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Presentation on theme: "ITIL FOUNDATION TRAINING"— Presentation transcript:


2 Topics for the day Role of IT, ITSM & ITIL
Purpose of ITIL and how it will benefit you? Terminologies used in ITIL 5 books in ITIL The ITIL processes and Functions.

3 Introduction to IT, ITSM and ITIL
. Introduction to IT, ITSM and ITIL There is no Industry or Business that does not depend on IT today. May it be a small scale or a large scale industry all depend on IT. - The business depends on IT not only for their Products but for service that the IT provides for their products. That’s the reason Dell is a cut above the rest in their industry. We need to Understand 3 things IT -> ITSM -> ITIL

4 Intended Audience IT Staff, System and Network Administrators,
Managers and Executives, Anyone and everyone who is responsible for the delivery of IT services in an organization.

5 Purpose of ITIL/ITSM Organizational Benefits to ITIL
Improved customer satisfaction through a more professional approach to service delivery Improved IT services through the use of proven best practice processes Improved ROI of  IT Improved delivery of third party services through the specification of ITIL Improved morale of service delivery and recipient staff Increased competence, capability and productivity of IT staff Increased staff retention Reduced cost of training Improved systems/ applications availability Reduced cost/ incident Reduced hidden costs that traditionally increases substantially the TCO Better asset utilization A clear business differentiator from competitors Closely aligned to commercial business services and products Greater visibility of IT costs Greater visibility of IT assets A benchmark to measure performance against in IT projects or services Reduced cost of recruitment and training - hiring ITIL qualified people is easier

6 Why Should I have ITIL\ITSM awareness or be an ITIL certified?
Becoming ITIL certified will make you a valuable resource ITIL knowledge will allow you to understand the common language of ITIL, understood by IT professionals worldwide, and will increase your standing within the IT community. ITIL gives you an adaptive and flexible framework for managing IT services and encourages you to use common sense rather than follow a rigid set of rules. ITIL will create a common understanding between your IT staff, suppliers, contractors and users within the business by creating a common approach and language towards IT services. ITIL can deliver huge cost savings for an organization by promoting the optimum use of people, process and technology. Pro-active management and continuous service improvement will help to increase quality while reducing overall costs.

7 What is IT? Business is looking to IT for Service Delivery rather than just product delivery. This should be achieved in an environment of tight budgets hence the need arises to reduce and control the IT cost IT must be viewed as an intrical part of the business This helps increase IT’s real and perceived value to the business Information Technology is a commonly used term that changes its meaning with context. IT as an Organization: As an internal unit or function of the enterprise or commercial service provider, IT is an organization with its own set of capabilities and resources. IT organizations can be of various types such as business functions, shared services units and enterprise-level core units. IT as a Component: As components r system and processes, IT systems, applications and infrastructure are components or sub-assemblies of a larger product. They enable or are embedded in processes and services. IT as a Service: IT may be a shared category of services utilized by business or by business units. These services are typically IT applications and infrastructure that are packaged and offered by internal IT organizations or by external service providers. IT costs are treated as business expenses. IT as an Asset: As capabilities and resources that provide a dependable stream of benefit, IT is a category of business assets that provide a stream of benefits for their owners, including, but not limited to, revenue, income, and profit. IT costs are treated as investments. Hence it is evident that it is important to be clear on what the term means in the given context.

8 Business Challenges Core business challenges have a direct impact on IT. A good IT support should be able to address the following to be most effective: Align IT with business – It should allow the enhancement of the daily operations and allow the evolution the business. Through strategic frameworks and process we should be able to link IT to business. IT should be a value creating business asset. Cost effective stability and flexibility – we need highly available, secure yet flexible IT solutions. When a change is necessary in the business, IT should be able to quickly adapt and make the necessary changes cost effectively. Reduce Complexity – An IT organization is very complex, it works on various platforms and on various devices. An end to end management would be necessary to remove the pain and cost involved to manage these. This would prevent failures, streamline performance. Optimize asset today and tomorrow: As the business requirements change or as business begins to grow, we need flexible yet stable assets which continue to meet the present as well as the future requirements. Extend value and reach of enterprise: As the Business begins to grow; IT should be able to connect and integrate different types of systems. It should also link those systems with partners, suppliers and customer systems making sure information is securely available to all stakeholders anywhere. This helps in value creation.

9 What is a Service? “Service is a means of providing value to the customer by providing the outcome that the customer needs without the ownership of specific cost and risk.” Who are the Customers? Who are the Users? UTILITY “Fit for purpose” WARRANTY “Fit for use” How is Value created? Utility what the customer gets (Fitness for Purpose) -Warranty how it is delivered (Fitness for Use) Example * When we buy a fridge, if it does not help in cooling and preserving the food then there is no fitness for purpose * If the Fridge cannot accommodate everything we want to keep in the fridge or if it cannot cool product at the temperature we want it to cool. Basically it should meet our requirements. VALUE = +

10 Utility and Warranty

11 What does ITSM do?

12 What is IT Service Management (ITSM)?
Service is an approach that IT organizations can utilize to design, build, integrate, manage and evolve quality IT services. “ Service Management is a set of specialized organizational capabilities for providing value to customers in the form of services” It helps in alignment of four attributes People, Process, Products and Partners IT Service Management (ITSM) is the harmonized design, execution and operations of various broadly accepted frameworks, methods and standards as part of an enterprise ITCSM (Information Technology Continuous Service Improvement Program). The Primary Domains of ITSM include: IT Governance COBIT Framework IT Service Lifecycle Management ITIL Framework IT Service Resource, Quality and Security Management PMI or Prince 2 Methods Six Sigma Methods ISO 27002 What is IT Service Management (ITSM)? It is an approach that IT organizations can utilize to design, build, integrate, manage and evolve quality IT services. These Services are customer focused Process driven Meet cost targets Capabilities are Processes and Functions

13 The Benefits of ITSM are :
Reduced costs Improved agility(flexibility) Increased customer satisfaction Strong business partnerships Built-in and measurable quality improvements The Benefits of ITSM are: Reduced costs – By implementing the best practices that are tried and tested helps in cost reduction Improved Agility : The IT would be flexible and prepared for the changing and developing business Increased customer satisfaction – We will be able to provide more consistent and more predictable IT services to the customers with the help of agreements and sign-off Strong business partnerships – Expectations are clear since there is regular communication between key stake holders Built-in and measurable quality improvements – we can use metrics to monitor and measure customer satisfaction and also be able to monitor the service quality across the entire infrastructure.

14 The History of ITIL 1980’s British Government determined that the level of IT service quality that they received was not sufficient. The Central Computer and Telecommunication Agency (CCTA) now called as Office of Governance Commerce(OGC) was assigned to develop a framework for efficient and financially responsible use of IT resource. This was joint effort between government and private sector GITIM(Government Information Technology Infrastructure Management) later called as ITIL Version 1 was release which consisted of 40 books 2001 ITIL Version 2 was released which consisted of 7 books ITIL Version 3 was released which consisted of 5 books V2 Book Service Support Service Delivery ICT(Information and Communications Technology) Infrastructure Management Planning to Implement Service Management Application Management The Business Perspective Security Management V3 Books Service Strategy Service Design Service Transition Service Operation Continual Service Improvement

15 Why is ITIL V3 referred to as a Good Practice?
Good practice is a management plan which asserts that there is a method, technique, activity, process, reward or incentive that is more effective at delivering a particular outcome than any other technique, method, process, etc. Why V3 has more Advantage over V2? V2 was process oriented. Idea was to have processes for handling IT activities. It was like having a super-efficient Kitchen where we cook what ever we want. But people realized that a great kitchen cannot guarantee the success of restaurant. Its vital to get the menu right. What if they are operating only on weekdays and or if they wont identify what is their specialty food? V3 is about getting the service menu(service catalogue) right. Aligning the Business with IT. The focus has shifted from IT Processes to IT Services.

16 What is ITIL? The IT Infrastructure Library is the most widely accepted approach to IT service management. It is a library of books which talks about the good practices in IT service management. ITIL is a Framework ITIL defines the organizational structure and skill requirements of an IT organization and a set of standard operational management procedures to allow the organization to manage an IT operation and associated IT infrastructure.

17 Difference between a Framework and Standard
. FRAMEWORK STANDARD Customizable Not customizable Good Practice Best Practice Individual gets certified An organization gets certified Example of framework : ITIL, COBIT Example of Standard : ISO 20000, ISO27001 Why ITIL is the most preferred Framework? It covers all areas of Service Management It provides end to end guidance on service management It is Robust and mature It can be applicable to any service industry

18 . Common Terminologies Helps in using a common Language when a whole IT group comes to IT Service Management

19 Resources and Capabilities
Resources and Capabilities are types of assets. Organizations use them to create value for the customers. Resources are those that are readily available or those assets that the company can easily acquire. They are tangible. Capabilities are intangible assets of an organization and cannot be purchased. It is Developed and Matures over time.

20 Example of Resources and Capabilities

21 Process and Function PROCESS Process is a set of coordinated activities combining and implementing resources and capabilities in order to produce an outcome which, directly or indirectly, creates value for an external customers or the stakeholders. Characteristics of a Process: They are measurable They deliver specific results They Deliver outcome to customer or stakeholder. They Respond to a specific Event. Example is baking a cake Inputs are the ingredients(eggs, Baking Powder, Essence, Maida etc) Activities include Mix the ingredients, pre-heat the oven, bake, decorate Output is the Cake It is effective if the cake is as tasty as we expected it to be’ Its efficient if it was bakes in specific time, with the specific amount of ingredients

22 Characteristics of a Process
They are measurable They deliver specific results They Deliver outcome to customer or stakeholder. They Respond to a specific Event.

23 . FUNCTIONS Units of organization specialized to perform certain type of work and responsible for specific outcomes. The people who are responsible for carrying out the processes Teams or

24 RACI Matrix The RACI Model (RACI Matrix) is a simple tool that is useful for highlighting roles and responsibilities during a project, program, or indeed any organizational change. RACI is an acronym for Responsible, Accountable, Consulted, and Informed. RACI is a standard for ‘Responsible Accountable Consult Inform’ Primary roles and responsibilities: Process owner Service owner Customer User

25 Rules of RACI Matrix Only have one Accountable person per activity.
There should be at least one Accountable and one Responsible

26 Different Service Provider
Type I (Internal service provider): Exists within an organization solely to deliver service to one specific business unit. Type II (Shared service provider): Services multiple business units in the same organization Type III (External service provider): Operates as an external service provider serving multiple external customers. Business unit examples: A logical element or segment of a company (such as accounting, production, marketing) representing a specific business function, and a definite place on the organizational chart, under the domain of a manager. Also called department, division, or a functional area.

27 About ITIL V3 ITIL V3 consists of five core books Service Strategy,
Service Design, Service Transition, Service Operation and Continual Service Improvement

28 Service Life Cycle This Model is called the

29 Service Life Cycle

30 .

31 . Service Strategy

32 Processes in Service Strategy:
Service Portfolio Management Demand Management Financial Management

33 Why have a Service Strategy
Strategy, in the context of Service Management, helps answer questions like : Why the business customer would buy IT services? What IT services would customers need? How to differentiate from the competitors? How to create value for customer? How much should be charged for IT services? What is the ROI (Return on Investment) ? Service strategy is required to enable organizations to think and act in a strategic manner. This will enable organizations to transform service management into a strategic asset and help to achieve their strategic goals. Identify the market space Understand the customers need It should look at what it is already doing and come out with something better Need to decide on the type of Service Provider

34 Objectives of this Phase
Objectives of this phase is to help answer key strategic questions about services: Which service are most distinctive? Which services are most profitable? Which activity in our chain or value network are most different and effective? Which is the Market Space?

35 Concepts and Models Business Case
A Business Case is a structured and documented justification for investment in something expected to deliver value in return. Return on Investment (ROI)/Value on Investment (VOI)

Warranty (Fitness for use) It is the assurance that enough service is available, it has enough capacity. Is secured and recoverable Utility (Fitness for purpose) The positive effect on performance of tasks as perceived by the customer. The removal of constraints would be perceived as a positive effect.

37 Four P’s of Service Strategy
. Perspective : This relates to Vision, direction and IT service providers philosophy for doing business with the customer Position : is how you will differentiate from your competitors; that is, what is your unique value proposition?  As sound position guides you in both what to do and what not to do based on your ability to differentiate yourself from the competition. Plan : How service provider will move from where it is today to where it wants to be. Pattern : represents consistent decisions and actions over time; that is, the organizations fundamental way of doing things. It is embedded in the way you do business. The 4 Ps in Action. A well-known computer company’s perspective is building to customer specifications quickly and inexpensively. Its position is variety-based, initially delivering only laptops and desktops, with a wide variety of potential configurations. Key to the company’s plan(initially) is to take orders only via the Web and phone.  And the pattern is a high level of customer service and competitive pricing.

38 SERVICE LEVEL PACKAGE A Service Package provides a detailed description of package of bundled services available to be delivered to customers. The contents of a Service Package includes: The core services provided Any supporting services provided The Service Level Package. Service Level Packages are effective in developing service packages with levels of utility and warranty appropriate to the customer’s needs and in a cost-effective way. Availability and Capacity Levels Continuity Measures Security Levels Support arrangements (e.g. hours of support).


40 Service Portfolio Management
GOAL Look at the market space and the customer to analyze which area will provide the most value for business. OBJECTIVES Consider your own capabilities and resources, as well as those of suppliers to help determine whether to Run the Business or Grow the business. Evaluate the Market Space and utilize the opportunity Decide on the Pricing or Charge back models Service Portfolio represents the commitments and investments made by service providers across all customers and market space Service Portfolio Management considers services in terms of the business value that they provide. Service Portfolio = Service Pipeline + Service Catalogue + Retired Services Service Pipeline consists of services under development for a given market space or customer. After design, development and testing, it will be in operation Service Catalogue is the subset of Service Portfolio visible to customers. It consists of services presently active and those approved to be readily offered to current and future customers. It wins the customers confidence, it projects to the customers about services what the service providers are capable of. - Retired Services consists of services which were earlier supported but no longer provided. MARKET SPACE : Underserved or Un served Market

41 Schematic Representation on Service Portfolio Management
. Requires continual re-valuation and refreshing of services to adapt to changing business conditions. By doing this, we can make better decisions about the services to develop, deploy, retain and retire.

42 Demand Management GOAL OBJECTIVES
Assist the IT service provider in understanding and influencing customer demand for services, and the provision of capacity to meet these demands. OBJECTIVES Identification and analysis of Patterns of Business Activity (PBA) and user profiles that generate demand. Utilizing techniques to influence and manage demand in such a way that excess capacity is reduced but the business and customer requirements are still satisfied. Key concepts of Demand management: Activity Based Demand Management Pattern of Business Activity (PBA) & User Profile (UP) PATTERN OF BUSINESS ACTIVITY : Service providers look at the market and finds the patter of Business. They look at the service that would provide more value to them. Sometimes the Banking sector in market is booming so the service provider see if they have the resources and capabilities to meet the patter of business activity. ACTIVITY BASED DEMAND MANAGEMENT : In finance sector, during MARCH they need more support. The service providers should be able to meet the requirements of the Business during those months.

43 Financial Management GOAL OBJECTIVES
Financial Management gives insight into the costs of the IT organization and options to charge the costs - making it possible to run IT as a business OBJECTIVES ITIL-aligned IT Financial Management policies, processes and procedures Effective IT budget and planning practices Accurate and efficient IT charging and cost recovery for IT services Accurate accounting of IT expenditures and revenues Reporting on the state and health of IT costs and revenues on a regular basis Periodic audits of IT financial information to ensure accuracy

44 Requirement of Financial Management
Financial Management is carried out in all phases of the service lifecycle Enables expenditure forecasts (made within Service Strategy and Service Design) to be compared with actual expenditure incurred (within Service transition and Service Operation) IT service providers must have the ability to fund (budget) and account for all forms of expenditure throughout the service lifecycle Financial management may also include deciding the most appropriate charge-back method


46 Processes in Service Design
Service catalogue Management Service Level management Supplier Management Availability Management Capacity Management IT Service Continuity Management Information Security Management

47 Objectives of Service Design
Responsible for the design of new or changed service going into live environment. Ensure that the Design are consistent, compatible and capable. Metrics definition, selection and evaluation of measurement capabilities Evaluation and Establishment of policies\procedures for new or changed services. The output from Service Design helps to meet changing requirements of business.

48 Why Service Design? If all aspects of service, process and technology are designed properly then the service providers will have a profit. Improved quality of service. Improved consistency of service. Easier implementation of new or changed service. Improved IT Governance.

49 4 P’s of Service Design People : The people, skill, and competencies involved in the provision of IT services Products : The technology and Management systems used in delivery of IT services. Processes : The processes, roles and activities involved in provisioning of IT services. Partners : The vendors, manufacturers and suppliers used to assist and support IT service provisioning.

50 Service Design Package
Service Design package (SDP) should be produced during the Service design phase for: New service Major change to an existing service Removal of a service Provide the ‘blueprint ‘ required by the Service Transition phase.


52 Service Catalogue Management
GOAL The goal of Service Catalog Management is to define and manage the active or ‘Live’ services offered to the end users of an organization. OBJECTIVES To provide a single source of consistent information on all of the agreed services To ensure that the Service Catalogue is available to those approved to access it The Service Catalogue should contain accurate information about all operational services, and services that are being transitioned into operations.

53 Basic Understanding on Service Catalogue
Service Catalogue is a component of the Service Portfolio Service catalogue defines the dependencies and interfaces between the services and supporting components Two important aspect are: Business Service Catalogue – Customer View Technical Service catalogue – Underpins Business Service Catalogue

54 . . Your service catalog should list the services, as your business needs to know and understand what you do, but not burden the business with having to view the systems, components or work instructions associated with offering those services.  Those items are for your IT teams.  The following graphic displays how the various service definitions snap together.

55 Service Level Management
GOAL To ensure that an agreed level of IT service is provided for all current IT services and that future services are delivered to agreed and achievable targets. OBJECTIVES Define, document, agree, monitor, measure, report, and review the level of services provided Provide and improve the relationship and communication with the business and customers Ensure that specific, measurable and realistic targets are developed and that the customers have a clear and unambiguous expectation of the level of service delivered Ensure that proactive measure to improve services are implemented where cost is justified Monitor and improve customer satisfaction with the quality of service delivered

56 Basic Concepts for Service Level Management
Service Level agreement (SLA) An agreement between an IT service Provider and a customer It defines the key service targets and responsibilities Operational Level Agreement (OLA) An agreement between an IT service Provider and an internal support group. It supports the IT service Provider’s delivery of IT Services to customer. Underpinning Contract (UC) An agreement between an IT service Provider and a third party supplier. It defines targets and responsibilities that are required to meet SLA target.

57 . .

58 Supplier Management GOAL OBJECTIVES
The goal of Supplier Management is to ensure the reliability and cost- effectiveness of outside suppliers. The supplier management team negotiates contracts with external suppliers, and regularly reviews these contracts to ensure that they are being met. OBJECTIVES Negotiate and agree contracts with suppliers and manage them through their lifecycle In conjunction with Service Level Management, ensure that agreements with suppliers are aligned to business needs and support agreed SLA targets Ensure value for money is obtained from suppliers and contracts Maintain a supplier policy and supporting Supplier and Contract Database (SCDB)

59 Availability Management
GOAL Ensure that all the IT services are available and are functioning correctly whenever customers and users want to make use of them in the framework of the SLAs in force. OBJECTIVES To produce and maintain the Availability Plan and assess the impact of the changes on the plan To provide advice and guidance on all availability achievements meet or exceed all of their agreed target To seek pro-active ways of improving availability Availability assures customers that the services will be available for users under agreed terms and conditions.(As per the SLA’s) A service is available only if the users can access it in an agreed manner. The main benefits of correct Availability Management are: Fulfillment of the agreed service levels. Reduction in the costs associated with a given level of availability. The customer perceives a better quality of service. The levels of availability progressively increase. The number of incidents is reduced.

60 5 Key Factors Fault Tolerance Availability Reliability Maintainability
Serviceability Availability: Percentage of uptime/downtime of service component Reliability: Length of time that a service, component or a CI can perform its agreed function without interruption. Maintainability: The measure of how long it takes to restore service, component or CI to its normal working after failure. Serviceability: The ability of 3rd party suppliers to meet the terms of their contract regarding availability, reliability and maintainability

61 Capacity Management GOAL OBJECTIVES
Make the available IT resources that customers, users and the IT department need to carry out their work efficiently, and to do so in a cost effective way. OBJECTIVES Stay up-to-date with the current state of the technology and expected future developments. Know about the company's business plans and service level agreements in order to forecast the necessary capacity. To proactively manage capacity. Without proper Capacity Management resources are not used optimally and unnecessary investments are made resulting in additional maintenance and administration costs. Or, worse still, insufficient resources are available, leading to a degradation in quality of service. Capacity Management aims to avoid situations in which unnecessary investments are made in technologies that do not meet the real needs of the business or which are over-dimensioned, or by contrast, to avoid situations in which productivity is undermined by a shortage of, or inefficient use of, the existing technology. Activities Taking necessary actions prior to any performance issue. Utilizing reporting tools to look at trends, performance and utilization. Develop a plan to include schedule and budget required to purchase new hardware and or upgrade. Proactive ways to improve service. Tuning and optimizing the performance of service and components.

62 Capacity Management Sub-processes
Business Capacity Management: focusing on the future needs of users and customers. Service Capacity Management: this analyses the performance of IT services in order to ensure the agreed levels of service are met. Component\Resource Capacity Management: which studies both the use of IT infrastructure and the trends to ensure that sufficient resources are available and that they are used efficiently.

63 IT Service Continuity Management
GOAL Goal of IT Service Continuity Management (ITSCM) may be summarized as: Guaranteeing the rapid recovery of (critical) IT services after a disaster. Establishing policies and procedures that avoid, as far as possible, the harmful consequences of a disaster or instance of force majeure(superior force). OBJECTIVES To maintain IT continuity and recovery plans that support Business Continuity Plans To conduct regular Business Impact analysis (BIA) exercises To conduct regular Risk Analysis and management exercise To implement the appropriate recovery mechanisms Assess the impact of all changes on the IT Service continuity Plans and IT recovery plans In conjunction with Supplier management, negotiate and agree contracts with suppliers for the provision of recovery capabilities IT Service Continuity Management is concerned with preventing any unexpected serious interruptions to IT services as a result of a natural disasters or other forms of force majeure having a catastrophic impact on the business. IT Service Continuity Management's (ITSCM) strategy needs to judiciously balance procedures that are: - Proactive: which seek to prevent or minimize the consequences of a serious interruption to service. - Reactive: whose aim is to resume service as quickly as possible (and advisable) after the disaster.

64 Business Impact Analysis (BIA)
Business Impact Analysis (BIA) answers the following question: Evaluating the impact over time of a disruption to an organization's ability to operate. Risk Assessment to estimate the likelihood and impact on specific functions from known threats. How long before the business was unable to operate? When and how should service be recovered (based on cost / benefit analysis) ? The main benefits of proper IT Service Continuity Management may be summarized as: - Proper management of risks. - A reduction in the length of interruption of service due to force majeure. - Improved confidence in the quality of service among customers and users. - Support for the Business Continuity Management process. BIA is likely to identify costs linked to failures, such as loss of cash flow, replacement of equipment, salaries paid to catch up with a backlog of work, loss of profits, and so on.

65 Risk Assessment Risk is defined as uncertainty of outcome
It can be positive opportunity or negative threat to service assets Two measurable components: Impact (Threats) Probability (Vulnerability) Two distinct phases: Risk Analysis Risk Management All organizations need to understand and asses the balance between cost of managing risks and the benefits of taking the risks

66 Information Security Management
GOAL The main Goals of Security Management may be summarized as: Designing a security policy (in collaboration with customer and suppliers) that is aligned with the needs of the business. Ensuring compliance with the agreed security standards. Minimizing the security risks threatening continuity of service. OBJECTIVES To be responsible for production, maintenance, and enforcement of Information security Policy (ISP) To protect the interests on those relying on information from failures relating to lack of availability, integrity, and confidentiality To ensure that information exchanges between various parties can be trusted To ensure that the ISP is in line with the strategic goals of the organization(Corporate Governance Framework) in relation to protection and effective use of information resources

67 . Service Transition

68 Processes in Service Transition
Change Management Service Asset and Configuration Management Release and Deployment Management Knowledge Management

69 Objectives of this Phase
To plan and manage the resources to successfully establish a new or changed service into production within the predicted cost, quality, and time estimates To ensure there is minimal unpredicted impact on the production services, operations and support organization To increase satisfaction with the service transition practices To increase proper use of the services and underlying application and technology solutions To provide clear and comprehensive plans that enable the customer and business change projects to align their activities with the service transition plans

70 Why Service Transition?
Effective Service transition can help in: Faster response to new requirements and market changes. Increased business success from change and release. Align the new or changed service with the customers’ business requirements and business operations Ensure that customers and users can use the new or changed services in a way that maximize value to the business operations


72 Service Asset and Configuration Management
GOAL Managing, storing and providing information about Configuration items(CIs) throughout the lifecycle. OBJECTIVES Identification of Configuration Items and the naming convention to be used. Determine the information to be recorded(Which CIs, attributes, relationships etc) Reporting on all current and historical data about the CI The main task of Asset and Configuration Management is to keep an up-to-date record of all the components in the IT infrastructure configuration and the interrelations between them. Providing accurate and reliable information to the rest of the organization about all the components of the IT infrastructure. Keep the Configurations Database up-to-date: Up-to-date records of all CIs: identification, type, location, status, etc. Interrelations between CIs. Services provided by each CI. Asset Management manages full lifecycle of IT service assets from acquisition to disposal. Configuration Management provides logical model of service, asset and infrastructure by recording the relationships between service asset and configuration Items.

73 Basic Terminologies Configuration Item (CI): Both the components of IT services and the services these provide are configuration items. For example: - Hardware devices such as PCs, printers, routers, monitors, etc. and their components: NICs, keyboards, CD drives, etc. - Software: operating systems, applications, network protocols, etc. - Documentation: manuals, service level agreements, etc. Attributes : Specific information about a CI Configuration Management System (CMS): This database must include: - Detailed information about each configuration item. - Interrelations between the different configuration items, such as "parent-child" relationships, or logical and physical interdependencies. Some of the CI assets include IT service, hardware, software, buildings, people, and formal documentation such as SLAs and process documentations. CMS: A set of tools and databases used to manage all of the IT Service Provider’s configuration data CMDB: Stores configuration records containing attributes of CIs and their relationship Configuration Baseline: Configuration of a service, product or infrastructure that has been formally reviewed and agreed Definitive Media Library: A secure library that includes: Definitive copies of all controlled software and license information; Definitive copies of all controlled documentation

74 Configuration Management Database (CMDB) : A collection of CMS
. Configuration Management Database (CMDB) : A collection of CMS

The main goal of Change Management is for all the changes that need to be made to IT infrastructure and services to be performed and implemented correctly by ensuring standard procedures are followed. It Talks about a controlled mechanism for IT changes OBJECTIVES Change Management must work to ensure that changes: Are justified. Are carried out without jeopardizing IT service quality. Are properly recorded, classified and documented. Have been carefully tested in a test environment. Are recorded in the CMDB. Can be undone by running back-out plans if the system functions incorrectly after implementation.

76 Change Advisory Board (CAB)
A body that exists to: Prompt and efficient handling of all changes. Helps in formal review and authorization of changes. Assist change management to assess, evaluate and prioritize changes Emergency changes are disruptive and error-prone, so it should be kept to the absolute minimum. For emergency change usually Emergency CAB (ECAB) may be called to assist the Change Manager to evaluate and approve emergency changes

77 Release and Deployment Management
GOAL To deploy releases into production and establish effective use of the service in order to deliver value to the customer and be able to handover to service operations. OBJECTIVES To ensure that Release and Deployment plans are in place, that align with customer and business change projects Release packages can be built, installed, tested, and deployed successfully and on schedule New or changed services are capable of meeting agreed service levels There is minimal unpredicted impact on production services, operations and support

78 Knowledge Management GOAL OBJECTIVES
To enable organizations to improve the quality of management decision making by ensuring that reliable and secure information and data is available throughout the lifecycle. OBJECTIVES Enabling the service provider to be more efficient, improve quality and satisfaction and reduce cost Ensure staff have a clear and common understanding of value that their services provide to the customers Staff have adequate information on: Who is currently using services? Current level of consumption of the service Difficulties faced by customer DIKW

79 Service Knowledge Management System


Incident Management Problem Management Request Fulfillment Access Management Event Management FUNCTIONS Service Desk Technical Management Application Management IT Operations Management

82 Objectives of this Phase
To enable effectiveness and efficiency in delivery and support of IT services


84 Event Management GOAL OBJECTIVES
Enable stability by monitoring all events that occur throughout the IT infrastructure to allow for normal service operations and detect and escalate exceptions. OBJECTIVES To provide the ability to detect events, make sense of them and refer it to the correct resolver team. To act as the basis and entry point for the automation and execution of routine operational activities To provide the ability to compare actual performance against design standards and SLAs An event can be defined as a significant change in state of one or more configuration Item. Event Categories: Informational – Signify regular operation Warning – Signify unusual operation Exception – Signify abnormal operations

85 INCIDENT MANAGEMENT GOAL Restore normal service operations ASAP.
Minimize the adverse impact on business operations. Incident is an unplanned interruption or reduction in the quality of service. Service Request : A request by user for information, advice or for standard changes or for access to an IT service.

86 Categorization of Incident
Priority = Impact + Urgency Impact : Degree to which business or user is affected. Urgency : Degree to which the resolution can be delayed.

87 Types of Escalations .

88 Major Incident The highest category or impact for an incident. A major incident results in significant disruption to Business. An incident requiring shorter resolution timescales and greater urgency May require a major incident team under the leadership of the Incident Manager

89 Problem Management GOAL Primary Objectives included:
Identify the Root cause of one or more incidence. Minimize the adverse impact of incident and problem on the business that are caused by errors within the IT infrastructure. Eliminating recurring incidents A problem is the cause of one or more incidents (Here the cause may not be known when the problem record is created) Incident workarounds are documented in Incident Records Problem workarounds are documented in Known Error Records Problem : Unknown underlying cause of one or more incident. Incident to which we know the Root cause is an Error When we know the root cause and work around, it is a Known error Such errors are stored in a database called KEDB Known Error Database(KEDB): Allows central storage of known errors – the resolution of incidents and problems Should contain exact details of the fault and the symptoms as well as an incident count to assist in problem prioritization

90 Basic Concepts .

91 Types of Problem Management

92 Proactive Activities .

93 Request Fulfillment OBJECTIVES
It is the process of dealing with Service Requests OBJECTIVES To provide a channel for users to request and receive standard pre-defined and approved services To provide information to users relating to the availability of standard services To source components required to deliver standard services To assist with general information, queries and complaints

94 Access Management It is a process which can be initiated by a Service Request. Goal and Objectives: AM is the process of granting authorized users the right to use a service while preventing access to un- authorized users To execute the policies and actions defined in Information Security and Availability Management (Service Design)


96 SERVICE DESK Role of The Service Desk
A single point of contact between users and the IT organization. Responsible for the efficient handling of all incidents, Service Requests, Change Request etc Capture and reports on meaningful management information

97 Basic Concepts .

98 Types of Service Desk Local Service Desk Central Service Desk
Virtual Service Desk Follow the Sun  Local – Users and support staff are located on the same premises or campus.  Centralized -- Multiple user locations are serviced by a single support location.  Virtual -- Multiple user location are serviced by multiple support locations which by virtue of call routing and other technology are able to appear and respond to user requests as a single entity.  Follow-the-Sun -- Identical to a virtual Service Desk, but organized in such a way as to utilize support staff shifts working during normal daylight hours for all user requests coming from any time zone.

99 Local Service Desk Advantages : No language Barriers
. Advantages : No language Barriers Understand the resources and capabilities of each location Dis-advantages Cost of having many service Desk No skill sharing No common approach to solve an issue

100 Centralized Service Desk
. Advantages Knowledge and resource sharing Good interaction level with the other technical teams Improved use of available resource Dis advantages Problems in having a 24\7 support or cost involved might be high Possible gaps in language and culture Cost of implementation will be high

101 Virtual Service Desk Advantages 24\7 support Reduced operational cost
. Advantages 24\7 support Reduced operational cost Improved usage of available resources Dis advantages Cost of Implementation

102 Technical Management Role of Technical Management:
It refers to the groups, department, and teams that provide technical expertise and management of IT infrastructure Role of Technical Management: To be custodian of technical expertise and provide the actual resources necessary to design, build, transition and operate technology throughout the IT Service Management Lifecycle To provide guidance to IT Operations on operational activities related to technology e.g. Networking, Security, Database, Storage, Servers, etc.

103 Technical Management Function

104 Application Management
This refers to the groups, departments, and teams that are involved in managing and supporting operational applications. Roles of Application Management: To be custodian of expertise and provide the actual resources necessary to manage applications throughout the IT Service Management Lifecycle To provide guidance to IT Operations on operational activities related to applications

105 IT Operations Management
Operations Control: Oversees the execution and monitoring of operational activities and event May use Operations Bridge or Network Operations Centre Facilities Management: The management of the physical environment including data centre's, recovery sites and the associated power and cooling equipment If this aspect is outsourced, Facilities Management refers to the management of contract  Console Management  Backup and restore operations  Media management  Batch job execution maintenance of the facilities which house IT operations, e.g. data centers, call centers, development facilities, etc. Its areas of responsibility include things like:  HVAC  Fire suppression  Facilities access  Power

106 Continual Service Improvement (CSI)
. Continual Service Improvement (CSI) This combines principles, practices, and methods from Quality management, Change Management and Capability Improvement.

107 Objectives of this Phase
Review, analyze and make recommendation on improvement opportunities in each lifecycle phase Review and analyze Service Level achievements Identify and implement individual activities to improve IT Service quality and improve the efficiency and effectiveness of enabling ITSM processes Improve cost effectiveness of delivering IT Service without sacrificing customer satisfaction Ensure applicable quality management methods that are used to support continual improvement activities

108 The Continual Service Improvement Model

109 The Deming Cycle .

110 . QUESTIONS ??


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