Presentation on theme: "ITIL FOUNDATION TRAINING"— Presentation transcript:
1 ITIL FOUNDATION TRAINING .ITIL FOUNDATION TRAINING
2 Topics for the day Role of IT, ITSM & ITIL Purpose of ITIL and how it will benefit you?Terminologies used in ITIL5 books in ITILThe ITIL processes and Functions.
3 Introduction to IT, ITSM and ITIL .Introduction to IT, ITSM and ITILThere 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 thingsIT -> 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 deliveryImproved IT services through the use of proven best practice processesImproved ROI of ITImproved delivery of third party services through the specification of ITILImproved morale of service delivery and recipient staffIncreased competence, capability and productivity of IT staffIncreased staff retentionReduced cost of trainingImproved systems/ applications availabilityReduced cost/ incidentReduced hidden costs that traditionally increases substantially the TCOBetter asset utilizationA clear business differentiator from competitorsClosely aligned to commercial business services and productsGreater visibility of IT costsGreater visibility of IT assetsA benchmark to measure performance against in IT projects or servicesReduced 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 resourceITIL 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 productdelivery.This should be achieved in an environment of tight budgets hence the need arises to reduce and control the IT costIT must be viewed as an intrical part of the businessThis helps increase IT’s real and perceived value to the businessInformation 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 ChallengesCore 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=+
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 PartnersIT 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 GovernanceCOBIT FrameworkIT Service Lifecycle ManagementITIL FrameworkIT Service Resource, Quality and Security ManagementPMI or Prince 2 MethodsSix Sigma MethodsISO 27002What 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 focusedProcess drivenMeet cost targetsCapabilities are Processes and Functions
13 The Benefits of ITSM are : Reduced costsImproved agility(flexibility)Increased customer satisfactionStrong business partnershipsBuilt-in and measurable quality improvementsThe Benefits of ITSM are:Reduced costs – By implementing the best practices that are tried and tested helps in cost reductionImproved Agility : The IT would be flexible and prepared for the changing and developing businessIncreased 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-offStrong business partnerships – Expectations are clear since there is regular communication between key stake holdersBuilt-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 ITIL1980’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 booksV2 BookService SupportService DeliveryICT(Information and Communications Technology) Infrastructure ManagementPlanning to Implement Service ManagementApplication ManagementThe Business PerspectiveSecurity ManagementV3 BooksService StrategyService DesignService TransitionService OperationContinual 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 FrameworkITIL 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 .FRAMEWORKSTANDARDCustomizableNot customizableGood PracticeBest PracticeIndividual gets certifiedAn organization gets certifiedExample of framework : ITIL, COBITExample of Standard : ISO 20000, ISO27001Why ITIL is the most preferred Framework?It covers all areas of Service ManagementIt provides end to end guidance on service managementIt is Robust and matureIt can be applicable to any service industry
18 .Common TerminologiesHelps 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.
21 Process and FunctionPROCESS 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 measurableThey deliver specific resultsThey Deliver outcome to customer or stakeholder.They Respond to a specific Event.Example is baking a cakeInputs are the ingredients(eggs, Baking Powder, Essence, Maida etc)Activities include Mix the ingredients, pre-heat the oven, bake, decorateOutput is the CakeIt 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 measurableThey deliver specific resultsThey 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 processesTeams or
24 RACI MatrixThe RACI Model (RACI Matrix) is a simple tool that is useful forhighlighting roles and responsibilities during a project, program, orindeed 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 ownerService ownerCustomerUser
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 organizationType 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 andContinual Service Improvement
32 Processes in Service Strategy: Service Portfolio ManagementDemand ManagementFinancial Management
33 Why have a Service Strategy Strategy, in the context of ServiceManagement, 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 spaceUnderstand the customers needIt should look at what it is already doing and come out with something betterNeed to decide on the type of Service Provider
34 Objectives of this Phase Objectives of this phase is to help answer keystrategic 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)
36 WARRANTY + UTILITY = VALUE CREATED Warranty (Fitness for use)It is the assurance that enough service is available, it has enough capacity. Is secured and recoverableUtility (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 customerPosition : 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 PACKAGEA Service Package provides a detailed description of package of bundledservices available to be delivered to customers. The contents of a ServicePackage includes:The core services providedAny supporting services providedThe Service Level Package.Service Level Packages are effective in developing service packages withlevels of utility and warranty appropriate to the customer’s needs and in acost-effective way.Availability and Capacity LevelsContinuity MeasuresSecurity LevelsSupport arrangements (e.g. hours of support).
40 Service Portfolio Management GOALLook at the market space and the customer to analyze which area willprovide the most value for business.OBJECTIVESConsider 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 opportunityDecide on the Pricing or Charge back modelsService Portfolio represents the commitments and investments made by service providers across all customers and market spaceService Portfolio Management considers services in terms of the business value that they provide.Service Portfolio = Service Pipeline + Service Catalogue + Retired ServicesService Pipeline consists of services under development for a given market space or customer. After design, development and testing, it will bein operationService Catalogue is the subset of Service Portfolio visible to customers. It consists of services presently active and those approved to bereadily offered to current and future customers. It wins the customers confidence, it projects to the customers about services what the serviceproviders 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.OBJECTIVESIdentification 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 ManagementPattern 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 wouldprovide more value to them. Sometimes the Banking sector in market is booming so the service provider see if they have the resourcesand 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 ableto 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 businessOBJECTIVESITIL-aligned IT Financial Management policies, processes and proceduresEffective IT budget and planning practicesAccurate and efficient IT charging and cost recovery for IT servicesAccurate accounting of IT expenditures and revenuesReporting on the state and health of IT costs and revenues on a regular basisPeriodic audits of IT financial information to ensure accuracy
44 Requirement of Financial Management Financial Management is carried out in all phases of the service lifecycleEnables 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 lifecycleFinancial management may also include deciding the most appropriate charge-back method
46 Processes in Service Design Service catalogue ManagementService Level managementSupplier ManagementAvailability ManagementCapacity ManagementIT Service Continuity ManagementInformation 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 capabilitiesEvaluation 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 DesignPeople : The people, skill, and competencies involved in the provision of IT servicesProducts : 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 duringthe Service design phase for:New serviceMajor change to an existing serviceRemoval of a serviceProvide the ‘blueprint ‘ required by the Service Transition phase.
52 Service Catalogue Management GOALThe goal of Service Catalog Management is to define and manage the active or ‘Live’ services offered to the end users of an organization.OBJECTIVESTo provide a single source of consistent information on all of the agreed servicesTo ensure that the Service Catalogue is available to those approved to access itThe 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 PortfolioService catalogue defines the dependencies and interfaces between the services and supporting componentsTwo important aspect are:Business Service Catalogue – Customer ViewTechnical 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 GOALTo 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.OBJECTIVESDefine, document, agree, monitor, measure, report, and review the level of services providedProvide and improve the relationship and communication with the business and customersEnsure that specific, measurable and realistic targets are developed and that the customers have a clear and unambiguous expectation of the level of service deliveredEnsure that proactive measure to improve services are implemented where cost is justifiedMonitor 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 customerIt defines the key service targets and responsibilitiesOperational 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 requiredto meet SLA target.
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.OBJECTIVESNegotiate and agree contracts with suppliers and manage them through their lifecycleIn conjunction with Service Level Management, ensure that agreements with suppliers are aligned to business needs and support agreed SLA targetsEnsure value for money is obtained from suppliers and contractsMaintain a supplier policy and supporting Supplier and Contract Database (SCDB)
59 Availability Management GOALEnsure 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.OBJECTIVESTo produce and maintain the Availability Plan and assess the impact of the changes on the planTo provide advice and guidance on all availability achievements meet or exceed all of their agreed targetTo seek pro-active ways of improving availabilityAvailability 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 ServiceabilityAvailability: Percentage of uptime/downtime of service componentReliability: 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.OBJECTIVESStay 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.ActivitiesTaking 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 GOALGoal 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).OBJECTIVESTo maintain IT continuity and recovery plans that support Business Continuity PlansTo conduct regular Business Impact analysis (BIA) exercisesTo conduct regular Risk Analysis and management exerciseTo implement the appropriate recovery mechanismsAssess the impact of all changes on the IT Service continuity Plans and IT recovery plansIn conjunction with Supplier management, negotiate and agree contracts with suppliers for the provision of recovery capabilitiesIT 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 thefollowing 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 assetsTwo measurable components:Impact (Threats)Probability (Vulnerability)Two distinct phases:Risk AnalysisRisk ManagementAll organizations need to understand and asses the balance between cost of managing risks and the benefits of taking the risks
66 Information Security Management GOALThe 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.OBJECTIVESTo 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 confidentialityTo ensure that information exchanges between various parties can be trustedTo 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
68 Processes in Service Transition Change ManagementService Asset and Configuration ManagementRelease and Deployment ManagementKnowledge 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 estimatesTo ensure there is minimal unpredicted impact on the production services, operations and support organizationTo increase satisfaction with the service transition practicesTo increase proper use of the services and underlying application and technology solutionsTo 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 operationsEnsure 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 GOALManaging, storing and providing information about Configuration items(CIs) throughout the lifecycle.OBJECTIVESIdentification 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 CIThe 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 TerminologiesConfiguration 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. andtheir components: NICs, keyboards, CD drives, etc.- Software: operating systems, applications, network protocols, etc.- Documentation: manuals, service level agreements, etc.Attributes : Specific information about a CIConfiguration 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 dataCMDB:Stores configuration records containing attributes of CIs and their relationshipConfiguration Baseline:Configuration of a service, product or infrastructure that has been formally reviewed and agreedDefinitive 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
75 CHANGE MANAGEMENT GOAL OBJECTIVES 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 changesOBJECTIVESChange 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 changesEmergency changes are disruptive and error-prone, so it should be kept to theabsolute minimum. For emergency change usually Emergency CAB (ECAB)may be called to assist the Change Manager to evaluate and approveemergency changes
77 Release and Deployment Management GOALTo 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.OBJECTIVESTo ensure that Release and Deployment plans are in place, that align with customer and business change projectsRelease packages can be built, installed, tested, and deployed successfully and on scheduleNew or changed services are capable of meeting agreed service levelsThere 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.OBJECTIVESEnabling the service provider to be more efficient, improve quality and satisfaction and reduce costEnsure staff have a clear and common understanding of value that their services provide to the customersStaff have adequate information on:Who is currently using services?Current level of consumption of the serviceDifficulties faced by customerDIKW
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.OBJECTIVESTo 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 activitiesTo provide the ability to compare actual performance against design standards and SLAsAn event can be defined as a significant change in state of one or more configuration Item.Event Categories:Informational – Signify regular operationWarning – Signify unusual operationException – 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 + UrgencyImpact : Degree to which business or user is affected.Urgency : Degree to which the resolution can be delayed.
88 Major IncidentThe highest category or impact for an incident. A major incident results insignificant disruption to Business.An incident requiring shorter resolution timescales and greater urgencyMay 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 incidentsA 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 RecordsProblem workarounds are documented in Known Error RecordsProblem : Unknown underlying cause of one or more incident.Incident to which we know the Root cause is an ErrorWhen we know the root cause and work around, it is a Known errorSuch errors are stored in a database called KEDBKnown Error Database(KEDB):Allows central storage of known errors – the resolution of incidents and problemsShould contain exact details of the fault and the symptoms as well as an incident count to assist in problem prioritization
93 Request Fulfillment OBJECTIVES It is the process of dealing with Service RequestsOBJECTIVESTo provide a channel for users to request and receive standard pre-defined and approved servicesTo provide information to users relating to the availability of standard servicesTo source components required to deliver standard servicesTo assist with general information, queries and complaints
94 Access ManagementIt 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 usersTo 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 etcCapture and reports on meaningful management information
98 Types of Service Desk Local Service Desk Central Service Desk Virtual Service DeskFollow 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 BarriersUnderstand the resources and capabilities of each locationDis-advantagesCost of having many service DeskNo skill sharingNo common approach to solve an issue
100 Centralized Service Desk .AdvantagesKnowledge and resource sharingGood interaction level with the other technical teamsImproved use of available resourceDis advantagesProblems in having a 24\7 support or cost involved might be highPossible gaps in language and cultureCost of implementation will be high
101 Virtual Service Desk Advantages 24\7 support Reduced operational cost .Advantages24\7 supportReduced operational costImproved usage of available resourcesDis advantagesCost of Implementation
102 Technical Management Role of Technical Management: It refers to the groups, department, and teams that provide technicalexpertise and management of IT infrastructureRole 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 LifecycleTo provide guidance to IT Operations on operational activities related to technologye.g. Networking, Security, Database, Storage, Servers, etc.
104 Application Management This refers to the groups, departments, and teams that are involved inmanaging 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 LifecycleTo 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 eventMay use Operations Bridge or Network Operations CentreFacilities Management:The management of the physical environment including data centre's, recovery sites and the associated power and cooling equipmentIf this aspect is outsourced, Facilities Management refers to the management of contract Console Management Backup and restore operations Media management Batch job executionmaintenance 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 phaseReview and analyze Service Level achievementsIdentify and implement individual activities to improve IT Service quality and improve the efficiency and effectiveness of enabling ITSM processesImprove cost effectiveness of delivering IT Service without sacrificing customer satisfactionEnsure applicable quality management methods that are used to support continual improvement activities