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ITIL Version 3 Foundation forIT Service Management
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Acknowledgements & Disclaimer
Some of the information and slides may/
appear to have been reproduced from
different sources. We hereby acknowledge
their direct / indirect contribution.
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Agenda
Day1
Course Introduction
Exam Structure
Module-1: Service Management
Module-2: Service Lifecycle
Module-3: Key Principles, Models and Concepts
Module 4: Concepts, Processes, Roles and Functions
Day2 Module 4: Concepts, Processes, Roles and Functions
Module 5: Service Mgmt Technology & Architecture
Sample Test paper analysis
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Foundation level
This entrance level offers a general awareness of theService Lifecycle and the key elements within. Learning
objectives and competencies are focused on an
understanding of the overall linkages between the stages in
the Lifecycle, the processes used and their contribution to
Service Management practices.
The purpose of the ITIL Foundation Certificate in IT Service
Management is to certify that the candidate has gainedknowledge of the ITIL terminology, structure and basic
concepts and has comprehended the core principles of ITIL
practices for Service Management.
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Foundation level
Upon successful completion of the education and examination
components related to this certification, candidates can
expect to gain knowledge and understanding in the following:
Service Management as a practice (Comprehension)
Service Lifecycle (Comprehension) Key Principles and Models (Comprehension)
Generic Concepts (Awareness)
Selected Processes (Awareness)
Selected Roles (Awareness)
Selected Functions (Awareness)
Technology and Architecture (Awareness)
ITIL Qualifications Scheme (Awareness) 5
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Foundation level
Pass Score 65% Distinction None
Score
Marking Method Classic Multiple choice:
Only one option can be correct and will be awarded a mark. The
remaining 3 distracters are awarded no marks
Delivery Examination can be online or Paper Based from anATO or directly via an Examination Institutes Public Exam
Scheme
Class size Maximum ratio of 25 students to one trainer6
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ITIL V3 and Training Qualifications
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ITIL V3 Vs an ITIL V2.1
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ITIL V3 Vs an ITIL V2.1
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ITIL V3 Vs an ITIL V2.1
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IT Infrastructure Library
ITIL : IT Infrastructure Library Proven best practices for IT Service management
Provide details of other Industry Framework andstandards
COBIT, ISO/IEC 2000
First published by UK Government in 1980s
Updated to V2 in 2000/2001 Improved for international audience
New types of Service Delivery Updated to V3 in 2007
Lifecycle model
Greater focus on strategy and business outcomes
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ITIL Overview
What is ITIL? ITIL is Best Practice IT Service Management which is used by
many hundreds of organizations around the world. A whole
ITIL philosophy has grown up around the guidance contained
within the ITIL books and the supporting certification andqualification scheme.
The ethos behind the development of ITIL is the recognition
that organizations are becoming increasingly dependent on ITin order to satisfy their corporate aims and meet their
business needs. This leads to an increased requirement for
reliable, high-quality IT services.
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ITIL Overview
ITIL provides the foundation for quality IT Service Managementthrough documented, proven processes that cover the entire
Service Lifecycle. It is easy for organizations to learn, tailor and
implement to suit their environment.
The widespread adoption of the ITIL guidance has encouragedorganizations worldwide, both commercial and nonproprietary, to
develop supporting products as part of a shared ITIL Philosophy.
The ITIL publications and supporting schemes are kept up to date
with current best practice and changes within the marketplacethrough a regular review cycle to update content in collaboration
with a wide range of international users and stakeholders in the IT
service management community. ITIL Version 3 was formally
released on 5th June 2007. 13
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ITIL Overview
The ITIL concept emerged in the 1980s, when the Britishgovernment determined that the level of IT service quality provided
to them was not sufficient. The Central Computer and
Telecommunications Agency (CCTA), now called the Office of
Government Commerce (OGC), was tasked with developing aframework for efficient and financially responsible use of IT
resources within the British government and the private sector.
The earliest version of ITIL was actually originally called GITIM,
Government Information Technology Infrastructure Management.Obviously this was very different to the current ITIL, but
conceptually very similar, focusing around service support and
delivery.
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ITIL Overview Large companies and government agencies in Europe adopted the framework
very quickly in the early 1990s. ITIL was spreading far and, and was used inboth government and non-government organizations. As it grew in
popularity, both in the UK and across the world, IT itself changed and
evolved, and so did ITIL.
In year 2000, The CCTA merged into the OGC, Office for GovernmentCommerce and in the same year, Microsoft used ITIL as the basis to develop
their proprietary Microsoft Operations Framework (MOF).
In 2001, version 2 of ITIL was released. The Service Support and Service
Delivery books were redeveloped into more concise usable volumes. Over
the following few years it became, by far, the most widely used IT service
management best practice approach in the world.
In 2007 version 3 if ITIL was published. This adopted more of a lifecycle
approach to service management, with greater emphasis on IT business
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ITIL Library Components
The ITIL Core
Best practice guidance applicable to all types of organizations who
provide service to a business
Consist of five publications Service Strategy
Service Design
Service Transition
Service Operations
Continual Service Improvement
The ITIL Complementary Guidance
Specific to industry sector, organization type, operating model andtechnolo architectures
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Module-1: Service Management
ITIL Version 3 Foundation for
IT Service Management
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What is a Service
A means of delivering value
Facilitate outcome that customer want to
achieve
Ownership of specific cost and associated risks
Enhance performance and reduce grip of
constraints
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What is Service Management
Set of specialized Organizational capabilities
for providing value to customer in form of
service
A set of Functions and Procedures for
managing services over the lifecycle
Specialization in strategy, design, transition,
operations and continual improvements
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What is Service Management
Is a professional practice supported by an
extensive body of knowledge, experience and
skills
Formal schemes exists for the education,
training and certification of practicing
organizations
Influence Quality and make outcome of
service more predictable
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Why it is important?
The capabilities represent a service
organizations capacity, competency and a
confidence of action
Without these capabilities a service
organization is merely a bundle of resources
that by itself has low intrinsic value
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Service Management
The origins of service management are
traditional service business such as airlines,
banks, hotels and phone companies
In practice has been huge success in IT
Organizations for managing applications,
infrastructure and processes
Popular because of outsourcing and shared
services
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Function
A team or group of people and the tools that they use to carryout one or more processes or activities
Specialized to perform a task
Self contained with capabilities and resources
Includes Work Methods and own body of knowledge internal tothe functions
Way to implement specialization principle
There is coordination between function through shared
processes Poor coordination and inward focus leads to function silos that
hinder success of the organization as whole.
Well defined processes are required to improve productivity
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Role
A set of responsibilities, activities and authorities grantedto a a person or team
Set of connected behaviors or action that are performed bya person, team or group in specific context
For example a track can perform a role of ProblemManagement while diagnosing the root cause of anincident
The same track could play over other roles at differenttime (incident management, change management,
capacity management) Scope of the role and what trigger them is defined by therelevant process
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Process
A set of activities designed to accomplish a specificobjective.
Takes defined inputs and turns them into definedoutputs
A process may include roles, responsibilities, tools andmanagement control required to deliver output
Process Model
Process once defined, should be documented and
controlled They can be repeated and become manageable
Process measurement and metrics
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Process
If products conform to the set norms, the process can be considered
effective (because its can be repeated, measured and managed).
If activities are carried out with a minimum use of resources, the process
can also be considered effective
Working with defined process has been the foundation of ITIL from the
beginning
Each Organization should adopt a formalized approach to the design and
implementation of Service Management Processes to build practical and
appropriate processes
Closed loop system, they provide change and transformation towards a
goal.
Self reinforcing and self corrective action 26
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How to recognize a process
It is measurable
It delivers specific results
Primary results are delivered to customer orstakeholders
Its responds to a specific events
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Module-2: Service Lifecycle
ITIL Version 3 Foundation for
IT Service Management
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Service Lifecycle
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ITIL V3 Processes
ServiceStrategy
ServiceOperation
ServiceTransition
ServiceDesign
Continual Service Improvement
7 Step Improvement Process
Service Reporting Service measurement
Financial Management
Service Portfolio Mgmt
Demand Management
Strategy GenerationIT Service ContinuityManagement
Information SecurityManagement
Service Catalog Mgmt
Supplier Management
Capacity Management
Availability Management
Service Level Mgmt
Transition PlanningAnd Supporting
Service Validationand Testing
Evaluation
Release andDeployment Mgmt
Service Asset andConfiguration Mgmt
Change Management
Knowledge Management
Access Management
Event Management
Request Fulfillment
Technical ManagementFunction
Problem Management
Incident Management
Service Desk Function
Application
Management Function
IT Operations
Management Function
Function
From ITIL V2
From ITIL V3
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Service Lifecycle
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Programme Management ITIL V3
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Service Strategy
Transform Service management into a strategic asset Helps to think and act in strategic manner
Helps clarify the relationship between various service,systems or process and the business models, strategies
or objectives they support Development of markets, internal and external, service
assets, service catalog and implementation of strategythrough the service lifecycle
To identify, select and prioritize opportunities Think why something needs to be done before thinkinghow
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Service Strategy
What service should we offer and to whom?
How to differentiate ourselves from competing alternatives?
How do we truly create value for our customers?
How do we capture value for our stakeholders?
How can we make a case for strategic investments?
How can financial management provide visibility and control over value
creation?
How do we choose between different pats for improving service quality?
How do we efficiently allocate resources across a portfolio of service?
How do we resolve conflicting demands for shared resources?
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Service Design
Provide guidance for the design and development ofservices and Service Management Processes
The scope includes new services, and the changes andimprovements necessary to increase and maintain
value to customers over the lifecycle of services
Scope: Design of
New and changed services
Service Portfolio and Service Catalog
Technology architecture and management system
Processes required
Measurement method and metrics
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Value to business of Service Design
Improve QoS
Improved consistency
Easier implementation
Effective service improvement
More effective ITSM
Improved Service Alignment
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Service Design Phases
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Service Transition
Plan and implement the deployment of all releases tocreate a new service or improve an existing service
Assure that proposed changes in the Service Design arerealized
Successfully steer releases through testing and into liveenvironment
Decommission or terminate services
Scope Package, build, test and deploy release
Establish the service specified in the customer andstakeholder requirements
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Service Transition
Plan and manage capacity to package, build, testand deploy
Provide a consistent and rigorous framework for
new service evaluation and risk evaluation beforedeploying new service
Provide efficient, repeatable build and installationmechanism
Ensure that the services can be managed,operated and supported in accordance with therequirements and constraints specified
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Service Transition: Key Processes and
Activities
Within the Service Transition process set, some of
the processes most important to Service
Transition are whole lifecycle processes and have
impact, input and monitoring and controlconsiderations across all lifecycle stages.
The whole lifecycle processes are:
Change Management Service Asset and Configuration Management
Knowledge Management
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Value to business of Service Transition
Ability to react quickly to give competitive edge
Management of mergers, de-mergers,acquisitions, transfer of services
Higher success rate of changes and releases Better prediction of service levels and warranties
Better estimation of resources and budgets
Reduced level of risk Timely saving following disposals and de-
commissioning
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Service Operations
Coordinate and carry out day-to-day activitiesand process to deliver an manage services atagreed levels
Ongoing management of the technology thatis used to delivery and support services
Where the plans, designs and optimization areexecuted and measured
Scope is ongoing management of services,Technology and people
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Key processes and activities
Event Management Process
Incident Management Process
Request Fulfillment Process
Access Management Process
Problem Management Process
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Common Service Operation Activities
Service Operation includes a number of activities theseinclude:
Monitoring and control: to detect the status of servicesand CIs and take appropriate corrective action
Console management/operations bridge: a centralcoordination point for monitoring and managing services
Management of the infrastructure: storage, databases,middleware, directory services, facilities/data centre etc.
Operational aspects of processes from other lifecyclestages: Change, Configuration, Release and Deployment,Availability, Capacity, Knowledge, Service ContinuityManagement etc.
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Key Functions
Service Desk Function
Technical Management Function
Application Management Function
IT Operations Management Function
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Achieving Balance and Communication
Conflicting Motives and needs to be balanced
IT Services Vs Technology
Stability Vs Responsiveness
Quality of service Vs Cost of service
Reactive Vs Proactive
Good communication is important across all phases of the service
lifecycle but particularly so in Service Operation
Issues can often be mitigated or avoided through good
communication
All communication should have 46
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Continual Service Improvement
Aims at continually align IT Services to changingbusiness needs by identifying and implementingimprovements
Continually looking for ways to improve process
efficiency and effectiveness as well as costeffectiveness
You can not manage what you can not control
You can not control what you can not measure
You can not measure what you can not define
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Objectives of CSI
Review, analyze and make recommendations onimprovement opportunities in each lifecyclephase: SS, SD, ST and SO
Review and analyze Service Level Achievement Ensure applicable Quality management methods
are being used to support CSI
Improve cost effectiveness
Would lead to maturity of processes
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Value to business of CSI
Improved Service Quality, higher availability
Gradual cost reduction and better cost
justification
Better information about existing services and
areas for improvements
Better Business/IT alignment
Increased flexibility and adaptability
ROI/VOI
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Module-3: Key Principles, Models
and ConceptsITIL Version 3 Foundation for
IT Service Management
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Example: RACI Model
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Example: RACI Model
Director Service
Level Mgr
Problem Mgr Security Mgr Procurement
Mgr
Acvitivty-1 AR C I I C
Acvitivty-1 A R C C C
Acvitivty-1 I A R I C
Acvitivty-1 I A R I
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1. Identify activity/processes2. Identify/define the functional roles
3. Conduct meeting and assign the RACI codes
4. Do not have more than one accountable person
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Supplier and Contracts
Supplier: A third party responsible for
supplying goods or services. They enable
service provider to deliver a service
Contract: A legally binding agreementbetween two or more parties to supply good
or services
Underpinning contracts
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Service Portfolio
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Service Knowledge Management System
Service Portfolio
Service Lifecycle
Service Status
RequirementDefinedAnalyzedApprovedCharteredDesignedDevelopedBuiltTestReleasedOperationalRetired
ServicePipeline
ServiceCatalog
Customers/
Users onlyallowedaccess toservices inthis range
Why should a customer buy these services?
Why should they buy these services from us?
What are the pricing and chargeback model?
What are my strength, weaknesses, prioritiesand risk
How should our resources and capabilities beallocated
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Service Catalog
Part of Service Portfolio
Services available for deployment or use
Information to be shared with customers
Business Service Catalog
Services of interest to customers
Technical service Catalog
Underpinning services of interest to IT
Each organization should develop and maintain a policy with
regard to both the Portfolio and the Catalog, with regard to
the service recorded within them, what details are recorded
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Service Catalog
The Business Service Catalog: Containing details of allthe IT Services delivered to the customer, togetherwith relationships to the business units and thebusiness processes that rely upon the IT Services. Thisis the customer view of the Service Catalog
The Technical Service Catalog: Containing details of allthe IT Services delivered to the customer, togetherwith relationships to the supporting services, sharedservices, components and CIs necessary to support the
provision of service to the business. This shouldunderpin the Business Service Catalog and not formpart of the customer view.
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Risk Management and Analysis
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Define a framework
Identify the risks
Identify probable riskowners
Evaluate the risk
Set acceptable levelsof risk
Embed and Review
Define a framework
Gain assurance about
effectiveness
Implement Responses
Risk Management Risk Analysis
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Plan, Do, Check, Act Model
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PLAN
Plan servicemanagement &
services
DO
Implement and runservice management &
services
CHECK
Monitor, measure &review
ACT
Continuousimprovement
Demings Cycle
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Deming s Cycle
Act Plan
Check Do
Quality
Maturity
Objectives
t
QMS
SupportISO 9000 means thisITIL tells us how to do it
http://images.google.co.in/imgres?imgurl=http://www.lii.net/images/deming.gif&imgrefurl=http://www.lii.net/deming.html&h=228&w=180&sz=17&hl=en&start=3&tbnid=0uoR6el9gzOqTM:&tbnh=108&tbnw=85&prev=/images%3Fq%3Ddeming%26ndsp%3D20%26svnum%3D10%26hl%3Den%26lr%3D%26sa%3DN -
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The 7 Step Improvement Process
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Governance
Corporate Governance
Corporate Compliance
IT Governance
IT Compliance
IT Service Management
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Module 4: Concepts, Processes,
Roles and FunctionsITIL Version 3 Foundation for
IT Service Management
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Service Operations
Processes Event management
Incident management
Request fulfillment
Problem management Access management
Functions Service Desk
Technical Management IT Operations Management
Application Management
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Event Management
Detect event, make sense of them, determine theappropriate control action
Basis of Operational Monitoring and Control
Event: An alert or notification created by any IT service,configuration item or monitoring tool
Event management: The process responsible formanaging events throughout their lifecycle
Alert: Something that happens that triggers an event orcall for action or human intervention after the event isfiltered
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Event Management Logging and
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Event Management Logging and
Filtering
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eEvent
Exception
Warning
Information
Filter
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Event Management
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Exception
Incident
ProblemChange
Incident
Problem
RFC
IncidentManagement
ProblemManagement
ChangeManagement
Information Log
Warning
Auto Response
Alert
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INCIDENT MANAGEMENT
Incident
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Any event which is not part of the standard operation of aservice and which causes, or may cause, an interruption to,
or a reduction / degradation in, the quality of that service
KEDB !Service Request ?
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Incident Management
Restore normal service operations as quickly as possible and
minimize adverse impact on the business
IM: Managing any disruption or potential disruption to live IT
service
Incidents are identified
Directly by users through Service Desk
Though an interface from Event management
Reported and/or logged by technical staff
People sometime use loose terminology and/or confuse a Major
event with a Problem. In incident always remains incident, it may
grow in urgency and impact, but an incident never becomes a
problem70
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Incident Management : Inputs and Outputs
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Inputs
Incidents from service desk
Configuration information
Response from incident matching against problem and KE
Resolution details
Response on RFC to effect resolution for incidents
Outputs
RFC for incident resolution; Updated incident record
Resolved and closed incidents
Escalate to Problem Management / Vendor / Third Party
Communication to customers
Management information (reports).
Incident Management Activities
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Identification
Logging
Categorization
Prioritization
Initial diagnosis
Escalation (and Referral)
Horizontal : Knowledge (Functional) Routing
Vertical : Hierarchical (Inform /Support)
Investigation and diagnosis
Resolution and recovery
Closure
Incident Classification
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Prioritization
Calculate from Business Impact and
Urgency refer to SLA
Factors
Potential cost of non-resolution Threat of injury to customer or
staff
Legal implications
Disruptions to customers andstaff
Prioritize Resources
Impact
Priority
Urgency
Estimate- People- Resources- Time
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Incident Classification
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Classification of a group of incidents, e.g.
Application
Server not available
Application bug / query
Hardware
Automatic alert
Printer not printing
Service request
Password forgotten
Security incident
Virus
Matching
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OpenIncidents
ProblemsKnownError/
Workarounds
Is the Incident already called in?Is this incident related to an existing problem?
Is there a known resolution /
workaround?
WorkaroundP1 : KEDB Workaround Solution Problem Mgmt.P2 : KEDB Solution Problem Mgmt.
Incident
Database
Problem
Record KEDB
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Request Fulfillment
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R F lfill
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Request Fulfillment
A request from a user for information or advise,or for a Standard Change
Their scale, frequency and low risk nature meansthat they are better handled by a separateprocess, rather than being allowed to congestand obstruct the normal IM and CM processes
In some cases predefined Request Models, some
form of pre-approval by CM such as StandardChanges
Self help practice
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Problem
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The unknown root cause of one or more incidents
(not necessarily - or often - solved at the time theincident is closed)
A Problem is a condition that has been defined,identified from one or more incidents exhibitingcommon symptoms, for which the cause isunknown
To prevent problems and resulting Incidents from
happening To eliminate recurring incidents To minimize the impact of incidents that can not be
prevented
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P bl M t G l
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Problem Management - Goals
To minimize the adverse impact of Incidentsand Problems on the business that are caused
by errors within the IT Infrastructure
To prevent recurrence of Incidents related toerrors
To prevent new incidents
Improve productive use of resources
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Problem Control
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Identification andregistration
Classification
AssigningResources
Investigationand Diagnosis
EstablishKnown Error
Error Identificationand Recording
Error Assessment
Recording ErrorResolution (RFC)
Error Closure(PIR)
RFC
Successful completion
Problem Control Error Control
ChangeManagement
Incident Closure
Update KEDB
Proactive Problem Management
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Activities arrived at identifying and resolving Problems before
Incidents occur Trend Analysis
Post change occurrences of a particular type
Initial faults of a particular type
Recurring incidents with particular CIs fragile components Need for staff or customer training
Targeting Support Action Trend Analysis can lead to:
Identification of faults and actions
Identification of General problem areas needing attention
Informing the organization / customers
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Reactive Proactive
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Supplying 2nd / 3rd line incident support
Problem identificationProblem diagnosis
Identification of trends
Initiating changes to combat : Occurrence of incidents Repetition of incidents
Monitoring of Change Management
Prevention of problems onother systems andapplications
Reactive Proactive
Incidents versus Problems
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Investigation
& Diagnosis
Problem Investigate KE
RfCChange
Solve IncidentGetSolution
Solution
Found?
Match?
IncidentResolved
Incident (s)
KnownErrors,Known
Workarounds
Problem Management
Change Management
Yes
No Yes
No
70%
29%
1%
Benefits of Problem Management
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Permanent solutions
Incident volume reduction
Improved IT service availability and quality
Improved organizational learning
Better first-time fix rate at the Service Desk
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Access Management
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Service Operation Functions
Service Operation Functions
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Service Operation Functions
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Service Desk
TechnicalManagement
IT OperationsManagement
Operations Control
Facility Management
ApplicationManagement
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Service Operations Functions
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Service Operations Functions
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ServiceDesk
Technical
Management
IT OpsControl
Console Mgmt
Job SchedulingBackup/RestorePrint & Output
ApplicationManagement
Facility Mgmt
Data CenterRecovery SitesConsolidationContracts
Mainframes
Server
Network
Storage
Database
Desktop
Internet/Web
Financial Apps
HR Apps
Business Apps
IT Operations Management
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Service Desk
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Primary point of contact. Single point of contact for IT
Users
Deals wit all user issues (incidents, requests, standard
changes)
Coordinates action across IT organization to meet userrequirements
Different Options (Local Centralized, Virtual, Follow-the-
Sun, Specialized Groups)
The service desk coordinates actions across all IT
departments, on behalf of the users keeping
communication flowing back and forth.
Different Desks
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105
Call Center
Handling large call volumes of telephone-based
transactions, registering them and referring them to
other parts of the organization
Help Desk
Managing, coordinating and resolving Incidents as
quickly as possible
Service Desk
Allowing business processes to be integrated into the
Service Management infrastructure. It not only
handles Incidents, Problems and questions, but also
provides an interface for other activities
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Service Desk Activities / Responsibilities
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Receiving, Recording, Prioritizing and Tracking service calls
Monitoring and Status Tracking of all registered calls
Escalation and Referral to other parts of the organizations
First Line Support
Coordinating second-line and third-party support groups
Keeping customers informed on request status and progress
Closing incidents and confirmation with the customer
Service Desk Inputs and Outputs
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109
ExternalServiceSupport
ProductSupport
Sales &Marketing
ContractSupport
InternalServiceSupport
Service Desk
Email/VoiceRequests
TelephoneRequests Internet/
BrowserRequests
FaxRequests
Hardware/Application
Events/Alerts
ManagementInformation & Monitoring
Walk-in
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Technical Management
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IT Operations Management
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IT Operations Management
Responsible for performing day-to-day activities Console Management
Job Scheduling
Backup/Restores
Print/Output management
Facility management
Network operations center
Monitoring of Infrastructures, application and services
Maintain the status quo to achieve infrastructurestability
Initial diagnosis and resolution of operational incidents
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Application Management
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Application Management
Manage application throughout their lifecycle Roles in design, testing and improvement of
application
Well designed, resilient, cost effectiveapplications
Ensuring availability of functionality
Maintain operational application.. Adequatetechnical skills to maintain
Support during application failures
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Service Measurement
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Service Measurement
Types of Metrics Technology Metrics: typically components and
applications. SLA
Performance, availability etc. Process Metrics: Critical success factors. Key
performance indicators, activity metrics from
ITSM process. Measure Process effectiveness
Service Metrics: end to end service metrics. OLA
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Service Transition
Service Transition V Model
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Service Transition V Model
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Service Transition V Model
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Service Transition V Model
Service Validation and testing early in the service life cycle Framework to organize the levels of configuration items to be
managed through the life cycle and the associated validation and
testing activities, both within and across stages.
Mapping service transition levels of testing to corresponding stagesof service requirements and design
There is direct involvement by the equivalent party on the right
hand side
For example: customer who signs off the agreed servicerequirement will also sign off the service acceptance criteria and
test plan.
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Configuration Management System
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Configuration Management System
Information about all CIs
Stored in 1 or more databases (CMDBs)
CMS stores attributes
CMS stores relationships
CMS has multiple layers
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Knowledge Management
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g g
The process responsible for gathering,analyzing, storing and sharing knowledge and
information within an Organization
The primary focus of KM is to improveefficiency & effectiveness by reducing the
need to rediscover knowledge
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Data, Information, Knowledge &
Wi d (DIKW)
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Wisdom (DIKW)
125
Data is set of discreet facts about events.
Information comes from providing context to data
Knowledge is compose of tactic experience, ideas, insights, values and judgmentof individuals. Knowledge puts information into ease of use form that facilitatedecision making
Wisdom given sensitivity of the material, situation and contextual awareness toprovide a strong common sense judgment
Service Knowledge Management
S t (SKMS)
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System (SKMS)
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DML: Definitive Medial Library. Master copies of all software assets
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Change Management
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129
A Change is an action that results in a new status for one
or more CIs.
Standardized methods and procedures for implementingapproved changes efficiently and with acceptable risk, tothe IT Infrastructure while minimizing change related
incidents and their impact on service quality & businesscontinuity.
Assessing impact of change Authorizing change
Change Management
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g g
Respond to changing business requirements Minimize impact of implementing changes
Optimize business risks
Implement change successfully as planned Implement changes in the time that meet
business needs
Use standard processes Record all changes
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Change Management
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g g
Addition, Modification or Removal of anyservice or CI or associated documentation
including
Strategic, tactical and Operational changes Excludes
Business Strategy and processes
Anything documented as out of scope
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Change Management
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High percentage of problems related to IT Servicequality result from some change(s) made to thesystem
Change Management
Does not take over the powers; it only ControlsDoes not take over anybodys responsibilities
(e.g. Project Manager) Is not Bureaucratic; it takes a holistic view.
Triggers for RFC
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ProblemManagement
RFC
IncidentManagement
Customers
Legislation
Policy
Projects /Processes
Suppliers
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Change Advisory Board (CAB)
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Cover possible risks
Create support
Include those involved in decision making; make
recommendations about:
- Authorization
- Determining impact
- Determining priority
- Determining resources
- Release
ECAB
Change Advisory Board: Composition
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CAB
Change Manager
(Chair)
Finance Manager
Release Manager
Problem Manager
Senior BusinessRepresentation
Others &required
ApplicationManager
Service LevelManager
Ensures appropriate & timely communication
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Building Testing & Implementation
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141
Pass authorized RFCs to relevant groups
RFCs might involve:
Building a new production module
Creating a new version of one or more softwaremodules
Purchasing equipment or services externally
Preparing a hardware modification
Producing new or amended documentation
Preparing amendments to User training
Post Implementation Review
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142
Purpose: to determine
That the change met its objectives That users and customers are content with the results
Any shortcomings
Unexpected or undesirable side-effects
That the resources planning was correct
That the implementation plan worked correctly
That the change was implemented on time and to cost
That the back out-plan functioned correctly, if needed.
Benefits of Change Management
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144
Increased visibility and communication of changes
Reduced adverse impact of changes on the quality of
services and on SLAs
Better assessment of the cost and risk of proposed changesbefore they are incurred
Greater ability to absorb a large volume of Changes
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Service Asset and Configuration
Management (SACM)
SACM
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For Service Assets, CI and customer assets Protect integrity throughout their lifecycle
Provide accurate information to support business andservice management
Establish and maintain a ConfigurationManagement System
The goal of Service Asset and Configuration
Management is to provide a logical model of ITInfrastructure correlating IT Services and differentIT Components
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SACM
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To Manage the IT infrastructure by
Identification
Recording
Controlling
Reporting
of IT components (Configuration Items - CI),including their versions, constituentcomponents and relationships
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Assets Vs Configuration Items
Asset
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Component of a business process
Configuration (CI)
Component of an infrastructure or an item
associated with an infrastructure which is (or is to
be) under the control of Configuration Management
Asset Register
Book Value
Relationships not captured
Configuration Management Database (CMDB)
A database, which contains all relevant details of
each CI and details of the important relationships
between CIs150
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SACM : Activities. PICSV
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Planning purpose, scope, objectives, policies / procedures
Identification & Naming - Configuration Management Database(CMDB) : Identifiers, Version Nos., Labeling
Control only authorized & identifiable CIs, Access, Security
Configuration Controller
Status accounting current & historical data of CIs like live,obsolete etc & traceability
Verification and audit correct recording in CMDB
Configuration Baseline : reference of original state re-build
CIs Scope and Details
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153
Service Hardware Software
Document-
ationEnviron-
ment
Networkprinter
Localprinter
VDU Keyboard CPU
PCNo break
power
Bundleds/w
SLA DBMSMS
Word
E-mail
SCOPE
DETAIL
S
- IT Users/ Staff- Incidents
/ Known errors/ Problems
UPS
Mailing ServicesFile and Print Services
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Configuration Management : Customers
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Engineers.Settings & Configs Service Level Mgt.SLA Finance Mgt./Architectures etcinformation
ServiceDesk
Call
Incident Mgt.incident
Problem Mgt.Problem KE RFC
Change Mgt.Change
ReleaseManagement
release
Configuration Management Database
Benefits of SACM
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156
Providing accurate information on Configuration item (CI)
and their documentation.
Helping with financial and expenditure planning.
Making Software Changes visible.
Supporting and improving Release Management.
Allowing the organization to perform impact analysis andschedule Changes safely, efficiently and effectively.
Which are not CIs :
Exercise
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157
Which are not CIs :
1. SLA
2. IP Address
3. A call
4. Documentation
5. Windows 2003
6. Printer7. UPS
8. License
9. People
10.Incidents
11.Building
12.Mouse
13.Internet Service
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Release Management
U d k
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Undertakes
Planning
Preparation
Scheduling
of a Release to many Customers andLocations.
Ensuresthat only Authorized and Correct versions ofsoftware are made available for operation.
Every Release is a Change
Release Management - Goals
Plan and oversee the SW & related (or large / critical) HWll t
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161
rollouts
Design and implement efficient procedures
Ensure that changes to hardware and software are controlled
To manage expectations of the customer during rollout
To agree the content and rollout plan for a release
To implement new software releases or hardware into theoperational environment
Secure all software masters in the definitive software library(DSL)
Release Planning
G i i th l t t
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Gaining consensus on the release contents
Agreeing to the phasing over time and by geographicallocation, business unit and customers
Producing a high-level release schedule
Conducting site surveys to assess used hardware andsoftware
Planning resource levels (including staff overtime) Agreeing on roles and responsibilities
Obtaining detailed quotes and negotiating with suppliers fornew hardware, software or installation services
Producing back-out plans
Developing a quality plan for the release
Planning acceptance of support groups and the customer
Release Management Activities
Release policy and planning BigBangor Phased approach
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Release design, build and configuration
Release acceptance
Rollout planning
Communication and training
Audits prior to and following the implementation of changes
Release, distribution and installation of software
Maintain Definitive Software Library (DSL) and update CMDB
LiveControlled Test
Release Management Life Cycle Activities
Development
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LiveEnvironment
Controlled TestEnvironment
DevelopmentEnvironment
Release Management
Release
Policy
Configuration Management Database (CMDB)and
Definitive Software Library (DSL)
Release
Planning
Design andDevelop, or order
and purchase thesoftware
Build andConfigure
the Release
Fit-for-Purposetesting
Release
Acceptance
Roll-out
planning
CommunicationPreparation
Training
Distribution
+ installation
Release Policy
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ReleasePolicy
Full, PackageAnd Delta Release
ReleaseFrequency
VersionNumbering
EmergencyRelease
Release Unit
Application Management
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Managing Applications throughout their Life Cycle
Service Strategy
Defines overall architecture
Criteria for Developing in-house, Outsourcing development or
Purchasing Service Design
Covers most of the Requirement phase
Establish Requirements for functionality and manageability of
applications 166
Application Management Contd Service Transition
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Service Transition
Applications Development and Management teamsinvolved in Testing & Validating
Cover Deploy Phase
Service Operation
Cover Operations Phase Continual Service Improvement
Covers optimize Phase
Measures quality & relevance of applications
167
Release Types
Release Unit
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168
Release Unit
Describes the portion of IT Infrastructure that isnormally released together for control and effectiveness
of the changes made. The unit may vary depending on
the types or items of software (and / or hardware).
Full Release
Means that all the components of the release unit
are built, tested and released in its entirety, includingcomponents that were not changed.
Release Types
Delta Release
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169
It is a partial release, which only includes those CIs
within the Release Unit that have actually changed or are
new since the last full or delta release e.g., if Release Unit is
Programme, Delta Release will be only changed or new
modules. Normally a Quick Fix or emergency solution.
Package Release
It is a bundle of Full and / or Delta Releases of related
applications and infrastructure e.g., scheduled upgrades to
third party software such as system software and officeapplications or a new software / package + some non-
related component on which the new software depends.
Release Units
IT I f t t
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IT Infrastructure
System 1 System 2 System 3
Suite 1-1 Suite 1-2 Suite 2-1 Suite 2-2
Program
2-1-1
Program
2-1-2
Module2-1-1-1
Module2-1-1-2
Module2-1-1-3
Batch Application
PCSoftware
TransactionProcessing
Definitive Software Library (DSL)
DSL : A Logical Library which is a collection of electronic media, files and
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Protectionof all Authorized
Software Versions(Master copies)
LinkedWith CMDB
One or MorePhysical
File Stores
LogicalStorage
DSL
Distribution
Base forReleases
DSL : A Logical Library which is a collection of electronic media, files andelectronic / paper documentation
Definitive copies ofPurchased Software &
Licensed elements/information
Release Management Benefits
Releases built and implemented on schedule
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Very low (ideally no) incidents
Secure and accurate DSL / DHS management
Accurate distribution of releases
Implementation of all releases on time
No unauthorized (re)versions
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Service Design
Aspects if Service Design
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There are 5 aspects of service designconsidered within Service Delivery scope
The design of new of changed services
The design of Service Portfolio, including ServiceCatalog
The design of technology architecture and
management systems
The design of processes required
The design of measurement methods and metrics
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Service Design
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The service design stage of lifecycle stat with aset of new or changed business requirements andends with the development of a service solutiondesigned to meet the documented needs of thebusiness
This developed solution together with its ServiceDesign Pack (SDP) is then passed to ST toevaluate, build, test and deploy the new orchanged services and on completion of these
transition activities, control is transferred toService Operations stage of the service lifecycle
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Service Design
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The main aim of SD is the design if new or changesservices.. The requirement of the new services areextracted from the service portfolio and eachrequirement is analyzed, documented and agreed anda solution designed is produced which is them
compared with the strategies and constraints from SSto ensure that it confirms to corporate and IT Policies
Many design, plans and projects fail though a lack ofpreparation and management. The implementation of
ITIL services as practice is about preparing andplanning the effective and efficient use of four Ps
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Tata Nano
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Ratan TataPeople Car
Rs. 1,00,000
DesignFeatures
Assembly linesRequirements
TrainingsVendor Contracts
Production Rollouts
SDP
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Service Design Package Details all aspects of a service through all stages of
its lifecycle
The SDP is passed from SD to ST for
implementation
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Key Concepts. Four Ps
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Processes
Partners
Products
People
Suppliers,Manufacturerand vendors
ServiceTechnology
Tools
Service Catalog Management
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Create and manage accurate Service Catalog A single source of information on all services
Service Catalog
Part of Service Portfolio Details of all operational services, and those being
prepared for transition
Business Service Catalog
Technical Service Catalog
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Service Level Management
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Negotiate, agree and document service levels Measure, report and improve service levels
Communicate with business and customers
Ensure quality of service matches the
expectations
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Service Level Management
C t /U
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Internal Organization
Operational Level Agreements Underpinning Contracts
External Organization
IT Infrastructure
Service A Service B Service C
Service Level Agreements
Customer/Users
Service Level Management
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Design SLA Framework
Identify Service Level Requirements
Agree and document SLA
Negotiate and document OLA and Underpinning Contracts
Monitor SL performance
Measure and Improve
Review and Revise UCs and service scope
Produce service reports
Conduce service review and instigate improvements
Review and revise SLA, OLA and UC
Develop contact and relationships
Manage complaints and compliments 184
Service Level Management
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Number and % of target being met Number and severity of service breaches
Number and % of up to date SLAs
Number of services with timely reports andservice reviews
Improvement in CSAT
185
Service Level Management -
Challenges
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Identify appropriate customer/businessrepetitive
Overcome current issues
Achieving accurate monitoring of serviceachievements
Getting SLAs singed of at the appropriate level
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Service Level Management - Interfaces
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Service Portfolio Management Service Catalog Management
Supplier Management
Availability Management, CapacityManagement
Service Knowledge Management System
CSI
All other service management processes
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AVAILABILITY MANAGEMENT
Effective Availability Managementinfluences Customer satisfaction &
determines the market place reputationof the Business.
Availability Management
To optimize the capability of
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189
To optimize the capability of
IT Infrastructure
Services
Supporting organization
to deliver a Cost effective and sustained level ofAvailability that enables the business to satisfy itsbusiness objectives.
AvailabilityMaintainability
Resilience
ReliabilityServiceability
Security
To predict, plan for and manage the availability of services
Availability Management Goals
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p , p g yby ensuring that:
All services are underpinned by sufficient, reliable andproperly maintained CIs
Where CIs are not supported internally there are
appropriate contractual arrangements with third partysuppliers
Changes are proposed to prevent future loss of service
Only then can IT organizations be certain of deliveringthe levels of availability agreed with customers inSLAs.
Optimize availability by monitoring & reporting
Availability Management Responsibilities
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191
p y y g p g
Determine availability requirements in businessterms
Predicting & designing for expected levels ofavailability & security Resilience
Producing the Availability Plan
Collecting, analyzing and maintaining data
Monitoring availability levels to ensure SLAs & OLAsare met
Continuously reviewing & improving availability
Service Unavailability
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192
An IT service isnot available
to a customer if the functions required duringService Hours at that particular Location
cannot be used even though the
agreed SLA conditionsare being met
Costs of Unavailability Impact on Vital Business Functions (VBF) Monetary Impact Intangible costs
Availability Management Methods and Techniques
Component Failure Impact Analysis (CFIA)
l l ( )
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193
Fault Tree Analysis (FTA)
CRAMM (Computer Risk Analysis & Management Methodology)
Calculating Availability
Calculating the cost of Unavailability
Developing business and User measurement and reporting
Systems Outage Analysis (SOA)
The Incident lifecycle
Continuous improvement methodology
Technical Observation Post (TOP)
Unavailability Life Cycle
MTTR Mean Time To Repair (Downtime) =>
MAINTAINABILIY or SERVICEABILITY
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Time
Vital Business Function (VBF)
MTBSI Mean Time Between System Incidents = RELIABILITY
Repair Time
Response Time
Recovery Time
Incident Incident
Time Between System Incidents
Time BetweenFailures or Uptime
MTBF Mean TimeBetween Failures (Uptime)
= AVAILABILITY
*
People, Processes, Technology
Availability Vs Costs
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Availability Calculations
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Monitor CPUDevice A
Device B
Resilience
Avail = 85%
Overall Availability = ? Overall Availability = ?
Series Parallel
Avail = 90% Avail = 85%
Avail = 90%
Resilience ?
Availability Management
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Proactive Design and plan activities
Planning, design and improvement of availability
Reactive Operational activities
Monitoring, measuring, analysis and management
of all events, incidents and problems
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Availability Management
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Reliability Measure how long a service can perform at itsagreed level
Maintainability
Measure how quickly and effectively a service canbe restored to normal working after a failure
Serviceability
Ability of a third party supplier to meet the termsof their contracts
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Information Security
Management
Information Security Management
T t t th i t t f th l i i f ti
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To protect the interest of those relying on information
To protect the systems and communication that deliverthe information
Specifically related to harm resulting in failure of Availability
Confidentiality Integrity
The ability to do business with other organizationssafely
Verify their Authenticity Non Repudiation
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Risk Analysis
Value of
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203
Value of
Assets
Threats Vulnerabilities
Managing outagePlanning
For potential
outage
Countermeasures
Risk analysis
Risk Management
Risk Risk ~ f (Asset, Threat, Vulnerability)
Residual Risk !
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SUPPLIER MANAGEMENT
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- Documented supplier management processes, named contract manager
responsible for each supplier.
Supplier Management
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- The requirements, scope, level of service and communication processes
to be provided by the supplier(s) shall be documented in SLAs or other
documents.
- SLAs with the suppliers shall be aligned with the SLA(s) with the business.
- The interfaces between processes used by each party shall be
documented and agreed.
- All roles and relationship between lead and subcontracted suppliers shallbe clearly documented.
- Lead suppliers shall be able to demonstrate processes to ensure that
subcontracted suppliers meet contractual requirements. 207
A process shall be in place
M j i f th t t f l t t l t ll
Supplier Management
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- Major review of the contract or formal agreement at least annually.
- Changes to the contracts(s), if present, and SLA(s) shall follow from
these reviews as appropriate or at other times as required. Any
changes shall be subject to the change management process.
- To deal with contractual disputes.
- To deal with the expected end of service, early end of the service or
transfer of service to another party.
Performance against targets shall be monitored and reviewed.
Actions for improvement identified during this process shall be
recorded and input into the service improvement plan.
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CAPACITY MANAGEMENT
Capacity Management
To produce and maintain a capacity plan
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To produce and maintain a capacity plan
To provide advice and guidance on capacityperformance related issues
To ensure service meet or exceed performance
targets To assist in diagnosing and resolving capacityrelated problems and incidents
To access the impact of the changes on the
capacity plan Proactive capacity and performance measure
210
Capacity Management - Goals
Balancing Act
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211
Cost against Capacity Supply against Demand
To achieve Service Levels at the Right Time
Business Capacity Management Current and futureBusiness requirements
Capacity ManagementActivities/Responsibilities
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212
Service Capacity Management Management of existing ITServices : Workload or usage of Services, Performance ofservices
Resource Capacity Management monitoring & measuring ofIT infrastructure components (individual components)
Demand Management
Best Value for Money Monitoring, tuning etc.
Capacity Planning
C it M t D t b CDB
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Monitor, analyze, tune and report on service
Service Capacity Management
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215
performance Establish baselines and profiles of use of
services (peaks, troughs and seasonalvariations)
Manage demand for service Requires knowledge of
Service levels and SLAs
Systems, networks and service throughput
and performance Monitoring, measuring, analysis, tuning
and demand management
Manage demand
Demand Management
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216
Smoothing peaks Charging options
Flexible purchase / use of resources
QoS
Impose constraints e.g. Limiting number ofconcurrent users to prevent resource overloadduring specific periods
Customer Awareness and Education
Requires full Management support andunderstanding as these are unpopular measures
Monitor, analyze, tune and report on the
Resource Capacity Management
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217
utilization and performance of components Establish baselines and profiles of use of
components
Requires knowledge of
Current technology and its utilization Alternative technologies
Resilience of systems and services
Capacity Management Process
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218
Inputs and Outputs Capacity plans andreports
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219
Capacity DataBase (CDB)
ManagementReports TechnicalReports CapacityPlan
Businessdata Servicedata Technicaldata Financialdata Utilizationdata ExceptionReports
Executive Summary
Capacity Plan
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Business and IT strategy Inputs Details of current service level targets and
performance against those targets.
New services and Service Level Requirements
Future resource requirements
New technologies
Scenarios and plans
Investment recommendations
Capacity Management Planning
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Continual Improvement
Reactive
Predictive or Planned
Actual DemandTuning
Capacity Management Benefits
Ability to create, delivery and manage Service Level
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222
Agreements (SLAs) Reduce number of problems caused by lack of
resources
Increased end user satisfaction
Increased system availability / resource utilization
Improved capacity forecasting and budgetingcapacity
Improved scheduling for upgrades and hardware
installs
Improved negotiating position
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IT SERVICE
CONTINUITY MANAGEMENT
ITCM
TO maintain Service Continuity and IT Recovery
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TO maintain Service Continuity and IT RecoveryPlan that support the Business Continuity plans
To complete regular Business Impact Analysis tomake sure that plans are current and accurate
To conduct risk assessment
To implement measure to meet or exceed BCtargets
To check the impact of changes on existing plans
To negotiate necessary contact with suppliers Lifecycle approach
225
IT Service Continuity Management
Business Continuity Management (BCM) is concerned
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226
with the management of Business Continuity thatincorporates all services upon which the businessdepends, one of which is IT
IT Service Continuity Management focuses on the ITServices required to support the critical businessprocesses. It delivers required IT Infrastructure toenable business to continue following a servicedisruption
Increased business dependency on IT
Why IT Service Continuity Management ?
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Reduced cost and time of recovery
Cost to customer relationship
Survival
Many businesses fail within a year of suffering amajor IT disaster !
Business Continuity Management Process
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228
Business Continuity Plan
Administration
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The IT infrastructure
IT infrastructure management & operatingprocedures
Personnel
Security
Contingency site
Return to normal
Risk Analysis
Value ofThreats Vulnerabilities
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230
Assets
Managing outagePlanning
For potential
outage
Countermeasures
Risk analysis
Risk Management
Risk Risk ~ f(Asset, Threat, Vulnerability)
Residual Risk !
Countermeasures
Do nothing
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231
Manual workarounds
Reciprocal arrangements
Gradual Recovery (cold standby)
Intermediate Recovery (warm standby)
Immediate Recovery (hot standby)
IMPORTANT :HAVE YOU PLANNED TO RESTORE THENORMAL SERVICE.
Availability vis a vis BusinessContinuity Management
Availability Management Bus Continuity Management
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232
1. Normal2. Plan + Implement
3. Control risks- Processes
- SPOF- Infrastructure /old / new
- Knowledge
4. No Downtime
1. Disaster2. Only plan (To Implement
when essential in disaster)3. Cannot Control risks
- Fire
- War- Terror- Earthquake- Hurricanes/Tsunami
If we arrange to control any ofthe above, it migrates toAvailability Management.
4. Downtime is there but withinaccepted limits
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Service Strategy
Utility and Warranty
Utility and Warranty define service and work
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y ytogether to create value for the customer Utility
What does service do
Functional Requirements
Features, inputs, output fit for purpose
Warranty How well does the service do it?
Non functional requirements
Capacity, performance, availability fit for use
234
Value=
Utility + Warranty
Value creation !!
Service Provider
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It is necessary to distinguish between differenttypes of service providers. While most aspects of
IT Service Management apply equally to all types
of service providers, others such as contracts,
competition, market space, revenue and strategytake on different meaning depending on types
Type 1: Internal
Type 2: Shared Type 3: External
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Service Model
Graphical representation of the components that makes up a
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p p p p
service
Documents workflow and dependencies
Used to support design, analysis and communication
Service Model codify the service strategy for a market space.
They are blueprints by service management process and
functions to communicate and collaborate on value creation
Main Activities Define the market
Develop the offerings237
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Service Portfolio Management Business Service
That directly support a business process
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IT Service
A service that business does not think in business context or semantics
Business Service Management
Considering service management is terms of business processes and
business values
The transition from managing infrastructure to managing services is marked by
a fundamental difference
Managing infrastructure require a focus on component operationalavailability
Managing services is center on customer and business needs
239
Demand Management
Understand customer requirements for services and how these vary over
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the business lifecycle
Ensure the provision of appropriate level of service
By varying provision or influencing customer demand
Ensure that the Warranty and Utility we offer matches the customer needs
Pattern of Business Activity
Workload profile of one or more business activities
Varies over time
Represent changing business demands
User profile
Pattern of user demand for IT Services
Each user profile includes one or more PBAs
240
Demand Management
Service Package
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Detailed description of a service
Include a service level package and one or more coreservices and supporting services
Service Level Package Define level of utility and warranty for a particular
service package
Defined to meet the needs of PBA. For example Gold, Silver and Bronze service
Core Service Package Infra service offered by a specialized service unit
241
Financial Management
Financial visibility and accountability
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Financial compliance and control
Enhanced decision making
Operational Control
Value capture and creation Understand the value of IT Services
Financial Management provides the business and IT with the
qualification, in financial terms, of the value of IT Services, thevalue of the assets underlying the provisioning of those
services, the qualification of operational forecasting
242
Financial Management
Service Valuation (Charging)
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Service Investment Analysis (Budgeting)
Accounting
Business Case
Business Case Structure
Introduction
Methods and Assumption
Business Impact Risk and Contingencies
Recommendations
Business Impact Analysis 243
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Scope: Service Management Tech. &Architecture
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Service Design Tools Service Management Tools
Event management Tools
Knowledge Management Tools Tools Selection
245
Service Design Tools
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Scope Hardware, software, environment, process, data
Benefits
Speed up the designing process Ensure standard and rules are followed
Prototyping, simulation and what if
Validate designs before implementation
246
Service Management Tools
Scope
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Typically includes Incident, Problem, Change
Often includes Configuration management
Often includes workflow management
Maybe integrated to knowledge management systems
Benefits Reduce time and effort to manage IM, CM and PM
Ensure Standards and rules are followed
Manage high volumes
Provide historical reports
247
Event Management Tools
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Management Consoles Dashboard and reporting
Active Vs Passive Monitoring
248
Knowledge Management Tools
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Document, Record and Context Presentation layer
Search and analyze capabilities
All process and services All stages of lifecycle
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Roles Description
ITIL Version 3 Foundation for
IT Service Management
Process Owner
Responsible for
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Assist with process design
Documenting the process
Make sure that process is performed asdocumented
Make sure that process meets its aim
Monitoring and improving the process overtime
252
Service Owner
The service owner is responsible to customer
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for a particular service
Initiation and transition
Ongoing maintenance and support
Monitoring and reporting
Identifying improvement opportunities
Prime customer contact
253
Service Owner / Process Owner
SO
N t k
SO
U i
SO
Wi d
SO
SAP
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Network Unix Windows SAP
PO
PO
PO
254
Service Owner (SO)
Process Owner (PO)
Other RolesService Manager: Is an important role that manages the development,
implementation, evaluation and on going management of new and existing
d t d i S i i d l b l
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products and services. Service managers are recognized as globalproduct/service exports. They drive the decision-making process. Provides
the integration of individual product plans and new technologies into
seamless customer focused service. Service Manager may also required to
coach other manages (Service Owners, Process owners) with differing level of
expertise for managing a business function or a particular product / service,
within a specified product/service family. Develop business case, product line
strategy and architecture
Business Relationship Manager (BRM): BRMs establish a strong business
relationship with the customer by understanding the customer's business
and their customer outcomes. BRMs work closely with the Product
Managers.
255
Other RolesProduct Managers: Product Managers to negotiate productive capacity on
behalf of customers. PMs take responsibility for developing and managing
i th lif l d h ibiliti f d ti
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services across the life-cycle, and have responsibilities for productivecapacity, service pipeline, and the services, solutions and packages that are
presented in the service catalogues.
Chief Sourcing Officer (CSO): the CSO is the champion of the sourcing strategy
within the organization, responsible for leading and directing the sourcingoffice and development of the sourcing strategy in close conjunction with the
CIO.
CSIM: Continuous Service Improvement Manager
256
Roles: Incident Management
Incident Manager: SO
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Maybe perfor