ITIL 2011 Foundation v1.2 P

ITIL Foundation
2011
ITIL is a registered trade mark of AXELOS Limited. The Swirl logo is a trade mark of AXELOS Limited
Pankaj Sharma - Mobile No -919810996356
Setting the stage:
Course Structure
Course Duration:
2.5 Days Training
0.5 Mock Exam & Actual exam
Examination Format:
Multiple Choice
40 Questions
Pass Score: 26/40 or 67%
Online or paper based exam through an ATO
Max 60 minutes Duration for all candidates
Closed Book
Certification Schemes
ITIL Master
ICTIM = ICT Infrastructure Management
CPDE = Certified Design Process Engineer
SDI = BCS Service Desk and Incident Management
SLMS = BCS Service Level Management Specialist
SCBRM = BCS Specialist Certificate in Business
Relationship Management
SCPM = BCS Specialist Certificate in Problem
Management
SCSM = BCS Specialist Certificate in Supplier
Management
CMS = BCS Change Management Specialist
NOTE:
Candidates must achieve a minimum of 17
credits to be eligible for the Managing Across
the Lifecycle course and examination;
When using complementary qualifications
credits - a maximum of 6 credits can be used in
the ITIL core scheme
ITIL Expert
3
SS
3
SD
3
ST
3
SO
3
CSI
Lifecycle modules
Managing Across the Lifecycle
4
OSA
4
PPO
4
RCV
Capability modules
ITIL v3 Foundation for Service Management
Copyright AXELOS Limited 2013. All rights reserved. Material is reproduced under license from AXELOS
4
SOA
IT Service Management as Practice
Best Practice in Public Domain

Organizations seek to close gaps in capabilities in order to
Be more competitive
By Improving their ability
To deliver quality services
That meets the customer needs
At a price that customer can afford
Adoption of Best practices is one of the way to close the Gaps

Sources of Best Practice are:
Frameworks
Standards
Proprietary knowledge of the Organizations
Ignoring public frameworks and standards can needlessly place an
organization at a disadvantage
Why ITIL is Successful

ITIL embraces a practical approach to service management
Do what works
Vendor-neutral
Non-prescriptive
Best practice
ITIL is successful because it describes practices that enable
organizations to deliver benefits, return on investment and sustained
success
Service
Means of delivering value to customers by facilitating the outcomes
customers want to achieve without the ownership of specific costs
and risks
An IT service is made up of a combination of
Information technology
People
Processes
A customer-facing IT service directly supports
The business processes of one or more customers
Its service level targets
Service Management
Set of specialized organizational capabilities for providing value to
customers in the form of services
IT Service Management
The implementation and management of quality IT services that
meet the needs of the business
IT service management is performed by
IT service providers through an appropriate mix of

People
Process and
Information technology
Services & Customers

Customers
Internal customers
External customers
Services
Internal Services
Supporting service
External Services
Internal Customer Facing
External Customer Facing
Stakeholders
Stakeholders have an interest in an organization, project or service
Organizations
Consumers
Users
Employees
Shareholders
Regulators
Customers
Users
Suppliers
Process
A process is a structured set of activities designed to accomplish a
specific objective
A process takes one or more defined inputs and turns them into
defined outputs
The four characteristics of Process
Measurability
Specific results
Customers
Responsiveness to specific triggers
Process Model
Function
Function is a team or group of people and the tools or other
resources they use to carry out one or more processes or activities
Service desk
Technical management
IT operations management
Application management
ITIL Service Life Cycle
Structure of Life Cycle
Service Strategy
Strategy
Management
for IT Services
Service
Portfolio
Management
Financial
Management
Business
Relationship
Management
Demand
Management
Service Design
Design
Coordination
Service
Catalogue
Service Level
Supplier
Management
Availability
Capacity
Information
Security
IT Continuity
Management
Service
Transition
Transition
Planning &
Support
Change
Management
Asset &
Configuration
Management
Release &
Deployment
Change
Evaluation
Validation &
Testing
Service
Operations
Event
Management
Incident
Management
Problem
Management
Request
Fulfillment
Access
Management
CSI
Seven Step
Improvement
Structure of Life Cycle
Business Value Service Strategy

To link activities performed by the service provider to outcomes
To have a clear understanding of what types and levels of service
will make its customers successful
To respond quickly and effectively to changes in the business
environment
To achieve positive return on its investment in services
To Facilitate functional and transparent communication between the
customer and the service provider
To organize itself so that it can provide services in an efficient and
effective manner
Service Strategy Purpose, Objectives & Scope

Purpose
To define the perspective, position, plans and patterns that a service provider
needs to be able to execute to meet an organizations business outcomes
Objectives
An understanding of what strategy is
A clear identification of the definition of services and the customers
The ability to define how value is created and delivered
A means to identify opportunities
A clear service provision model
The means to understand the organizational capability
Documentation and coordination of how service assets
Processes that define the strategy of the organization
Scope
Defining a strategy whereby a service provider will deliver services to meet a
customers business outcomes
Defining a strategy for how to manage those services
Business Value Service Design
Reduce total cost of ownership (TCO)

Improve quality of service
Improve consistency of service
Ease the implementation of new or changed services
Improve service alignment
Improve service performance
Improve IT governance
Improve effectiveness of service management and IT processes
Improve information and decision-making
Improve alignment with customer values and strategies
Service Design
Purpose, Objectives & Scope
Purpose
To design IT services, together with the governing IT practices,
processes and policies, to realize the service providers strategy and to
facilitate the introduction of these services into supported environments
ensuring quality service delivery, customer satisfaction and costeffective service provision
Objectives
To design IT services so effectively that minimal improvement during
their lifecycle will be required
Scope
Provides guidance for the design of appropriate and innovative IT
services to meet current and future agreed business requirements
Describes the principles of service design and looks at identifying,
defining and aligning the IT solution with the business requirement
It also introduces the concept of the service design package and looks
at selecting the appropriate service design model
Business Value Service Transition
Enable projects to estimate the cost, timing, resource requirement and risks
Result in higher volumes of successful change
Be easier for people to adopt and follow
Enable service transition assets to be shared and re-used
Reduce delays from unexpected clashes and dependencies
Reduce the effort spent on managing the service transition test and pilot
environments
Improve expectation setting for all stakeholders involved
Increase confidence that the new or changed service can be delivered
Ensure that new or changed services will be maintainable and cost-effective
Improve control of service assets and configurations
Service Transition Purpose, Objectives & Scope

Purpose
to ensure that new, modified or retired services meet the expectations
of the business as documented in the service strategy and service
design stages of the lifecycle
Objectives
Plan and manage service changes efficiently and effectively

Manage risks relating to new, changed or retired services
Successfully deploy service releases into supported environments
Set correct expectations on the performance and use of new or
changed services
Ensure that service changes create the expected business value
Provide good-quality knowledge and information about services and
service asset
Scope
Release planning, building, testing, evaluation and deployment. The
publication also considers service retirement and transfer of services
between service providers
Business Value Service Operations

Reduce unplanned labor and costs for both the business and IT
Reduce the duration and frequency of service outages
Provide operational results and data that can be used by other ITIL
processes
Meet the goals and objectives of the organizations security policy
Provide quick and effective access to standard services
Provide a basis for automated operations
Service Operations Purpose, Objectives & Scope

Purpose
To coordinate and carry out the activities and processes required to
deliver and manage services at agreed levels to business users and
customers. Service operation is also responsible for the ongoing
management of the technology that is used to deliver and support
services
Objectives
Maintain business satisfaction and confidence in IT
Minimize the impact of service outages on day-to-day business activities
Ensure that access to agreed IT services is only provided to those
authorized to receive those services
Scope
Services
Service Management Processes
Technology
People
Business Value CSI

Lead to a gradual and continual improvement in service quality
Ensure that IT services remain continuously aligned to business
requirements
Result in gradual improvements in cost effectiveness through a
reduction in costs
Use monitoring and reporting to identify opportunities for
improvement in all lifecycle stages and in all processes
Identify opportunities for improvements
CSI
Purpose, Objectives & Scope
Purpose
To align IT services with changing business needs by identifying and implementing
improvements to IT services that support business processes.
Objectives
Review, analyze, prioritize and make recommendations

Review and analyze service level achievement
Identify and implement specific activities to improve IT service
Improve cost effectiveness of delivering IT services
Ensure applicable quality management methods
Ensure that processes have clearly defined objectives
Understand what to measure, why it is being measured
Scope
The overall health of ITSM as a discipline
The continual alignment of the service portfolio
The maturity and capability of the organization, management, processes and people
utilized by the services
Continual improvement of all aspects of the IT service and the service assets that
support them
Service Strategy
Generic Concepts & Definitions
Types of Services
Core
Enabling
Enhancing
Core service
Enabling service
Enhancing service
IT services
(office
automation)
Word processing
Download and
installation of
updates
Document publication to
professional printer for highquality brochure
IT services
(benefits
tracking)
Employees of a company
can monitor the status of
their benefits (such as
health insurance and
retirement accounts).
A portal that
provides a userfriendly front-end
access to the
benefits tracking
service.
Customers can create and

manage a fitness or weightloss program. Customers who
show progress in their
program are awarded a
discount on their premiums.
Customer - User
Customer: Buys the Goods or Service
User: Use the service day-to-day basis
Outcome
Result of carrying an activity by following a process or delivering an IT
service
The result refers to intended and actual
An outcome-based definition of service moves IT organizations beyond
businessIT alignment towards businessIT integration
Customers seek outcomes but do not wish to have accountability or
ownership of all the associated costs and risks
Patterns of Business Activity
Utility & Warranty
Assets: Resources & Capabilities
Service Catalogue Two view
Service Catalogue Three view
Governance
Governance Ensures that policies and strategy are actually
implemented, and that required processes are correctly followed.
Governance includes defining roles and responsibilities, measuring
and reporting, and taking actions to resolve any issues identified
Business case
A decision support and planning tool that projects the likely
consequences of a business action
A. Introduction
Presents the business objectives addressed by the

service.
B. Methods and
assumptions
Defines the boundaries of the business case, such as

time period, and which organizational context is being
used to define costs and benefits.
C. Business impacts
The financial and non-financial results anticipated for the

service or service management initiative. Please bear in
mind that many non-financial results can also be
expressed in financial terms. For example, an increase
in staff morale can result in lower staff turnover, and
therefore less expenditure on hiring and training.
D. Risks and
contingencies
The probability that alternative results will emerge.
E. Recommendations
Specific actions recommended.
Risk Management
Identifying and managing risk
Planning for risk management
Identifying the risks
Analyzing the risks
Managing risks
Supplier
Third parties responsible for supplying goods or services that are
required to deliver IT services. Examples of suppliers include
commodity hardware and software vendors, network and telecom
providers, and outsourcing organizations
Key Principles & Models
Value components
Value
Considered to be the level to which that service meets a customers
expectations
Value of a service comes from what it enables someone to do
Value of a service is not determined by the provider, but by the
person who receives it
Measured by how much the customer is willing to pay for the
service, rather than the cost of the service
Value characteristics
Defined by Customers
Affordable mix of features
Achievement of objectives
Value change over times & circumstances
What service did IT provide?
What did the service achieve?
How much did the service cost?
Creating Value
Creating value
Calculating the value of a service can sometimes be straightforward
in financial terms.
Value: Customer Perception
Processes
Service Portfolio Management Process
Purpose
To ensure that the service provider has the right mix of services to
balance the investment in IT with the ability to meet business
outcomes
It tracks the investment in services throughout their lifecycle and
works with other service management processes to ensure that the
appropriate returns are being achieved
It ensures that services are clearly defined and linked to the
achievement of business outcomes, thus ensuring that all design,
transition and operation activities are aligned to the value of the
services
Objectives
Provide a process and mechanisms to enable an organization

Maintain the definitive portfolio of services provided
Provide a mechanism for the organization
Control which services are offered, under what conditions and at
what level of investment
Track the investment in services throughout their lifecycle
Analyze which services are no longer viable and when they should
be retired
Scope
All Services that are
Planning to Deliver
Currently Delivered
Withdrawn
Service Portfolio
Process Activities
Financial Management Process for IT Services
Purpose & Objectives

To secure the appropriate level of funding to design, develop and
deliver services that meet the strategy of the organization
Objectives
Defining and maintaining a framework

Evaluating the financial impact of new or changed strategies
Securing funding to manage the provision of services.
Facilitating good stewardship of service and customer assets
Understanding the relationship between expenses and income
Managing and reporting expenditure on service provision
Executing the financial policies and practices
Accounting for money spent on the creation, delivery and support
Forecasting the financial requirements for the organization
Where appropriate, defining a framework to recover the costs of service
Scope
Financial policies, budgeting procedures, financial reporting
standards, accounting practices and revenue generation or cost
recovery rules
Understanding of the world of finance and business as well as the
world of technology
Three main processes
Budgeting
Accounting
Charging
Process Activities
Crown copyright Pankaj

2011 Reproduced
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No from
-919810996356
Business Relationship Management

To establish and maintain a business relationship between the
service provider and the customer
To identify customer needs and ensure that the service provider is
able to meet these needs as business needs change over time and
between circumstances
Objectives
Ensure that the service provider understands the customers perspective

Ensure high levels of customer satisfaction
Establish and maintain a constructive relationship
Identify changes to the customer environment
Identify technology trends
Establish and articulate business requirements
Ensure that the service provider is meeting the business needs
Work with customers
Mediate in cases
Establish
formal
complaints
escalation
processes
Copyright
AXELOS
Limited
2013. All rights and
reserved.
Material is reproduced
under license from AXELOS
Scope
Business outcomes
Services that are currently offered to the customer
The way in which services are currently offered
Technology trends that could impact current services and the
customer, and the nature of the potential impact
Levels of customer satisfaction
How to optimize services for the future
How the service provider is represented to the customer
BRM v/s SLM

Business relationship management
Service level management
Purpose
To establish and maintain a business

relationship between the service
provider and the customer based on
understanding the customer and their
business needs.
To identify customer needs (utility and
warranty) and ensure that the service
provider is able to meet these needs.
To negotiate service level

agreements (warranty terms) with
customers and ensure that all
service management processes,
operational level agreements and
underpinning contracts are
appropriate for the agreed service
level targets.
Focus
Strategic and tactical the focus is on

the overall relationship between the
service provider and their customer, and
which services the service provider will
deliver to meet customer needs.
Tactical and operational the focus

is on reaching agreement on the
level of service that will be
delivered for new and existing
services, and whether the service
provider was able to meet those
agreements.
Primary
satisfaction,
an Material is reproduced
Achieving
agreed
levels of service
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AXELOS Limited
2013. All rightsalso
reserved.
under license
from AXELOS
measure improvement in the customers intention (which leads to customer
Service Design
Concepts, Key Principles & Models
Service design package

SDP should be produced during the design stage, for each new
service, major change to a service or removal of a service or
changes to the service design package itself
Four P of Service Design
Service Design Aspects
Service solutions for new or changed services

Management information systems and tools
Technology architectures and management architectures
The processes required
Measurement methods and metrics
Processes
Service Level Management

To ensure that all current and planned IT services are delivered to
agreed achievable targets
The objectives are
Define, document, agree, monitor, measure, report and review the level of
IT services
Provide and improve the relationship and communication with the business
Ensure that specific and measurable targets are developed
Monitor and improve customer satisfaction with the quality of service
Ensure that IT and the customers have a clear and unambiguous
expectation of the level of service to be delivered
Ensure that even when all agreed targets are met, the levels of service
delivered are subject to proactive, cost-effective continual improvement
Scope
Existing Services
New Requirements of New Service or Changed Service
Manage Expectations
Basic Concepts
SLA
OLA
Contracts and agreements
Agreement is legally binding, it is referred to as a contract, or more
precisely an underpinning contract
Service Improvement Plan (SIP):
SIP is a formal plan to implement improvements to a Process or IT
Service, where the plans are prioritized based on improvement
actions along with associated impacts & risks.
Note: SLM process is one of the Triggers for SIP where as it is
maintained and managed as part of CSI.
Service Reports SLAM Charts
Process Activities
Process Activities, Methods & Techniques

Designing SLA frameworks
Service-based SLA
Customer-based SLA
Multi-level SLAs
Corporate
Customer level
Service level
Determining, documenting and agreeing SLR
Negotiating, documenting and agreeing SLAs
Monitoring service performance against SLA
Producing service reports
Conducting service reviews and instigating SIP
Collating, measuring and improving customer satisfaction
Reviewing and revising SLAs & Reviewing and revising OLAs & UC
Developing contacts and relationships
Handling complaints and compliments
Multi-level SLA
BRM - SLM
While the SLM process exists to ensure that agreed achievable
levels of service are provided to the customer and users, the
business relationship management process is focused on a more
strategic perspective.
Interfaces
Interfaces with
Service Catalogue management
Business relationship management
Incident Management
Supplier management
Availability, Capacity, Continuity & Security Management
Financial Management
Design Coordination
Service Catalogue Management

To provide and maintain a single source of consistent information on
all operational services and those being prepared to be run
operationally
The objectives are
Manage the information contained within the service catalogue
Ensure that the service catalogue is accurate
Ensure that the service catalogue is made available to those approved to
access it
Ensure that the service catalogue supports the evolving needs of all other
service management processes
Scope
To provide and maintain accurate information on all services that are
being transitioned or have been transitioned to the live environment
Availability Management

To ensure that the level of availability delivered in all IT services
meets the agreed availability needs and/or service level targets in a
cost-effective and timely manner
The objectives are
Produce and maintain an appropriate and up-to-date availability plan

Provide advice and guidance to all other areas of the business and IT
Ensure that service availability achievements meet all their agreed targets
Assist with the diagnosis and resolution of availability-related incidents
Assess the impact of all changes on the availability plan
Ensure that proactive measures to improve the availability
Scope
Design
Implementation
Measurement
Management
Improvement
Of IT Service & Component Availability
Reactive activities
Proactive activities
Basic Concepts
Availability
Service Availability
Component Availability
Reliability
Maintainability
Serviceability
Vital Business Function
Information Security Management

To align IT security with business security and ensure that the
confidentiality, integrity and availability of the organizations assets,
information, data and IT services always matches the agreed needs
of the business
The objectives are
Information is observed by or disclosed to only those who have a
right to know (confidentiality)
Information is complete, accurate and protected against
unauthorized modification (integrity)
Information is available and usable when required, and the systems
that provide it can appropriately resist attacks and recover from or
prevent failures (availability)
Business transactions, as well as information exchanges between
enterprises, or with partners, can be trusted (authenticity and nonrepudiation).
Scope
Business security policy and plans

Current business operation and its security requirements
Future business plans and requirements
Legislative and regulatory requirements
Obligations and responsibilities with regard to security contained
within SLAs
The business and IT risks and their management
Information Security Policy
An overall information security policy

Use and misuse of IT assets policy
An access control policy
A password control policy
An email policy
An internet policy
An anti-virus policy
An information classification policy
A document classification policy
A remote access policy
A policy with regard to supplier access to IT service, information and
components
A copyright infringement policy for electronic material
An asset disposal policy
A records retention policy
Supplier Management

To obtain value for money from suppliers and to provide seamless
quality of IT service to the business by ensuring that all contracts
and agreements with suppliers support the needs of the business
and that all suppliers meet their contractual commitments
The objectives are
Obtain value for money from suppliers and contracts
Ensure that contracts with suppliers are aligned to business needs,
and support and align with agreed targets in SLRs and SLAs, in
conjunction with SLM
Manage relationships with suppliers
Manage supplier performance
Negotiate and agree contracts with suppliers
Maintain a supplier policy and a supporting supplier and contract
management information system (SCMIS)
Scope
All Suppliers
All Contracts
Needed to support the provision of IT Services
Managing Supplier Contracts Lifecycle
Managing the Relationships with Suppliers
Supplier Categories
Capacity Management

To ensure that the capacity of IT services and the IT infrastructure
meets the agreed capacity- and performance-related requirements
in a cost-effective and timely manner
The objectives are
Produce and maintain an appropriate and up-to-date capacity plan
Provide advice and guidance to all other areas of the business and
IT
Ensure that service performance achievements meet all of their
agreed targets
Assist with the diagnosis and resolution of performance- and
capacity-related incidents and problems
Assess the impact of all changes on the capacity plan
Ensure that proactive measures to improve the performance of
services
Scope
IT Performance
Capacity required for IT Service
Capacity Plans for Short-Medium-Long term
Considers Technology components & Environment
Might consider Human Resources as well where SLA / OLA breach
Sub-Processes
Capacity Plan
Contains information on the current usage of service and
components, and plans for the development of IT capacity to meet
the needs in the growth of both existing service and any agreed new
services
IT Service Continuity Management

To support the overall business continuity management (BCM)
process by ensuring that, by managing the risks that could seriously
affect IT services, the IT service provider can always provide
minimum agreed business continuity-related service levels
The objectives are
Produce and maintain a set of IT service continuity plans

Complete regular BIA exercises
Conduct regular risk assessment and management exercises
Provide advice and guidance to all other areas of the business and IT
Ensure that appropriate continuity mechanisms are put in place
Assess the impact of all changes on the IT service continuity plans and
supporting methods and procedures
Ensure that proactive measures to improve the availability of services
Negotiate and agree contracts with suppliers for the provision
Scope
All the events treated as Disaster
Business Impact Analysis Exercise
The scope is also dependent on
Structure
Culture
Strategic Direction of the Organization
Business Impact Analysis
Risk Management
Design Coordination

To ensure the goals and objectives of the service design stage are
met by providing and maintaining
Single point of coordination
Control for all activities &
Processes in Service Design
The objectives are
Ensure the consistent design of appropriate services

Coordinate all design activities
Plan and coordinate the resources and capabilities
Produce service design packages
Ensure that appropriate service designs and/or SDPs are produced
Manage the quality criteria, requirements and handover points
Ensure that all service models and service solution designs conform
Improve the effectiveness and efficiency of service design activities
Ensure that all parties adopt a common framework
Monitor and improve the performance of the service design lifecycle stage
Scope
All Design Activities of
New Solution
Changed Solution
Service Transition
SKMS
Configuration Item (CI)

Configuration item (CI) is a service asset that needs to be
managed in order to deliver an IT service
Configuration Management System
Definitive Media Library (DML)
Change
The addition, modification or removal of anything that could have an
effect on IT services.
The scope should include changes to
Architectures
Processes
Tools
Metrics
Documentation
as well as changes to IT services and other configuration items
Change Types
Normal Change
Standard Change
Emergency Change
Change Proposals
A change proposal is used to communicate a high-level description
of the change
Change proposals are submitted to change management before
chartering new or changed services in order to ensure that potential
conflicts for resources or other issues are identified
Change Proposals
A change proposal is used to communicate a high-level description
of the change
Change proposals are submitted to change management before
chartering new or changed services in order to ensure that potential
conflicts for resources or other issues are identified
Emergency Change
Emergency change authorization
Emergency change building, testing & implementation
Emergency change documentation
Standard Change
A standard change is a change to a service or other configuration
item for which the approach is pre-authorized by change
management, and this approach follows an accepted and
established procedure to provide a specific change requirement
Release Policy
The release policy should be defined for one or more services and
include:
The unique identification, numbering and naming conventions
The roles and responsibilities at each stage in the release and
deployment
The requirement to only use software assets from the DML
The expected frequency for each type of release
The approach for accepting and grouping changes into a release
The mechanism to automate the build, installation and release
distribution
How the configuration baseline for the release is captured and
verified against the actual release contents
Exit and entry criteria
Criteria and authorization to exit early life support
Processes
Change Management

To control the lifecycle of all changes, enabling beneficial changes to
be made with minimum disruption to IT services
The objectives are to
Respond to the customers changing business requirements while
maximizing value and reducing incidents, disruption and re-work
Respond to the business and IT requests for change that will align
the services with the business needs
Ensure that changes are recorded and evaluated, and that
authorized changes are prioritized, planned, tested, implemented,
documented and reviewed in a controlled manner
Ensure that all changes to configuration items are recorded in CMS
Optimize overall business risk
Scope
The scope should include changes to
Architectures
Processes
Tools
Metrics
Documentation
IT services
Configuration Items
Principles & Basic Concepts

Design & Planning Considerations
Types of Change Requests
Standard change
Emergency change
Normal change
Change Management Items

Change
RFC
Change Record
Change Models
Change Proposals
Remediation Planning
Process Activities
Process Activities
Planning and controlling changes

Change and release scheduling
Communications
Change decision-making and change authorization
Ensuring that remediation plans are in place
Measurement and control
Management reporting
Understanding the impact of change
Continual improvement.
Interface
Change management must work with transition planning and
support and other stakeholders to ensure that there is a coordinated
overall approach to managing service transitions
Integration with business change processes

Program and project management
Organizational and stakeholder change management
Sourcing and partnering
Interfaces within service management
Service asset and configuration management

Problem management
IT service continuity management
Information security management
Capacity management and demand management
Service portfolio management
CAB - eCAB
A body that exists to support the authorization of changes and to
assist change management in the assessment, prioritization and
scheduling of changes
In an emergency situation it may not be possible to convene a full CAB
meeting. Where CAB authorization is required, this will be provided by the
emergency CAB (ECAB)
Change Model
A change model is a way of predefining the steps that should be
taken to handle a particular type of change in an agreed way
Organizations will find it helpful to predefine change models and
apply them to appropriate changes when they occur
These models are usually input to the change management support
tools; the tools then automate the handling, management, reporting
and escalation of the process
Remediation Planning
Actions taken to recover after a failed change or release.
Remediation may include back-out, invocation of service continuity
plans, or other actions designed to enable the business process to
continue
Release & Deployment Management

To plan, schedule and control the build, test and deployment of
releases, and to deliver new functionality required by the business
while protecting the integrity of existing services
The Objectives are
Define and agree release and deployment management plans with
customers and stakeholders
Create and test release packages that consist of related CI
Ensure that the integrity of a release package and its constituent
components is maintained throughout the transition activities
Deploy release packages from the DML to the live environment
Ensure that all release packages can be tracked, installed, tested,
verified and/or uninstalled or backed out if appropriate
Ensure that organization and stakeholder change is managed
Ensure that a new or changed service and its enabling systems,
technology and organization are capable of delivering value
Scope
Physical assets such as a server or network

Virtual assets such as a virtual server or virtual storage
Applications and software
Training for users and IT staff
Services, including all related contracts and agreements
Process Activities
Knowledge Management

To share perspectives, ideas, experience and information; to ensure
that these are available in the right place at the right time to enable
informed decisions; and to improve efficiency by reducing the need
to rediscover knowledge
Objectives are
Improve the quality of management decision
Enable the service provider to be more efficient and improve quality
of service
Ensure that staff have a clear and common understanding of the
value
Maintain a service knowledge management system
Gather, analyze, store, share, use and maintain knowledge,
information and data throughout the service provider organization
Scope
Knowledge management is a whole lifecycle-wide process in that it
is relevant to all lifecycle stages
DIKW
Data-to-Information-to-Knowledge-to-Wisdom structure
Service Asset & Configuration Management

To ensure that the assets required to deliver services are properly
controlled, and that accurate and reliable information about those
assets is available when and where it is needed
Objectives are:
Ensure that assets under the control of IT identified, controlled and
properly cared for throughout their lifecycle
Identify, control, record, report, audit and verify services and other
configuration items (CIs)
Account for, manage and protect the integrity of CIs through the
service lifecycle by working with change management
Ensure the integrity of CIs and configurations required to control the
services by establishing and maintaining an accurate CMS
Maintain accurate configuration information on the historical,
planned and current state of services and other CIs
Support efficient and effective service management processes by
Copyright
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Limited 2013.configuration
All rights reserved. Material
is reproduced under license from AXELOS
providing
accurate
information
Scope
Service assets that need to be managed in order to deliver services
are known as configuration items (CIs)
The scope of SACM includes management of the complete lifecycle
of every CI
SACM may cover non-IT assets, work products used to develop the
services and CIs required to support the service that would not be
classified as assets
The scope includes interfaces to internal and external service
providers
Transition Planning & Support

To provide overall planning for service transitions and to coordinate
the resources that they require
The objectives are to:
Plan and coordinate the resources
Coordinate activities across projects, suppliers and service teams
Establish new or changed services into supported environments within
the predicted cost, quality and time estimates
Establish new or modified management information systems and tools,
technology and management architectures, service management
processes, and measurement methods and metrics
Ensure that all parties adopt the common framework of standard reusable processes and supporting systems
Provide clear and comprehensive plans that enable customer and
business change projects to align their activities with the ST plans
Identify, manage and control risks
Monitor and improve the performance of the service transition lifecycle
stage
Copyright
AXELOS Limited 2013. All rights reserved. Material is reproduced under license from AXELOS
Scope
The scope of transition planning and support includes
Maintaining policies, standards and models for service transition
activities and processes
Guiding each major change or new service through all the service
transition processes
Coordinating the efforts needed to enable multiple transitions
Prioritizing conflicting requirements for service transition resources
Planning the budget and resources needed to fulfill
Reviewing and improving the performance of transition planning and
support activities
Ensuring that service transition is coordinated with program and
project management, service design activities.
Transition planning and support is not responsible for detailed
planning of the build, test and deployment of individual changes or
releases
Service Operations
Definitions
Event
Alert
Incident
Problem
Service Request
Priority
Prioritization can normally be determined by taking into account both
the urgency of the incident and the level of business impact it is
causing
Workaround
A temporary way of overcoming the difficulties
When a workaround is found, it is therefore important that the
problem record remains open and details of the workaround are
documented within the problem record
Known Error & KEDB

A problem with a documented root cause and workaround
Known error record should identify the problem record it relates to
and document the status of actions being taken to resolve the
problem
Root Cause
Workaround
All known error records should be stored in the KEDB

Purpose of a KEDB is to allow storage of previous knowledge of
incidents and problems and how they were overcome to allow
quicker diagnosis and resolution if they recur
Role of Communications
Good communication is needed with
IT teams and departments,

Users
Internal customers
Between the service operation teams & Departments
Issues can often be prevented or mitigated with appropriate

communication
An important principle is that all communication must have an
intended purpose or a resultant action
Processes
Incident Management
Purpose / Goal / Objective

To restore normal service operation as quickly as possible and
minimize the adverse impact on business operations, thus ensuring
that agreed levels of service quality are maintained.
The Objectives are
Ensure that standardized methods and procedures are used for efficient
and prompt response, analysis, documentation, ongoing management
and reporting of incidents
Increase visibility and communication of incidents to business and IT
support staff
Enhance business perception of IT through use of a professional
approach in quickly resolving and communicating incidents when they
occur
Align incident management activities and priorities with those of the
business
Maintain user satisfaction with the quality of IT services
Scope
Incident management includes any event which disrupts, or which
could disrupt, a service. This includes events which are
communicated directly by users, either through the service desk or
through an interface from event management to incident
management tools.
Incidents can also be reported and/or logged by technical staff
Principles / Basic Concepts
Timescales
Incident models
Major incidents
Incident status tracking
Expanded incident lifecycle
Incident Management
Process Lifecycle
Process Activities
Incident Identification
Service Desk Role
Incident Logging
Incident Categorization
Incident Prioritization
Initial Diagnosis
Incident Escalation
Functional
Hierarchical
Investigation & Diagnosis

Resolution & Recovery
Incident Closure
Service Desk Role
Interfaces with other processes

Incident management can interface to the processes in various
lifecycle stages
Service design
Service level management
Information security management
Capacity management
Availability management
Service Transition
Change management
Service operation
Problem management
Access management
Problem Management

To manage the lifecycle of all problems from first identification
through further investigation, documentation and eventual removal.
The Objectives are
Prevent problems and resulting incidents from happening
Eliminate recurring incidents
Minimize the impact of incidents that cannot be prevented
Scope
Activities required to diagnose the root cause of incidents and to
determine the resolution to those problems
It is also responsible for ensuring that the resolution is implemented
through the appropriate control procedures, especially change
management and release and deployment management
The problem management process has both reactive and proactive
aspects
Principles & Basic Concepts
Reactive Problem Management

Proactive Problem Management
Problem Model
Incident v/s Problem
Problem Management
Process Lifecycle
Process Activities
Problem Detection
Problem Logging
Problem Categorization
Problem Prioritization
Investigation & Diagnosis
Workaround
Raising Known Error Record
Problem Resolution
Problem Closure
Major Problem Review
Interfaces with other processes

Service strategy
Financial management for IT services
Service design
SLM
Availability
Capacity
IT Service Continuity
Service transition
Release and deployment management

Change management
Knowledge Management
CSI
Seven Step Improvement Process
Event Management
Purpose / Goal / Objective

To manage events throughout their lifecycle. This lifecycle of activities
to detect events, make sense of them and determine the appropriate
control action is coordinated by the event management process
The Objectives are
Detect all changes of state that have significance for the management of a
CI or IT service
Determine the appropriate control action for events and ensure these are
communicated to the appropriate functions
Provide the trigger, or entry point, for the execution of many service
operation processes and operations management activities
Provide the means to compare actual operating performance and behavior
against design standards and SLAs
Provide a basis for service assurance and reporting; and service
improvement.
Scope
Event Management can be applied to any aspect of Service
Management that needs to be controlled and which can be
automated
Configuration items (CIs)

Some CIs will be included because they need to stay in a constant
state
Some CIs will be included because their status needs to change
frequently and event management can be used to automate this
and update the configuration management system (CMS)
Environmental conditions
Software license monitoring
Security
Normal activity
Access Management

To provide the right for users to be able to use a service or group of
services. It is therefore the execution of policies and actions defined
in information security management
The Objectives are
Manage access to services based on policies and actions defined in
information security management
Efficiently respond to requests for granting access to services, changing
access rights or restricting access, ensuring that the rights being
provided or changed are properly granted
Oversee access to services and ensure rights being provided are not
improperly used
Scope
Execution of the policies in information security management, in that
it enables the organization to manage the confidentiality, availability
and integrity of the organizations data and intellectual property
Ensures that users are given the right to use a service
Request Fulfilment

Request fulfillment is the process responsible for managing the
lifecycle of all service requests from the users
The objectives are to
Maintain user and customer satisfaction through efficient and
professional handling of all service requests
Provide a channel for users to request and receive standard
services for which a predefined authorization and qualification
process exists
Provide information to users and customers about the availability
of services and the procedure for obtaining them
Source and deliver the components of requested standard
services (e.g. licenses and software media)
Assist with general information, complaints or comments
Scope
The process needed to fulfill a request will vary depending upon
exactly what is being requested.
Service Requests may be handled through the Incident
Management process or as a completely separate work stream
Functions
Service Desk
Service Desk
A Service Desk is a functional unit made up of a dedicated number
of staff responsible for dealing with a variety of service events, often
made via telephone calls, web interface, or automatically reported
infrastructure events.
The Service Desk is a vitally important part of an organizations IT
Department and should be the single point of contact for IT users on
a day-by-day basis.
The value of an effective Service Desk should not be underrated a
good Service Desk can often compensate for deficiencies elsewhere
in the IT organization, but a poor Service Desk (or the lack of a
Service Desk) can give a poor impression of an otherwise very
effective IT organization.
Benefits of Service Desk

Improved customer service, perception and satisfaction
Increased accessibility through a single point of contact,
communication and
information
Better-quality and faster turnaround of customer or user requests
Improved teamwork and communication
Enhanced focus and a proactive approach to service provision.
A reduced negative business impact
Better-managed infrastructure and control
Improved usage of IT Support resources and increased productivity
of business personnel
More meaningful management information for decision support
Service Desk Objectives

The primary aim of the Service Desk is to restore the normal service
to the users as quickly as possible.
Objectives & Responsibilities
Logging all relevant incident/service request details
Allocating categorization and prioritization codes
Providing first-line investigation and diagnosis
Resolving those incidents/service requests they are able
Escalating incidents/service requests
Keeping users informed of progress
Closing all resolved incidents, requests and other calls
Conducting customer/user satisfaction callbacks
Communication with users
Updating the CMS under the direction and approval of
Configuration Management if so agreed
Different Service Desk Structures

An organization may need to implement a structure that combines a
number of these options in order to fully meet the business needs
1. Local Service Desk
2. Centralized Service Desk
3. Virtual Service Desk
4. Follow the Sun
5. Specialized Service Desk
Local Service Desk Structure
Central Service Desk Structure
Virtual Service Desk Structure
Follow the Sun & Specialized Service Desk

Some global or international organizations may wish to combine two
or more of their geographically dispersed service desks to provide a
24-hour follow-the-sun service
Service Desk staffing

Staffing Levels:
An organization must ensure that the correct number of staff are
available at any given time to match the demand being placed
upon the desk by the business.
Skill Levels:
An organization must decide on the level and range of skills it
requires of its Service Desk staff and then ensure that these
skills are available at the appropriate times.
The decision on the required skills level will often be driven by
target resolution times (agreed with the business and captured in
service level targets), the complexity of the systems supported
and what the business is prepared to pay.

Training
It is vital that all Service Desk staff are adequately trained before
they are called upon to staff the Service Desk. A formal induction
program should be undertaken by all new staff.
Where possible, a business awareness program, including short
periods of second-ment into key business areas, should be
provided for new staff who do not already have this level of
business awareness.

Staff Retention
It is very important that all IT Managers recognize the importance of the
Service Desk and the staff who work on it, and give this special
attention. Any significant loss of staff can be disruptive and lead to
inconsistency of service so efforts should be made to make the
Service Desk an attractive place to work.
Ways in which this can be done include proper recognition of the role
with reward packages recognizing this, team-building exercises, staff
rotation onto other activities
Super User
Many organizations find it useful to appoint or designate a number of
Super Users throughout the user community, to act as liaison points
with IT in general and the Service Desk in particular.
Super Users can be given some additional training and awareness and
used as a conduit for communications flow in both directions.
It is important to note that Super Users should log all calls that they deal
with, and not just those that they pass on to IT.
Service Desk Metrics

Metrics should be established so that performance of the Service
Desk can be evaluated at regular intervals.
Metrics for Service Desk performance must be realistic and carefully
chosen. The following Metrics can be considered
Total cost of the Service Desk divided by the number of calls. This will
provide an average figure which is useful as an index and for planning
purposes but does not accurately represent the relative costs of
different types of calls
By calculating the percentage of call duration time on the desk overall
and working out a cost per minute (total costs for the period divided by
total call duration minutes) this can be used to calculate the cost for
individual calls and give a more accurate figure.
Customer/user satisfaction surveys: it is also important to assess soft
measures such as how well the customers and users feel their calls
have been answered, whether they feel the Service Desk operator was
courteous and professional, whether they instilled confidence in the
user.
Technical Management
Technical Management
Technical Management refers to the groups, departments or teams
that provide technical expertise and overall management of the IT
Infrastructure.
Technical Management objectives
The objectives of Technical Management are to help plan,
implement and maintain a stable technical infrastructure to support
the organizations business processes through:
Well designed and highly resilient, cost-effective technical
topology
Organizing for Service Operation
The use of adequate technical skills to maintain the technical
infrastructure in optimum condition
Swift use of technical skills to speedily diagnose and resolve any
technical failures that do occur.
Role of Technical Management

It is the custodian of technical knowledge and expertise related to
managing the IT infrastructure. In this role, technical management
ensures that the knowledge required to design, test, manage and
improve IT services is identified, developed and refined.
It provides the actual resources to support the service lifecycle. In
this role technical management ensures that resources are
effectively trained and deployed to design, build, transition, operate
and improve the technology required to deliver and support IT
service
IT Operations Management
IT Operations Management
In business, the term Operations Management is used to mean the
department, group or team of people responsible for performing the
organizations day-to-day operational activities such as running the
production line in a manufacturing environment or managing the
distribution centers and fleet movements within a logistics
organization.
The Objectives are
Maintenance of the status quo to achieve stability of the
organizations day-to-day processes and activities
Regular scrutiny and improvements to achieve improved service
at reduced costs, while maintaining stability
Swift application of operational skills to diagnose and resolve
any IT operations failures that occur
IT Operations Management role

The role of Operations Management is to execute the ongoing
activities and procedures required to manage and maintain the IT
Infrastructure so as to deliver and support IT Services at the agreed
levels.
IT Operations Management is responsible for executing the activities
and performance standards defined during Service Design and
tested during Service Transition. In this sense IT Operations role is
primarily to maintain the status quo. The stability of the IT
infrastructure and consistency of IT Services is a primary concern of
IT Operations.
Applications Management
Application Management
Application Management is responsible for managing applications
throughout their lifecycle. The Application Management function is
performed by any department, group or team involved in managing
and supporting operational applications.
Application Management also plays an important role in the design,
testing and improvement of applications that form part of IT services.
As such, it may be involved in development projects, but is not
usually the same as the Applications Development teams.
Application Management objectives

These objectives are
Applications that are well designed, resilient and cost-effective
Ensuring that the required functionality is available to achieve
the required business outcome
The organization of adequate technical skills to maintain
operational applications in optimum condition
Swift use of technical skills to speedily diagnose and resolve any
technical failures that do occur.
Application Management role

Application Management is to applications what Technical
Management is to the IT Infrastructure. Application Management
plays a role in all applications, whether purchased or developed inhouse. One of the key decisions that they contribute to is the
decision of whether to buy an application or build it
Development v/s Management

Application development and management teams and departments
acts as autonomous units
Each one manages its own environment in its own way and each
has a separate interface to the business
Continual Service Improvement
CSI Deming Cycle
CSI Register
CSI register is created to record all the improvement opportunities
and should be categorized by
Size (Small, Medium or Large)

Achievement (Quick, Medium Term or Long term)
Benefits by Implementation of Improvements
Automated raising of LOW-priorities over time may be a useful
Should have important information and is part of SKMS

Offers structure and visibility to CSI ensuring that all initiatives are
Captured
Recorded
Benefits realized
Provides a coordinated, consistent view of the potentially numerous

improvement activities
CSI manager is accountability and responsibility for the production
and maintenance of the CSI register
CSI Approach
Vision to Measurement
How many CSFs and KPIs?

It is recommended that no more than two to five KPIs are defined
per CSF at any given time
Additional KPIs can be added based on maturity of Service &
Process
Importance of Business & IT Management
KPI may change over time
Next is to identify the metrics and measurements required to
compute the KPI
Qualitative KPI
CSF: Improving IT service quality
KPI: 10% increase in customer satisfaction rating for handling
incidents over the next six months.
Metrics required
Original customer satisfaction score for handling incidents
Ending customer satisfaction score for handling incidents.
Measurements
Incident-handling survey score
Number of survey scores
Quantitative KPI
CSF: Reducing IT costs
KPI: 10% reduction in the costs of handling printer incidents.
Metrics required:
Original cost of handling printer incidents
Final cost of handling printer incidents
Cost of the improvement effort
Measurements:
Time spent on the incident by first-level operative and their average
salary
Time spent on the incident by second-level operative and their average
salary
Time spent on problem management activities by second-level
operative and their average salary
Time spent on the training first-level operative on the workaround
Cost of a service call to third-party vendor
Time and material from third-party vendor
Baseline
Baselines as markers or starting points for later comparison
They are:
Important beginning point for highlighting improvement
Used to establish an initial data point to determine if a service or
process needs to be improved
Documented, Recognized and Accepted throughout the organization
Established at each level:
Strategic goals and objectives
Tactical process maturity
Operational metrics and KPIs
If a baseline is not initially established the first measurement efforts

will become the baseline
it is essential to collect data at the outset, even if the integrity of the
data is in question
It is better to have data to question than to have no data at all
Metrics
Three types of metrics that an organization will need to collect to
support CSI
Technology metrics
Process metrics
Service metrics
Process

To define and manage the steps needed to identify, define, gather,
process, analyse, present and implement improvements
Objectives:
Identify opportunities for improving services, processes, tools etc
Reduce the cost of providing services and ensuring that IT services
enable the required business outcomes to be achieved
Identify what needs to be measured, analysed and reported to
establish improvement opportunities
Continually review service achievements to ensure they remain
matched to business requirements;
continually align and re-align service provision with outcome
requirements.
Understand what to measure, why it is being measured and carefully
define the successful outcome
Scope
Analysis of the performance and capabilities of the below elements
throughout the lifecycle
Services
Processes
Partners
Technology
Process Activities
Roles , Competence & Training
RACI Model
Designing a service or a process, it is imperative that all the roles
are clearly defined
Director
ITSM
Service
level
manager
Problem
manager
Security Procureme
manager nt manager
Activity 1
AR
Activity 2
Activity 3
Activity 4
Activity 5
Roles
Generic Roles
Service Owner
Process Owner
Process Manager
Process Practitioner
Competence & Skills for ITSM

Delivering service successfully depends on personnel involved in
service management having the appropriate
Education
Training
Skills
Experience
It is imperative that the person carrying out that role has the following
attributes
Awareness of the business priorities, objectives and business drivers
Awareness of the role IT plays in enabling the business objectives
Customer service skills
Awareness of what IT can deliver to the business
The competence, knowledge and information necessary to complete
their role
The ability to use, understand and interpret the best practice, policies
and procedures
Competence & Skills Framework

Standardizing job titles, functions, roles and responsibilities can
simplify service management and human resource management
Resource and cost models are simpler and easier to use if jobs and
roles are standard
SFIA defines seven generic levels at which tasks can be performed,
with the associated professional skills required for each level
A second dimension defines core competencies that can be
combined with the professional skills. SFIA is used by many IT
service providers to identify career development opportunities
Training
The courses help students to gain knowledge of ITIL best practices,
develop their competencies and gain a recognized qualification. The
scheme has four levels:
Foundation level
Intermediate level
ITIL Expert
ITIL Master
Technology & Architecture
Service Automation
Automation is considered to improve the utility and warranty of
services
Advantages of Service Automation are
The capacity of automated resources can be more easily adjusted
Automated resources can handle capacity with fewer restrictions
Automated systems present a good basis for measuring and improving
service processes
Many optimization problems such as scheduling, routing and allocation of
resources require computing power that is beyond the capacity of human
agents.
Automation is a means for capturing the knowledge required for a service
process
Benefits from Automation
Design and modeling

Service catalogue
Pattern recognition and analysis
Classification, prioritization and routing
Detection and monitoring
Optimization

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Setting the stage:

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Managing Across the Lifecycle

ITIL v3 Foundation for Service Management

IT Service Management as Practice

Best Practice in Public Domain

Adoption of Best practices is one of the way to close the Gaps

Why ITIL is Successful

IT service providers through an appropriate mix of

Services & Customers

ITIL Service Life Cycle

Structure of Life Cycle

Structure of Life Cycle

Business Value Service Strategy

Service Strategy Purpose, Objectives & Scope

Business Value Service Design

Reduce total cost of ownership (TCO)

Purpose, Objectives & Scope

Business Value Service Transition

Service Transition Purpose, Objectives & Scope

Plan and manage service changes efficiently and effectively

Business Value Service Operations

Service Operations Purpose, Objectives & Scope

Business Value CSI

Purpose, Objectives & Scope

Review, analyze, prioritize and make recommendations

Generic Concepts & Definitions

Customers can create and

Patterns of Business Activity

Utility & Warranty

Assets: Resources & Capabilities

Service Catalogue Two view

Service Catalogue Three view

Presents the business objectives addressed by the

Defines the boundaries of the business case, such as

The financial and non-financial results anticipated for the

The probability that alternative results will emerge.

Specific actions recommended.

Key Principles & Models

Value: Customer Perception

Service Portfolio Management Process

Provide a process and mechanisms to enable an organization

Financial Management Process for IT Services

Purpose & Objectives

Defining and maintaining a framework

Crown copyright Pankaj

Business Relationship Management

Purpose & Objectives

Ensure that the service provider understands the customers perspective

BRM v/s SLM

Service level management

To establish and maintain a business

To negotiate service level

Strategic and tactical the focus is on

Tactical and operational the focus

Concepts, Key Principles & Models

Service design package

Four P of Service Design

Service Design Aspects

Service solutions for new or changed services