ITIL Foundation IT Service Management Lifecycle Instructor: Tom Vorves.

ITIL Foundation IT Service Management Lifecycle Instructor: Tom Vorves

Course Agenda Introductions
Review of IT Service Management (ITSM) and IT Infrastructure Library (ITIL) ITIL, a look at the lifecycle: Service Lifecycle Approach Service Strategy Service Design Service Transition Service Operation Continual Service Improvement

Coverage of the Service Lifecycle strategy within ITIL:
Course Design Introduction Coverage of the Service Lifecycle strategy within ITIL: Lecture Case Study Practice Exams Foundation Certification Exam (Optional)

Please Introduce Yourself
Introductions Introduction Please Introduce Yourself Where do you work? What is your title and key responsibilities? What is your IT experience? What is your Service Management experience? What expectations do you have for this course?

Introduction Review of ITIL

ITIL Review Conceived in the mid-1980s Evolution
Introduction 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

ITIL v2 Books Review Introduction

ITIL v3 Books Review Introduction

ITIL v3 Areas of Management
Introduction

Why ITIL for Service Management?
Introduction Best Practices Non-Proprietary/Non-Prescriptive Guidance, not regulations Innovative

Complementary Guidance
Introduction Commonly known frameworks and standards that have synergy with ITIL: COBIT ISO/IEC 20000 ISO/IEC 15504 ISO/IEC 19770:2006 Management of Risk MOF Project management CMMI Six Sigma Other ITSM publications ITIL Live The Official Introduction to the ITIL Service Lifecycle

Qualification Scheme Introduction

This course is EXIN accredited:
Introduction 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® – ASL ISO/IEC 20000/SQM – BiSL MOF – TMap® Partner with The APM Group Limited (APMG) who won the rights to administer ITIL accreditation, certification and examination needs for the OGC.

More Complementary Material
Introduction Pocket Guides Standards Alignment Knowledge and Skills Case Studies Scalability Quick Wins Qualifications Templates Study Aids Specialty Topics Software:

Overview of ITIL Key Concepts
Lifecycle Overview of ITIL Key Concepts

Five Core Books Lifecycle

Lifecycle: Terms of Interest
Service Management IT Service Management Service Resource Capability Service Asset Function Process Outcome Service Owner Process Owner Process Manager Process Practitioner

Capabilities and Resources
Lifecycle Capabilities Management Organization Processes Knowledge People (experience, skills and relationships) Resources Financial Capital Infrastructure Applications Information People (number of employees) © Crown copyright 2011. Reproduced under license from the Cabinet Office.

Value Creation Business Outcomes Value Preferences Perceptions
Lifecycle Business Outcomes Value Preferences Perceptions © Crown copyright 2011. Reproduced under license from the Cabinet Office.

Value Diagram Lifecycle
© Crown copyright 2011. Reproduced under license from the Cabinet Office.

Lifecycle: Five phases
Strategy Working with the business to plan appropriately for both long- and short- term 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

Benefits of ITIL to the IT Provider
Lifecycle Service Management Best Practices Lifecycle Approach Better management of services Better integration among: Business Services IT Services IT Functions Focus on Value of Service

Benefits of ITIL to the Customer
Lifecycle Focus on Business Needs Services Aligned to Business Activity Services Designed to Meet Business Requirements

RACI and Organizational Structure
Lifecycle 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?

The Role of Automation in IT Service Management
Lifecycle Service automation can play a significant role in improving the effectiveness, efficiency and costs of IT services and in the end provide a better value to the customer. Opportunities for automation of processes and services should be identified and where possible implemented throughout the service management lifecycle. Area’s that can benefit from automation include: Design and modeling Service catalogue Pattern recognition and analysis Classification, prioritization and routing Detection and monitoring Optimization

Governance Lifecycle Ensures that policies and strategy are actually implemented, and that required processes are correctly followed. Governance includes defining roles and responsibilities, measuring and reporting, and taking actions to resolve any issues identified.

Risk Management Lifecycle Risk management is an integral part of IT service management and involves the following activities: Identifying Risk Analyzing Risk Managing Risk

The ITIL Service Lifecycle
Continual Service Improvement Transition Strategy Operation Design © Crown copyright 2011. Reproduced under license from the Cabinet Office.

Process Work Instructions
Process Model Lifecycle Process Control Process Owner Process Policy Process Objectives Process Documentation Process Feedback Process Activities Process Metrics Process Roles Procedures Improvements Process Work Instructions Process Resources Capabilities Process Enables Triggers Inputs Outputs Including process Reports and reviews © Crown copyright 2007. Reproduced under license from the Cabinet Office.

The Four Ps of Design: People, Processes, Products, Partners
Lifecycle People Products/ Technology Processes Partners/ Suppliers © Crown copyright 2007. Reproduced under license from the Cabinet Office.

Lifecycle ITIL Processes

ITIL® Foundation Examination:
Review Questions Lifecycle ITIL® Foundation Examination: Lifecycle Sample Questions

Which of the following statements is CORRECT for ALL processes?
Lifecycle Which of the following statements is CORRECT for ALL processes? They define functions as part of their design They should deliver value for stakeholders They are carried out by an external service provider in support of a customer They are units of organizations responsible for specific outcomes SS 2.2.2 A – Process design would involve allocation of activities to functions but not their definition B – Correct – a process should provide value or why do it C – Not ALL processes are carried out by external providers D – this is akin to the definition of a function Answer: B

1 only 2 only Both of the above Neither of the above
Lifecycle Which of the following statements about processes is/are CORRECT? All processes must have an owner A process takes one or more inputs and turns them into defined outputs 1 only 2 only Both of the above Neither of the above SS 2.2.2 Both statements are correct Answer: C

Which of the following activities should a Service Owner undertake?
Lifecycle Which of the following activities should a Service Owner undertake? Representing a specific service across the organisation Updating the Configuration Management Data Base (CMDB) after a change Helping to identify service improvements Representing a specific service in Change Advisory Board (CAB) meetings 2, 3 and 4 only All of the above 1, 2 and 3 only 1, 3 and 4 only SD 6.3.1 1, 3 and 4 are all part of the service owner role Option 2 is the responsibility of the configuration administrator/librarian Answer: D

Responsible, Accountable, Consulted, Informed
Lifecycle What roles are defined in the RACI model? Responsible, Accountable, Consulted, Informed Responsible, Achievable, Consulted, Informed Realistic, Accountable, Consulted, Informed Responsible, Accountable, Corrected, Informed SD Another book answer Answer: A

“Everything in strategy is very simple,
Service Strategy Service Strategy ITSM Starting Point Explore Business Needs, Plans Align IT Strategies to Business Strategies Focus on Services as “Value” to business Source Appropriately “Everything in strategy is very simple, but that does not mean that everything is very easy.” -- Carl von Clausewitz Carl von Clausewitz is famously known as a strategic theorist, especially in the art of war.

Service Strategy Key Concepts

Strategy Terms of Interest
Service Strategy 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

Utility and Warranty = Value
Service Strategy Performance supported? Constraints removed? Available enough? Capacity enough? Continuous enough? Secure enough? UTILITY OR AND T/F Fit for purpose? Fit for use? Value Created T: True F: False WARRANTY © Crown copyright 2007. Reproduced under license from the Cabinet Office.

Service Provider Types
Service Strategy Type I – Internal Service Provider Type II – Shared Services (internal) Type III – External Service Provider

Service Strategy Processes

Financial Management for IT Services
Service Strategy © Crown copyright Reproduced under license from the Cabinet Office.

Service Justification: Business Case
Service Strategy Business Case Structure Introduction Presents the business objectives addressed by the service Methods and Assumptions Defines the boundaries of the business case, such as time period, whose costs and whose benefits Business Impacts The financial and non-financial business case results Risks and Contingencies The probability that alternative results will emerge Recommendations Specific actions recommended © Crown copyright 2007. Reproduced under license from the Cabinet Office.

Service Portfolio Management
Service Strategy 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 Portfolio Management Methods
Service Strategy © Crown copyright Reproduced under license from the Cabinet Office.

Service Portfolio Service Strategy
© Crown copyright Reproduced under license from the Cabinet Office.

Demand Management Service Strategy

Business Relationship Management
Service Strategy Business Relationship Management (BRM) is the process that enables business relationship managers to provide links between the service provider and customers at the strategic and tactical levels. The purpose of BRM is establish and maintain a business relationship between the service provider and the customer based on understanding the customer and their business needs and to identify customer needs and ensure that the service provider is able to meet these needs as business needs change over time and between circumstances.

Business Relationship Management vs. Service Level Management
Service Strategy Business Relationship Management Service Level Management Purpose To establish and maintain a business relationship between the service provider and the customer based on understanding the customer and their business needs. To identify customer needs (utility and warranty) and ensure that the service provider is able to meet these needs. To negotiate service level agreements (warranty terms) with the customers and ensure that all service management processes, operational level agreements and underpinning contracts are appropriate for the agreed service level targets. Focus Strategic and tactical – the focus is on the overall relationship between the service provider and their customer, and which services the service provider will deliver to meet customer needs. Tactical and operational – the focus is on reaching agreement on the level of service that will be delivered for new and existing services, and whether the service provider was able to meet those agreements. Primary Measure Customer satisfaction, also an improvement in the customer’s intention to better use and pay for the service. Another metric is whether customers are willing to recommend the service to other (potential) customers. Achieving agreed levels of service (which leads to customer satisfaction). © Crown copyright Reproduced under license from the Cabinet Office.

Review Questions Service Strategy ITIL® Foundation Examination: Service Strategy Sample Questions

Definitive media library Service portfolio Schedule of change
Service Strategy Where would you find the answer to a question about how IT resources and capabilities should be allocated across the service lifecycle? Definitive media library Service portfolio Schedule of change Performance review SS This is amongst the goals/objectives of service portfolio management Answer: B

Continual service improvement Service operation Service design
Service Strategy In which phase of the service lifecycle is it decided what services should be offered and to whom they will be offered? Continual service improvement Service operation Service design Service strategy SS 1.1.1 Deciding what services are offered and to whom is an integral part of service strategy Answer: D

"Warranty of a service" means? The service is fit for purpose
Service Strategy "Warranty of a service" means? The service is fit for purpose There will be no failures in applications and infrastructure associated with the service All service-related problems are fixed free of charge for a certain period of time Customers are assured of certain levels of availability, capacity, continuity and security SS 2.1.6 A is a definition of utility. B and C are distracters. D is the essence of warranty as defined by ITIL. Answer: D

Which statement about value creation through services is CORRECT?
Service Strategy Which statement about value creation through services is CORRECT? The customer's perception of the service is an important factor in value creation The value of a service can only ever be measured in financial terms Delivering service provider outcomes is important in the value of a service Service provider preferences drive the value perception of a service SS 3.2.3 D is wrong CUSTOMER preferences drive value perception, Delivering on Customer Outcomes is vital, this rules C out. The value of a service can be financial but other factors are relevant therefore B is wrong. Customer perception is a vital element in defining how much a customer values a service. Answer: A

Service Design Design of Services to meet Business Needs
Design of Processes to maximize Service Management Manage Risk Design of Measurements and Metrics to assist in Service Management and Improvement

Service Design Key Concepts

Service Design Terms of Interest
Service Provider Customer vs. User/Consumer vs. Stakeholder Service Level Agreement Operational Level Agreement Underpinning Contract Service Design Package Availability Supplier Vital Business Function (VBF)

Business Change Process
Service Design Business Process Change Requirements and Feasibility Development Implementation Benefits Realization IT Service Requirement IT Service Lifecycle © Crown copyright Reproduced under license from the Cabinet Office.

Design Management Strategy Governance Schedule Resources Functionality
Service Design Strategy Governance Functionality Schedule Resources Business functionality Management requirements Legislative requirements Regulatory requirements etc… © Crown copyright Reproduced under license from the Cabinet Office.

Five Aspects of Service Design
Design of Service Solutions Design of Service Management Systems and Tools Especially the Service Portfolio Design of Technology Architectures and Management Systems Design of Processes Design of Measurement Methods and Metrics of the Service

Design of Service Solutions
Service Design Focus on Business Needs Designed to meet Functional Requirements Development of Resources and Capabilities

Design of Service Portfolio
Service Design Service Knowledge Management System Service Portfolio Service Pipeline Catalogue Retired Services Customer/support team viewable section of the service portfolio (the service catalogue, with selected fields viewable) Service Lifecycle Service Status Requirements Definition Analysis Approved Chartered Design Development Build Test Release Operational/Live Retiring Retired © Crown copyright Reproduced under license from the Cabinet Office.

Design of Technology Architectures and Management Systems
Service Design Enterprise Architecture Business/Organization Architecture Service Architecture Application Architecture Data/Information Environmental Architecture IT Infrastructure Management Product © Crown copyright Reproduced under license from the Cabinet Office.

Process Work Instructions
Design of Processes Service Design Process Control Process Owner Process Policy Process Objectives Process Documentation Process Feedback Process Activities Process Metrics Process Roles Procedures Improvements Process Work Instructions Process Resources Capabilities Process Enables Triggers Inputs Outputs Including Process Reports and Reviews © Crown copyright Reproduced under license from the Cabinet Office.

Design of Measurement Methods and Metrics of the Service
Service Design Customer perspective Business Innovative Financial (Customer satisfaction) (Process performance) (Response and innovation) (Financial objectives and metrics IT objectives Overall service and customer metrics Individual process metrics Individual component metrics Individual service Service quality feedback complaints functionality Service D Service C Service B Service A Process 3 Process 2 Process 1 Progress Compliance Effectiveness Efficiency Component 1 Availability Performance Capacity Failures Changes Component 2 Component 3 © Crown copyright Reproduced under license from the Cabinet Office.

The Four Ps People Products/ Processes Technology Partners/ Suppliers
Service Design People Products/ Technology Processes Partners/ Suppliers © Crown copyright Reproduced under license from the Cabinet Office.

Design Constraints Service Design
‘Design is the art of gradually applying constraints until only one solution remains.’ Level of warranty Resource constraints including schedules Copyrights, patents and trademarks Values and ethics Technology constraints Comparative unit costs Capability constraints Other constraints: policy, governance etc. Existing commitments Compliance with standards and regulations Utility to be provided Acceptable service solution Desired © Crown copyright Reproduced under license from the Cabinet Office.

Service Design Processes

Design Coordination Process
Service Design Objectives: Ensure the consistent design of the “Five Aspects of Service Design” Coordinate all design activities Plan and coordinate the resources and capabilities required to design new or changed services Produce Service Design Packages (SDP) Ensure SDPs are produced and handed over to transition Manage the quality criteria, requirements and handover points between Service Design, Service Strategy and Service Transition Ensure alignment with strategic, architectural, governance and other corporate requirements Improve the effectiveness and efficiency of Service Design Insure adoption of common framework of standard, reusable design practices Monitor and improve the performance of the design stage © Crown copyright Reproduced under license from the Cabinet Office.

Design Coordination Activities
Service Design For the overall service design lifecycle stage Define and maintain policies and methods Plan design resources and capabilities Coordinate design activities Manage design risks and issues Improve service design Coordinate individual designs Monitor individual Review designs and ensure handover of service design package Plan individual designs For each design © Crown copyright Reproduced under license from the Cabinet Office.

Service Catalog Management
Service Design Dependent on Service Portfolio Details of all live and approved-for-live services Two versions Business Service Catalog Technical Service Catalog

Service Portfolio and Catalog
Service Design © Crown copyright Reproduced under license from the Cabinet Office.

Two-View Service Catalog

Three-View Service Catalog

Service Level Management
Service Design Design SLA framework Gather, document SLRs Monitor performance against SLAs Produce appropriate reports Conduct Service Reviews (could lead to SIP) Manage contacts and relationships “Agree, Monitor, Report, Review”

Scope of Service Level Management
Service Design Service Level Agreements Service Level Requirements Availability Targets Operational Level Agreements Contracts Reporting and Reviewing Service Improvement

SLA Structures Service Design

Service Level Manager Role
Service Design Negotiates Ensures Targets Reviews Manages Relationships Guides Improvement

Service Level Manager Interfaces
Service Design Business Relationship Management Service Catalog Management Incident Management Supplier Management Availability, Capacity, IT Service Continuity and Information Security Management Financial Management for IT Services Design Coordination

Availability Management
Service Design Objectives: Produce Availability Plan Provide Guidance on Availability Issues Ensure Availability Targets Assist on Availability Incidents and Problems Assess Change Plans Proactive Improvements of Availability © Crown copyright Reproduced under license from the Cabinet Office.

Availability Management Responsibilities

Availability Management Key Components
Service Design Service Availability Component Availability Reliability Maintainability Serviceability

Availability Activities and Methods
Service Design 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 Monitor, Measure, Analyze, Report, Review on Component Availability Unavailability Analysis Expanded Incident Lifecycle MTRS and MTBF Service Failure Analysis (SFA)

Business Capacity Management Service Capacity Management
Service Design Business Capacity Management Service Capacity Management Component Capacity Management (replaces Resource Capacity Management) Capacity Plan

Capacity Management Objectives
Service Design Capacity Plan Guidance and Assistance on Capacity-related Issues Ensure Capacity Targets Ensure Proactive Improvements Assist with incidents and problems related to performance and capacity Assess the impact of change on the capacity plan and all services and resources

IT Service Continuity Management Objectives
Service Design 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

ITSCM Lifecycle Service Design

Information Security Management
Service Design 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

Information Security Key Components
Service Design Information Security Policy: Passwords (Access Management) Virus Control Encryption Remote Access Information Security Management System

Supplier Management Objectives
Service Design 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 Management Information System (SCMIS)

Supplier Management Components

Supplier Categorization

The Supplier Management Process

Review Questions Service Design ITIL® Foundation Examination: Service Design Sample Questions

All other ITIL processes Capacity and availability management only
Service Design Input from which processes could be considered by service level management when negotiating service level agreements (SLA)? All other ITIL processes Capacity and availability management only Incident and problem management only Change management, and release and deployment management only SD Given that all processes may be involved in delivering the service, it is logical that SLM may consult them all when negotiating agreements. Answer: A

Service Design Which process would assist with the identification and resolution of any incidents and problems associated with service or component performance? Capacity management Supplier management Technology management Change management SD 4.5.2 Performance issues are the realm of capacity management. Answer: A

Service level management and capacity management
Service Design Which two processes will negotiate and agree the necessary contracts for the provision of recovery capability to support all continuity plans? Service level management and capacity management Supplier management and service level management IT service continuity management and service level management IT service continuity management and supplier management SO 4.6.1 ITSC provides the subject matter expertise and supplier management the contract negotiation and selection process. Answer: D

1 only 2 and 3 only 1, 2 and 4 only All of the above
Service Design Which of the following are valid elements of a service design package (SDP)? Agreed and documented business requirements A service definition for transition and operation of the service Requirements for new or changed processes Metrics to measure the service 1 only 2 and 3 only 1, 2 and 4 only All of the above SD App A All the elements describe the holistic nature of service design and are included in the package passed to service transition. Answer: D

Enable Effective Business Change Manage Change and Risk
Service Transition Service Transition Enable Effective Business Change Manage Change and Risk Guide New IT Services into Operation Ensure Service Quality Minimize adverse impact of Change

Service Transition Key Concepts

Service Transition: Terms of Interest
Service Knowledge Management System Configuration Item Configuration Management System Definitive Media Library Change Normal, Standard, Emergency Seven Rs of Change Management Release Unit Release Policy

Service Transition Processes

Change Management Service Transition 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 Ensuring that remediation plans are in place Measurement and Control Management Reporting Continual Improvement

Change Scope Service Transition

Change Management Roles and Resources
Service Transition Request For Change (RFC) Change Proposals 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)

Normal Change Service Transition

The Seven Rs of Change Who RAISED the change?
Service Transition 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?

Change Management Interfaces
Service Transition Interfaces with the business and partners/suppliers Integration with business change processes Programme and project management Organizational and stakeholder change Sourcing and partnering Interfaces with service management processes Service asset and configuration management Problem management IT service continuity management Information security management Capacity and demand management Service portfolio management

Service Asset and Configuration Management
Service Transition Service Asset Management focus: Service Assets during Service Lifecycle Configuration Management focus: Manage Logical Model of Infrastructure Show how Assets and Components interrelate

Service Asset and Configuration Management
Service Transition Key Components: Configuration Items Configuration Management System Configuration Management Databases Definitive Media Library Configuration Baseline Configuration Model

Configuration Model Service Transition

Service Knowledge Management System (SKMS)
Service Transition Service Knowledge Management System (SKMS) Right information to the right people at the right time. © Crown copyright Reproduced under license from the Cabinet Office.

Knowledge Sharing Service Transition

Release and Deployment Management
Service Transition 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

Release and Deployment Objectives
Service Transition Define and agree release and deployment plans Create and test release packages Ensure the integrity of the release packages and their CIs and ensure they are stored in the DML and recorded in the CMS Deploy release packages from the DML Ensure release packages can be tracked, installed, tested, verified and/or uninstalled or backed out Ensure organization and stakeholder change is managed during a release Ensure that the new or changed service is capable of delivering the utility and warranty agreed Record and mange deviations, risks and issues and take necessary corrective action Ensure there is knowledge transfer to enable the user and customer to optimize use of the new or changed service Ensure there is skill and knowledge transfer to the operations function so they can effectively and efficiently deliver, support and maintain the service as agreed

Phases of Release and Deployment Management
Service Transition © Crown copyright Reproduced under license from the Cabinet Office.

Transition Planning and Support
Service Transition Determine capacity and resources Support transition teams Ensure integrity of assets

Service Validation and Testing
Service Transition Service 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)?

Determines a means of answering these two questions:
Change Evaluation Service Transition Determines a means of answering these two questions: What was the expected result? Did the change succeed?

Review Questions Service Transition ITIL® Foundation Examination: Service Transition Sample Questions

Service Transition Which activities does service asset and configuration management ensure are performed on configuration items (CIs)? CIs are identified Baselines of configuration are kept Changes to CIs are controlled All of the above 1 and 2 only 1 and 3 only 2 and 3 only ST 4.3.2 1 and 3 (identification and control) are two elements within the scope of SACM. Configuration baselines are important to give information such as known states for roll back of releases. Answer: A

Service Transition What types of changes are NOT usually included within the scope of change management? Changes to a mainframe computer Changes to business strategy Changes to a service level agreement (SLA) The retirement of a service ST A change request is a formal communication seeking an alteration to one or more configuration items (CI). Services, SLAs and computers are such CIs. A business strategy is not a CI and is typically out of scope for IT change management. Answer: B

Which of the following does service transition provide guidance on?
Introducing new services Decommissioning services Transfer of services between service providers 1 and 2 only 2 only All of the above 1 and 3 only ST 1.1.1 All three should be in scope for service transition as all three involve major change. Answer: C

Service Transition Which of the following are the purposes or objectives of the release and deployment management process? To define and agree release and deployment plans To ensure release packages can be tracked To authorize changes to support the process 1 and 2 only All of the above 2 and 3 only 1 and 3 only ST 4.4.1 The two correct answers (1 and 2) are included in release and deployment purpose and objectives. Option 3 is within change management. Answer: A

Manage Day to Day IT Activities
Service Operation Service Operation Manage Day to Day IT Activities Operations Provide Value to Customer Communication Support

Service Operation Key Concepts

Service Operation: Terms of Interest
Incident Alert Event Service Request Problem Known Error Known Error Database (KEDB) Workaround Impact, Urgency, Priority

The Role of Communication in Operations
Service Operation Good communication is needed with other IT teams and departments, with users and internal customers, and between the service operation teams and departments themselves. The types of communication that take place include: Routine operational communication Communication between shifts Performance reporting Communication in projects Communication related to changes Communication related to exceptions Communication related to emergencies Training on new or customized processes and service designs Communication of strategy, design and transition to service operation teams

Service Operation Processes

Restore Service as Soon as Possible Standard Incident Model
Incident Management Service Operation Restore Service as Soon as Possible Standard Incident Model Assist in speedy Incident Management Major Incident Management Problem Management may be asked to assist

Incident Management Workflow
Service Operation This diagram is three slides (A, B, C). © Crown copyright Reproduced under license from the Cabinet Office.

Incident Management Workflow (continued)
Service Operation This diagram is three slides (A, B, C). © Crown copyright Reproduced under license from the Cabinet Office.

Incident Management Interfaces
Service Operation Service Level Management Information Security Management Capacity Management Availability Management Service Asset and Configuration Management Change Management Problem Management Access Management

Eliminate Problems and Incidents in the IT Infrastructure
Problem Management Service Operation Eliminate Problems and Incidents in the IT Infrastructure Minimize impact of incidents that cannot be prevented Problem Models Used to enable quick elimination for similar problems Major Problem Review

Proactive and Reactive Problem Management
Service Operation Problem management has both proactive and reactive activities: Reactive activities are concerned with solving problems in response to one or more incidents Proactive activities are concerned with identifying and solving problems and known errors before further incidents related to them can occur again. Examples include conducting periodic reviews of incident date, event data, operations logs etc. to identify trends possible root cause

Problem Management Workflow

Problem Management Workflow (continued)

Problem Management Interfaces
Service Operation Financial Management for IT Services Availability Management Capacity Management IT Service Continuity Management Service Level Management Change Management Service Asset and Configuration Management Release and Deployment Management Knowledge Management The Seven-Step Improvement Process

Event Management Service Operation 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

Handles non-incident requests:
Request Fulfillment Service Operation Handles non-incident requests: Service Requests RFCs (Standard Changes) Request Models Self-Help Opportunities

Physical Access control not within scope
Access Management Service Operation 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 Functions

Service Desk Single Point of Contact for User Community
Service Operation 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 Desk Organizational Structures
Service Operation Local Service Desk Centralized Service Desk Virtual Service Desk May be structured as “Follow the Sun” Service Desk

Local Service Desk Service Operation

Virtual Service Desk Service Operation

Service Desk Metrics First line resolution rate
Service Operation 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

Custodian of Technical Knowledge and Expertise
Technical Management Service Operation Custodian of Technical Knowledge and Expertise Provides the Resources to Support the ITSM Lifecycle

Application Management
Service Operation 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

Application Management vs. Application Development
Service Operation Application Development Application Management Nature of Activities One-time set of activities to design and construct application solutions Ongoing set of activities to oversee and manage applications throughout their entire lifecycle Scope of Activities Performed mostly for applications developed in house Performed for all applications, whether purchased from third parties or developed in house Primary Focus Utility focus Building functionality for their customer What the application does is more important than how it is operated Both utility and warranty focus What the functionality is as well as how to deliver it Manageability aspects of the application, i.e. how to ensure stability and performance of the application Management Mode Most development work is done in projects where the focus is on delivering specific units of work to specification, on time and within budget This means that it is often difficult for developers to understand and build for ongoing operations, especially because they are not available for support of the application once they have moved on to the next project Most work is done as part of repeatable, ongoing processes. A relatively small number of people work in projects This means that it is very difficult for operational staff to get involved in development projects, as that takes them away from their ongoing operational responsibilities Measurement Staff are typically rewarded for creativity and for completing one project so that they can move on to the next project Staff are typically rewarded for consistency and for preventing unexpected events and unauthorized functionality (e.g. ‘bells and whistles’ added by developers) Cost Development projects are relatively easy to quantify because the resources are known and it is easy to link their expenses to a specific application or IT service Ongoing management costs are often mixed in with the costs of other IT services because resources are often shared across multiple IT service and applications Lifecycles Development staff focus on software development lifecycles, which highlight the dependencies for successful operation, but do not assign accountability for these Staff involved in ongoing management typically only control one or two stages of these lifecycles operation and improvement. © Crown copyright Reproduced under license from the Cabinet Office.

IT Operations Management
Service Operation Operations Control Console Management Job Scheduling Back-up and Restore Print and Output Management Maintenance Activities Facilities Management IT Environment i.e. Data Center

Functional Overlap Service Operation

Review Questions Service Operation ITIL® Foundation Examination: Service Operation Sample Questions

Service Operation Which of the following activities is carried out by facilities management? The management of IT services that are viewed as "utilities", such as printers or network access Advice and guidance to IT operations on methodology and tools for managing IT services The management of the physical IT environment such as a data centre The procurement and maintenance of tools that are used by IT operations staff to maintain the infrastructure SO 6.5.1 “Facilities management, which refers to the management of the physical IT environment, typically a data centre or computer rooms”. Answer: C

Which of the following is the BEST example of a workaround?
Service Operation Which of the following is the BEST example of a workaround? A technician installs a script to temporarily divert prints to an alternative printer until a permanent fix is applied A technician tries several approaches to solve an incident. One of them works, although the technician does not know why After reporting the incident to the service desk, the user works on alternative tasks while the problem is identified and resolved A device works intermittently, allowing the user to continue working at degraded levels of performance while the technician diagnoses the incident SO A – a classic workaround which is not a permanent solution but prevents the original failure. B – a ‘lucky’ incident resolution. C – involves the user still working but not on the same task and the incident is still unresolved. D – still an incident. Answer: A

Which of the following should be treated as an incident?
Service Operation Which of the following should be treated as an incident? A user is unable to access a service during service hours An authorized IT staff member is unable to access a service during service hours A network segment fails and the user is not aware of any disruption to service A user contacts the service desk about slow performance of an application All of the above 1 and 4 only 2 and 3 only None of the above SO 4.2 “In ITIL terminology, an ‘incident’ is defined as: An unplanned interruption to an IT service or reduction in the quality of an IT service. Failure of a configuration item that has not yet impacted on service is also an incident”. All of the options fit this definition. Answer: A

Which of the following areas would technology help to support?
Service Operation Which of the following areas would technology help to support? Self help Reporting Release and deployment Process design 1, 2 and 3 only 1, 3 and 4 only 2, 3 and 4 only All of the above SO 7.1 All four areas have toolsets that can be utilised. Answer: D

Continual Service Improvement
Continual Re-alignment of IT to Meet Business Requirements Improve Services Assist/Guide growth and maturity of Service Management Processes Measure, Analyze, Review

Continual Service Improvement (CSI) Key Concepts

Continual Service Improvement Key Terms
Baseline CSI Model Metrics Technology Process Service CSI Register Used to record, categorize and prioritize all the improvement opportunities. The CSI Register should be stored as part of the SKMS.

Seven-Step Improvement Process

CSI Model Continual Service Improvement

Role of Measurements Continual Service Improvement

Focus on the Business Needs

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

ITIL® Foundation Examination: Continual Service Improvement
Review Questions Continual Service Improvement ITIL® Foundation Examination: Continual Service Improvement Sample Questions

Which is the first activity of the continual service improvement (CSI) model/approach? Understand the business vision and objectives Carry out a baseline assessment to understand the current situation Agree on priorities for improvement Create and verify a plan CSI 3.1.1 The improvement approach begins with embracing the vision by understanding the high-level business objectives. Answer: A

What are the four stages of the Deming Cycle?
Continual Service Improvement What are the four stages of the Deming Cycle? Plan, Measure, Monitor, Report Plan, Check, React, Implement Plan, Do, Act, Audit Plan, Do, Check, Act CSI 3.8 “The four key stages of the cycle are Plan, Do, Check and Act…” Answer: D

Which of the following does continual service improvement (CSI) provide guidance on? How to improve process efficiency and effectiveness How to improve services Improvement of all phases of the service lifecycle 1 and 2 only 1 and 3 only 2 and 3 only All of the above CSI 1.1.1 1. CSI looks for ways to improve process effectiveness, efficiency as well as cost- effectiveness. 2. CSI identifies and implements improvements to IT services 3. CSI is responsible for improvement activities that “support the lifecycle approach through service strategy, service design, service transition and service operation”. Answer: D

Which of the following is NOT a type of metric described in continual service improvement (CSI)? Process metrics Service metrics Personnel metrics Technology metrics CSI 5.5 Personnel metrics would be dealt with outside of the framework of the service Answer: C

Questions and Wrap-up

Notes RACI Example from Graphic Simple Map SKMS Details Overlay

ITIL Foundation IT Service Management Lifecycle Instructor: Tom Vorves.

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ITIL Foundation IT Service Management Lifecycle Instructor: Tom Vorves.

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