normal Change c) Urgent Change d) Emergency Change Answer: C Service Transition 9. The goal of Service Asset and Configuration Management is to? a) Account for all the financial assets of the organisation b) Provide a logical model of the IT Infrastructure, correlating IT services and different IT components needed to deliver the services c) Build service models to justify ITIL implementations d) Implement ITIL across the organisation Answer: B Service Transition 10. The following options are considered within which process? 1. Big Bang vs. Phased 2. Push and Pull 3. Automated vs. Manual a) b) c) d) Incident Management Release and Deployment Management Service Asset and Configuration Management Service Catalogue Management Answer: B Service Operation Service Operation • Manage day-to-day IT activities • Add value as seen by customer Service Operation Service Operation Key Concepts Service Operation Service Operation Terms of Interest • • • • • • • • Incident Alert Event Service Request Problem Known Error Workaround Impact, Urgency, Priority Service Operation Service Operations • An interesting daily dichotomy – Services vs. Components (External vs. Internal) • Manage the customer desires and needs (external) while working with an ever changing IT architecture (internal). – Stability vs. Responsive • Attempt to keep the environment stable while at the same time being responsive to user needs – Quality vs. Cost • Managing expectations within a finite budget – Reactive vs. Proactive • Balance hard to achieve if environment routinely undergoes massive change Service Operation Services vs. Components An organization here is out of balance and is in danger of not meeting business requirements An organization here is quite balanced, but tends to underdeliver on promises to the business Extreme Focus on Internal Extreme Focus on External © Crown copyright 2007. Reproduced under license from OGC Service Operation Stability vs. Responsiveness An organization here is out of balance and is in danger of ignoring changing business requirements An organization here is quite balanced, but may tend to overspend on change Extreme Focus on Stability Extreme Focus on Responsiveness © Crown copyright 2007. Reproduced under license from OGC Service Operation Quality vs. Cost An organization here is out of balance and is in danger of losing service quality because of heavy cost cutting An organization here is quite balanced, but may tend to overspend to deliver higher levels of service than are strictly necessary Extreme Focus on Quality Extreme Focus on Cost © Crown copyright 2007. Reproduced under license from OGC Service Operation Reactive vs. Proactive An organization here is An organization here is out of balance and is not quite balanced, but tends to fix services that are able to effectively not broken, resulting in support the business higher levels of change strategy Extremely Reactive Extremely Proactive © Crown copyright 2007. Reproduced under license from OGC Service Operation Service Operation Processes and Functions Service Operation Service Operation Processes • • • • • Incident Management Problem Management Event Management Request Fulfillment Access Management Service Operation Incident Management • Restore Service as Soon as Possible • Standard Incident Model – Assist in speedy Incident Management • Major Incident Management – Problem Management may be asked to assist Service Operation Incident Management Workflow Incident Identification Incident Logging Incident Categorization Yes Service Request? No Incident Prioritization Yes To Request Fulfilment Major Incident Procedure Major Incident? No Initial Diagnosis Yes Management Escalation Yes Escalation Needed? No Investigation & Diagnosis Resolution and Recovery Yes Functional (2, 3 level) Hierarchic Escalation Needed? No Incident Closure End © Crown copyright 2007. Reproduced under license from OGC Service Operation Problem Management • Eliminate Problems and Incidents in the IT Infrastructure – Minimize impact of incidents that cannot be prevented • Knowledge Base • Problem Models – Used to enable quick elimination for similar problems • Major Problem Review Service Operation Problem Management Workflow Problem Detection and Logging Categorization Prioritization Investigation & Diagnosis CMS Workaround? Create Known Error Record Yes Known Error Database Change Management Change Needed? No Resolution Closure Major Problem? Major Problem Review End © Crown copyright 2007. Reproduced under license from OGC Service Operation Event Management • Scope focused on specific events vs. general monitoring – Early Detection – Preventative • Basis for key automated operations – Detect – Make sense of – Act on • Classifications based on significance: – Informational – Warnings – Exceptions Service Operation Request Fulfillment • Handles non-incident requests: – Service Requests – RFCs (Standard Changes) • Request Models • Self-Help Opportunities Service Operation Access Management • Access Rights – – – – Verification of legitimacy of requests Monitoring Identity Status Logging and Tracking Access Granting/Removing/Restricting • Privileges predetermined (Availability and Security) • Physical Access control not within scope – Facilities Service Operation Operational Functions • IT Operations • Service Desk • Application Management – Financial Apps – HR Apps – Business Apps • Technical Management – – – – – – – – – Mainframe Server Storage Network Desktop Database Middleware Directory Services Internet/Web Service Operation Service Desk • Single Point of Contact for User Community • Manages Incidents and Service Requests – – – – First level of support Escalates as agreed Keeps users informed Closes • Conducts Satisfaction Surveys • Communicates with Users • Updates CMS Service Operation Service Desk Organizational Structures • Local Service Desk • Centralized Service Desk • Virtual Service Desk Service Operation Local Service Desk User User User User Service Desk Technical Management Application Management IT Operations Management 3rd Party Support Request Fulfilment © Crown copyright 2007. Reproduced under license from OGC Service Operation Centralized Service Desk Customer Site 1 Customer Site 2 Customer Site 3 Service Desk Second Line Support Technical Management Application Management IT Operations Management 3rd Party Support Request Fulfilment © Crown copyright 2007. Reproduced under license from OGC Service Operation Virtual Service Desk San Francisco Service Desk Paris Service Desk Virtual Service Desk Beijing Service Desk Sydney Service Desk Rio de Janeiro Service Desk Service Knowledge Management System London Service Desk © Crown copyright 2007. Reproduced under license from OGC Service Operation Service Desk Metrics • • • • First line resolution rate Average time to resolve an incident Average time to escalate an incident Average cost of handling an incident – Specific to Service Desk • Percentage of user updates as agreed by SLA • Average time to review and close a resolved call • Average number of calls per day and per week Service Operation Technical Management • Custodian of Technical Knowledge and Expertise • Provides the Resources to Support the ITSM Lifecycle Service Operation Application Management • Assists in application sizing and workload forecasts • Assists in identifying ongoing operational costs of applications • Assists in determining support skills required • Assists in determining costs of customization • Assists in determining to build or buy • Assists in data access requirements Service Operation Application Management Lifecycle Requirements Optimize Design Operate Build Deploy © Crown copyright 2007. Reproduced under license from OGC Service Operation IT Operations Management • Operations Control – – – – – Console Management Job Scheduling Back-up and Restore Print and Output Management Maintenance Activities • Facilities Management – IT Environment • i.e. Data Center Service Operation Review Questions Service Operation Service Operation 1. Which of the following statements about the Service Desk are CORRECT? 1. The Service Desk is a function that provides a means of communication between IT and its users for all operational issues 2. The Service Desk is always the owner of the Incident Management process a) b) c) d) 2 only 1 only Both of the above Neither of the above Answer: B Service Operation 2. Application Management is NOT responsible for? a) Documenting and maintaining the technical skills required to manage and support applications b) Managing applications through their lifecycle c) Assisting in the decision to build or buy new software d) Developing functionality required by the business Answer: D Service Operation 3. Which of the following BEST describes a Workaround? a) A technician uses a pre-defined technique to restore service as this Incident has been seen before b) A technician tries several approaches to solve an Incident. One of them works, although he does not know why c) After reporting the Incident to the Service Desk, the user works on alternative tasks while the problem is identified and resolved d) A device works intermittently, thus allowing the user to continue working at degraded levels of performance while the technician resolves the problem Answer: A Service Operation 4. An Incident occurs when: 1. A user is unable to access a service during service hours 2. An authorised IT staff member is unable to access a service during service hours 3. A network segment fails and the user is not aware of any disruption to service 4. A user contacts the Service Desk about slow performance of an application. Which of the above statements is CORRECT? a) All of the above b) 1 and 4 only c) 2 and 3 only d) None of the above Answer: A Service Operation 5. What is the best definition of an Incident Model? a) The template used to define the Incident logging form used to report Incidents b) A type of Incident involving a standard (or model) type of Configuration Item (CI) c) A set of pre-defined steps to be followed when dealing with a known type of Incident d) An Incident that is easy to solve Answer: C Service Operation 6. Which of the following areas would technology help to support? 1. 2. 3. 4. Self help Measurement and reporting systems Release and deployment Process design a) b) c) d) 1, 2 and 3 only 1, 3 and 4 only 2, 3 and 4 only All of the above Answer: D Service Operation 7. Which of the following activities are included in Access Management? 1. Verifying the identity of users requesting access to services 2. Setting the rights or privileges of systems to allow access to authorised users 3. Defining security policies for system access 4. Monitoring the availability of systems that users should have access to a) b) c) d) 2 and 4 only 1 and 3 only 2 and 3 only 1 and 2 only Answer: D Service Operation 8. Facilities Management refers to? a) The Management of IT services that are viewed as "utilities" such as printers or network access b) The Management of an outsourcing contract c) The Management of the physical IT environment such as a Data Centre d) The procurement and maintenance of tools that are used by IT Operations staff to maintain the infrastructure Answer: C Service Operation 9. Which of the following is the most appropriate approach to carrying out Service Operations? a) The internal IT view is most important as Service Operations has to monitor and manage the infrastructure b) Service Operations should maintain a balance between an internal IT view and an external business view c) The external business view is most important as Service Operations is the place where value is realised and the customer obtains the benefit of the services d) IT Operations does not take an internal or external view as they execute processes defined by Service Design Answer: B Service Operation 10. What is the purpose of the Request Fulfilment Process? a) Dealing with Service Requests from the users b) Making sure all requests within an IT organisation are fulfilled c) Ensuring fulfilment of Change Requests d) Making sure the Service Level Agreement (SLA) is met Answer: A Continual Service Improvement Continual Service Improvement • Continual realignment of IT to business requirements • Aim to improve all processes within Service Lifecycle • Assist/Guide growth and maturity of Service Management Processes – Measure, Analyze, Review Continual Service Improvement Continual Service Improvement Key Concepts Continual Service Improvement Continual Service Improvement Key Terms • • • • Baseline Seven Steps of Improvement CSI Model Metrics – Technology – Process – Service Continual Service Improvement Constant Improvement: Deming Continuous quality control and consolidation Plan Do Check Act Maturity Level Project Plan Project Audit New Actions ACT PLAN Business IT Alignment CHECK DO Effective Quality Improvement Consolidation of the level reached i.e. Baseline Time Scale © Crown copyright 2007. Reproduced under license from OGC Continual Service Improvement Continual Service Improvement Metrics • You cannot manage what you cannot control • You cannot control what you cannot measure • You cannot measure what you cannot define Continual Service Improvement Continual Service Improvement Activities • Review management information to ensure targets are met • Check process maturity activities • Audit processes for compliance • Conduct satisfaction surveys • Produce communication strategies • Ensure improvements are beneficial • ROI and VOI Continual Service Improvement CSI Required Skills Nature of Activities - Higher management level - High variation - Action orientated - Communicative - Focus on future - Intellectual effort - Investigative - Medium to high variation - Goal orientated - Specialized staff and business management - Automated - Procedural - Structured - Mechanistic - Medium variation - Specialized staff - Procedural - Routine tasks - Repetitive - Automated - Clerical level - Low variation - Standardized Skills - Managerial skills - Communication skills - Ability to create and use (high-level) concepts Presenting - Ability to handle complex and uncertain situations - Representative and Using the - Education and experience Information - Analytical skills - Modelling skills - Inventive attitude - Education - Programming expertise - Numerical skills - Methodical - Accuracy - Applied training - Programming expertise - Tool expertise -Accuracy - Precision - Applied training - Technical expertise Analyzing Data Processing Data Gathering Data © Crown copyright 2007. Reproduced under license from OGC Continual Service Improvement CSI Model What is the vision? Business vision, mission, goals and objectives Where are we now? Baseline assessments How do we keep the momentum going? Where do we want to be? Measurable targets How do we get there? Service & process improvement Did we get there? Measurements & metrics © Crown copyright 2007. Reproduced under license from OGC Continual Service Improvement Seven Steps of Improvement Identify • Vision • Strategy • Tactical Goals • Operational Goals 1. Define what you should measure 7. Implement corrective action Goals 2. Define what you can measure 6. Present and use the information, assessment summary, action plans, etc. 3. Gather the data Who? How? When? Integrity of data? 5. Analyze the data Relations? Trends? According to plan? Targets met? Corrective action? 4. Process the data Frequency? Format? System? Accuracy? © Crown copyright 2007. Reproduced under license from OGC Continual Service Improvement Role of Measurements To Validate Measurement Framework To Direct To Justify To Intervene © Crown copyright 2007. Reproduced under license from OGC Continual Service Improvement Focus on the Business Needs Vision Mission Goals Objectives CSF KPI Metrics Measurements © Crown copyright 2007. Reproduced under license from OGC Continual Service Improvement Methods and Techniques of Continual Service Improvement • • • • Assessments Gap Analysis Balanced Scorecard SWOT – Strengths Weaknesses Opportunities Threats • Deming Cycle of Improvement – – – – Plan Do Check Act Continual Service Improvement Review Questions Continual Service Improvement Continual Service Improvement 1. Learning and Improvement is the PRIMARY concern of which of the following phases of the Service Lifecycle? a) Service Strategy, Service Design, Service Transition, Service Operation and Continual Service Improvement b) Service Strategy, Service Transition and Service Operation c) Service Operation and Continual Service Improvement d) Continual Service Improvement Answer: D Continual Service Improvement 2. "If something cannot be measured, it should not be documented" is a principle that applies to which of the following? a) The Glossary of Terms b) A Service Level Agreement (SLA) c) An Incident Management record d) A Configuration Item (CI) Answer: B Continual Service Improvement 3. Which is the first activity of the Continual Service Improvement (CSI) model? a) Assess the current business situation b) Understand the vision of the business c) Agree on priorities for improvement d) Create and verify a plan Answer: B Continual Service Improvement 4. Which of the following benefits would be LEAST useful in supporting a business case for service improvement? a) Reduced technology investment by 20% due to more accurate capacity and performance modeling processes b) Reduced support manpower demand by 30% due to automated incident and problem management processes c) Reduced level of customer complaints due to more effective Service Level Management d) Reduced Problem resolution time by half due to improved knowledge management Answer: C Continual Service Improvement 5. The 7 Step Improvement Process can most accurately be described as? a) The Seven P's of Continual Service Improvement (CSI) b) A service improvement methodology based on the Deming Cycle c) A set of roles and responsibilities for managing service improvements d) A process for defining what is to be measured, gathering the data, processing the data and using it to take corrective action Answer: D Continual Service Improvement 6. Which of the following roles is responsible for identifying opportunities for improvement? 1. Service Owner 2. Continual Service Improvement (CSI) Manager 3. Process Owner a) b) c) d) 1 and 2 only 1 and 3 only All of the above 2 and 3 only Answer: C Continual Service Improvement 7. Which activities would you expect a Service Owner to undertake? 1. Representing a specific service across the organisation 2. Updating the Configuration Management Data Base (CMDB) after a change 3. Helping to identify service improvements 4. Representing a specific service in Change Advisory Board (CAB) meetings a) b) c) d) 1, 2 and 4 only All of the above 1 and 4 only 1, 3 and 4 only Answer: D Continual Service Improvement 8. What is the main reason for establishing a Baseline? a) To standardise operation b) For knowing the cost of services provided c) For roles and responsibility to be clear d) For later comparison Answer: D Continual Service Improvement 9. Consider the following statements: 1. Continual Service Improvement (CSI) provides guidance on how to improve process efficiency and effectiveness 2. CSI provides guidance on how to improve services 3. CSI provides guidance on the improvement of all phases of the Service Lifecycle 4. CSI provides guidance on the measurement of processes and services Which of the above statements is CORRECT? a) 1 and 2 only b) 2 only c) 1, 2 and 3 only d) All of the above Answer: D Continual Service Improvement 10. Which of the following are the three main types of metrics as defined in Continual Service Improvement (CSI)? 1. 2. 3. 4. 5. Process Metrics Supplier Metrics Service Metrics Technology Metrics Business Metrics a) b) c) d) 1, 2 and 3 2, 4 and 5 1, 3 and 4 1, 2 and 4 Answer: C Continual Service Improvement 11. The four stages of the Deming Cycle are? a) Plan, Measure, Monitor, Report b) Plan, Check, Re-Act, Implement c) Plan, Do, Act, Audit d) Plan, Do, Check, Act Answer: D Questions and Wrap-up