itil_foundations_certification_course final final.ppt

8/15/2019 ITIL_Foundations_Certification_Course Final Final.ppt

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ITIL V.3ITIL V.3

Moustafa Abdul Wahab

ITIL FoundationsCertification Course

ITIL ® is a Registered Trade Mark, and a Registered Community Trade Mark of the Office ofGovernment Commerce, and is Registered in the U. . !atent and Trademark Office.

IT Infrastructure Li"rary® is a Registered Trade Mark of the Centra# Com$uter andTe#ecommunications %gency &hich is no& $art of the Office of Government Commerce.


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ITIL Foundations Certification Course

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Introduction

ITIL History What is ITIL? ITSM - IT Service Management ITIL Certifications ITIL Goals & benefits of applying IT Service

Management ITIL Common Terminology


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ITIL 'istoryITIL 'istory

In the #ate ()*+ s, -()*) the /ritish govt. asked the Centra# Com$uter andTe#ecommunications %gency -CCT% 0 OGC -Office of Govt. Commerce tostructure the IT organi1ations of the /ritish government agencies.

This resu#ted in the IT Infrastructure Li"rary, a #i"rary of "ooks descri"ing "est $ractices in IT management, and a detai#ed a$$roach for the im$#ementation of these "est $ractices.

The aims of the CCT% in deve#o$ing the IT Infrastructure Li"rary &ere2The aims of the CCT% in deve#o$ing the IT Infrastructure Li"rary &ere2 3 to faci#itate the 4ua#ity management of IT services. 3 increase the efficiency &ith &hich the cor$orate o"5ectives are met. 3 to im$rove efficiency, increase effectiveness, and reduce risks. 3 to $rovide codes of $ractice in su$$ort of tota# 4ua#ity.


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ITIL is a com$i#ation of "est $ractices in IT ervice Management, deve#o$ed"y the OGC -Office of Govt. Commerce and su$$orted "y $u"#ications,

4ua#ifications and an internationa# user grou$.ITIL defines the organi1ationa# structure and ski## re4uirements of aninformation techno#ogy organi1ation and a set of standard o$erationa#management $rocedures to a##o& the organi1ation to manage an ITo$eration and associated IT infrastructure.

ITIL does not set in stone every action you shou#d do on a day6to6day "asisas that is something &hich differs from organi1ation to organi1ation. Instead,it a##o&s the IT Infrastructure Li"rary to "e uti#i1ed &ithin organi1ations &ithe7isting methods and activities in ervice Management.

IT ervice Management -IT M is concerned &ith de#ivering and su$$ortingIT services that are a$$ro$riate to the "usiness re4uirements of theorgani1ation.

8hat is ITIL98hat is ITIL9


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8hat is ITIL98hat is ITIL9ITIL is o&ned "y the U: Governments Office of GovernmentCommerce -OGC

ITIL is a !u"#ic ;omain

%t ())< 3 Launched in =orth %merica

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ITSMITSM IT Service Management IT Service Management The term IT ervice Management -IT M is used in many &ays "y different

management #eve#s and organi1ations #ooking for governance and increasedmaturity of their IT organi1ation.

tandard e#ements for most definitions of IT M inc#ude2

3 ;escri$tion of the processes re4uired to de#iver and su$$ort IT ervicesfor customers.

3 The $ur$ose is to de#iver and su$$ort the technology or productsneeded "y the "usiness to meet key organi1ationa# o"5ectives or goa#s.

3 ;efinition of ro#es and res$onsi"i#ities for the people invo#ved inc#uding ITstaff, customers and other stakeho#ders invo#ved.

The management of e ternal suppliers !partners" invo#ved in the de#iveryand su$$ort of the techno#ogy and $roducts "eing de#ivered and su$$orted"y IT.

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ITSMITSM IT Service Management IT Service Management

The com"ination of the $revious e#ements - processes$ technologyor products$ people and e ternal suppliers or partners" $rovidethe ca$a"i#ities re4uired for an IT organi1ation to de#iver and su$$ort4ua#ity IT ervices that meet s$ecific "usiness needs andre4uirements.

The officia# ITIL® definition of IT ervice Management descri"ingIT M as “A set of specialized organizational capabilities for

providing value to customers in the form of services”.

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ITSMITSM IT Service Management IT Service Management There are four perspecti&es !'4()s*" or attributes to e plain the concept ofIT+M,

3 (artners-+uppliers (erspecti&e. Takes into account the im$ortance of !artnerand >7terna# u$$#ier re#ationshi$s and ho& they contri"ute to ervice ;e#ivery.

3 (eople (erspecti&e. Concerned &ith the ?soft@ side 3 IT staff, customers andother stakeho#ders for e7am$#e2

A do staff have the correct skills and knowledge to perform their roles?do staff have the correct skills and knowledge to perform their roles? 3 (roducts-Technology (erspecti&e. Takes into account IT services, hard&are 0

soft&are, "udgets, too#s.

3 (rocess (erspecti&e. Re#ates the end6to6end de#ivery of service "ased on$rocess f#o&s.

Quality IT Service Management ensures that all of these four perspectives are takenQuality IT Service Management ensures that all of these four perspectives are takeninto account as part of the continual improvement of the IT organization.into account as part of the continual improvement of the IT organization.

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ITIL Goa#s 0 "enefits of a$$#ying IT ervice ManagementITIL Goa#s 0 "enefits of a$$#ying IT ervice ManagementBaci#itate ua#ity Management of IT ervices

Im$rove >fficiencyIncrease >ffectiveness

Reduce Risk

Cost 5ustifia"#e service 4ua#ity

ervices that meet "usiness, customer and user demands

>veryone kno&s their ro#e and kno&s their res$onsi"i#ities in service $rovision

Learning from $revious e7$erience

;emonstra"#e $erformance indicators.

Codes of !ractice u$$orting Tota# ua#ity

I O)++( Com$#iant

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takeho#ders &ho can "enefit from im$roved IT Mtakeho#ders &ho can "enefit from im$roved IT Menior management.

/usiness unit managers.

Customers.

>nd users.

IT staff.

u$$#iers.

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Business and IT RelationshipBusiness and IT Relationship

%n organi1ation can "e divided into a num"er of su$$orting #ayers that &ork

together to meeting a num"er of organi1ationa# goa#s. These #ayers arecommunicated "y the fo##o&ing2

(. rgani ation. 8hat are the key goa#s for the organi1ation9

D. C 6 7usiness (rocesses. These "usiness $rocesses ena"#e the o"5ectives to"e met.

E. IT +er&ice rgani ation. 8hat IT ervices are re4uired to ena"#e the effectiveand efficient e7ecution of the "usiness $rocesses9

F. IT +er&ice Manage8ent. The focus here is on the ITIL® $rocesses re4uired for4ua#ity de#ivery and su$$ort of the IT ervices.

. IT Technical Acti&ities. The actua# technica# activities re4uired as $art of thee7ecution of the ITIL® $rocesses a"ove. These are techno#ogy s$ecific .

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6 a8ple to illustrate business and IT6 a8ple to illustrate business and IT RelationshipRelationship ur 7usiness. % fashion store

What are so8e of our organi ation)s ob9ecti&es or strategic goals:

3 8e &ant to make a #ot of money HHH

3 8e &ant to have a good image and re$utation

What 7usiness (rocesses aide in achie&ing those ob9ecti&es:

3 Retai#, marketing, "uying, $rocurement, 'R etc.

What IT +er&ices are these business processes dependent on: 3 8e" site, emai#, automatic $rocurement system for "uying $roducts, !oint of a#e ervices

We ha&e IT+M in order to 8a;e sure the IT +er&ices are.

3 8hat &e need - ervice Leve# Management, Ca$acity Management, etc.

3 %vai#a"#e &hen &e need it -%vai#a"i#ity Management, Incident Management etc.

3 !rovisioned cost6effective#y -Binancia# Management, ervice Leve# Management

If &e don t manage the IT ervices a$$ro$riate#y &e cannot re#y on these services to "eavai#a"#e &hen &e need. If this occurs &e cannot ade4uate#y su$$ort our "usiness $rocesseseffective#y and efficient#y. %nd therefore &e cannot meet or su$$ort our overa## organi1ation so"5ectives12

ITIL F d i C ifi i C


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8hat is ITIL9 -again8hat is ITIL9 -againBive vo#umes make u$ the IT Infrastructure Li"rary -Jersion E 2

3 ervice trategy

3 ervice ;esign

3 ervice Transition

3 ervice O$eration 3 Continua# ervice Im$rovement

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ITIL F d ti C tifi ti C


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I T I L &

3 + e r &

i c e

L i f e c y c

l e

I T I L &

3 + e r &

i c e

L i f e c y c

l e



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8hich of the fo##o&ing is a "enefit of using ITIL9

%. That it is fina##y $ossi"#e to charge for IT services

/. That the organi1ation around the IT services can "e set u$ faster

C. That the 4ua#ity and the costs of the IT services can "e contro##edmore efficient#y

;. That the users can inf#uence the IT organi1ation $roviding the ITservices

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BunctionBunction

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Functions. % team or grou$ of people and the too#s they use to carryout one or more !rocesses or %ctivities.Bunctions $rovide units of organi1ation res$onsi"#e for s$ecificoutcomes.

ITIL !unctions covered include"

A ervice ;esk

A Technica# Management

A %$$#ication Management

A IT O$erations Management



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ITILITIL Co88on Ter8inologyCo88on Ter8inology

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(rocess


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Internal +er&ice (ro&iders.

%n interna# service $rovider that is em"edded &ithin a "usiness unit e.g. one IT

organi1ation &ithin each of the "usiness units. The key factor is that the IT Services provide a source of competitive advantage in the market s$ace the "usiness e7ists in.

+hared +er&ice (ro&iders.

%n interna# service $rovider that $rovides shared IT service to more than one "usinessunit e.g. one IT organi1ation to service a## "ranches in a "ig organi1ation. IT ervicesty$ica##y don t $rovide a source of com$etitive advantage, "ut instead support effectiveand efficient #usiness processes.

6 ternal +er&ice (ro&iders.

ervice $rovider that $rovides IT services to e7terna# customers i.e. outsourcing

7usiness Case. % decision su$$ort and $#anning too# that $ro5ects the #ike#yconse4uences of a "usiness action. It $rovides 5ustification for a significant item ofe7$enditure. Inc#udes information a"out costs, "enefits, o$tions, issues, risks and$ossi"#e $ro"#ems.



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IT +er&ice Manage8ent.

% set of s$ecia#i1ed organi1ationa# ca$a"i#ities for $roviding va#ue to customers in theform of services.

Capabilities.

The a"i#ity of an organi1ation, $erson, $rocess, a$$#ication, or IT service to carry outan activity. Ca$a"i#ities can "e descri"ed as2

A The functions and $rocesses uti#i1ed to manage services.

A Intangi"#e assets of an organi1ation that cannot "e $urchased, "ut must "edeve#o$ed and matured over time.

The ITSM set of organizational capa#ilities aims to ena#le the effective and efficientThe ITSM set of organizational capa#ilities aims to ena#le the effective and efficientdelivery of services to customers.delivery of services to customers.



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esources.

% term that inc#udes IT Infrastructure, $eo$#e, money or anything e#se

that might he#$ to de#iver an IT service. Resources are a#so considered to "e

tangi"#e assets of an organi1ation.

(rocess.

% set of coordinated activities com"ining and im$#ementing resources and

ca$a"i#ities in order to $roduce an outcome and provide value to customers or

stakeholders.

+er&ice. % means of de#ivering va#ue to Customers "y faci#itating outcomescustomers &ant to achieve &ithout the o&nershi$ of s$ecific costs or risks



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ITIL CertificateITIL CertificateI >/ -Infor8ation +yste8s 6 a8ination 7oard K> I= !e a8ination board" IT ervice Management Boundation !ITIL" Certificate

Mu#ti$#e choice e7amination -D hour

< re4uired to $ass -D< from F+

The "oard current#y functions under the su$$ort of the /ritishCom$uter ociety -/C .

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What are Services What are Services

The officia# definition of a ervice is2

3 $a means of delivering value to %ustomers #y facilitating outcomescustomers want to achieve without the ownership of specific costs orrisks&.

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What are Services What are Services If &e as IT staff focus on the a$$#ications or hard&are e#ements "eing$rovided and forget or ignore the importance of the surrounding elementsforget or ignore the importance of the surrounding elementsthat make up the end'to'end service(that make up the end'to'end service( the customer e7$erience andsu"mitted 4ua#ity and va#ue &i## "e negative#y im$acted.

/ut if &e take a ervice oriented $ers$ective, &e a#so ensure that2

3 Communication &ith customers and end users is effective#y maintained.

3 %$$ro$riate reso#ution times are maintained for end user and customeren4uiries.

3 Trans$arency and visi"i#ity of the IT organi1ation and &here money is"eing s$ent is maintained.

3 The IT organi1ation &orks $roactive#y to identify $otentia# $ro"#ems thatshou#d "e so#ved or im$rovement actions that cou#d "e made.

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;efining !rocesses;efining !rocesses!rocesses can "e defined as a structured set of coordinated activities designed toa structured set of coordinated activities designed to produce an outcome and provide value to customers or stakeholders. produce an outcome and provide value to customers or stakeholders.

% $rocess takes one or more in$uts and through the activities $erformed turns theminto defined out$uts.

!rinci$#es a"out $rocesses2!rinci$#es a"out $rocesses2

%## $rocesses shou#d "e measura"#e and $erformance driven -not 5ust time, "utmeasuring overa## efficiency inc#uding cost, effort and other resources used .

!rocesses are strategic assets &hen they create com$etitive advantage and marketdifferentiation.

!rocesses may define ro#es, res$onsi"i#ities, too#s, management contro#s, $o#icies,standards, guide#ines, activities and &ork instructions.

) process owner process owner is the $erson res$onsi"#e for ensuring that the $rocess is fit for the desired$ur$ose and is res$onsi"#e for the out$uts of that $rocess.

% process manager process manager is the $erson res$onsi"#e for the o$erationa# management of a $rocess.There may "e severa# Managers for the one $rocess or the same $erson may "e "oth the$rocess o&ner and $rocess manager -in sma## organi1ations .25



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!rocess!rocess>#ements>#ements



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;esign of $rocesses Guide#ines;esign of $rocesses Guide#ines8hen defining and designing $rocesses, it is im$ortant to consider "oth the$hysica# and "ehaviora# as$ects that e7ist.

This may "e addressed "y ensuring the a## re4uired stakeho#ders -e.g. staffmem"ers, customers and users etc. are a$$ro$riate#y invo#ved in the designof $rocesses so that2

They can communicate their o&n ideas, concerns and o$inions that mightinf#uence the &ay in &hich $rocesses are designed, im$#emented andim$roved.

%#so "ehaviors that may affect the $rocess design and im$#ementation.

takeho#der grou$s are $rovided ade4uate training and education regardingho& to $erform their ro#e &ithin the $rocess.

takeho#ders genera##y fee# to "e em$o&ered in the change "eingdeve#o$ed, and therefore are more #ike#y to res$ond $ositive#y rather thanactive#y or $assive#y resisting the organi1ationa# changes occurring.2%



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;efining Bunctions;efining BunctionsBunctions refer to the logical grouping of roles and automatedthe logical grouping of roles and automatedmeasures that e*ecute a defined process( an activity or com#inationmeasures that e*ecute a defined process( an activity or com#inationof #oth.of #oth.

The functions &ithin ervice O$eration are needed to manage theNsteady state o$eration IT environment.

ust #ike in s$orts &here each $#ayer &i## have a s$ecific ro#e to $#ay inthe overa## team strategy, IT Bunctions define the different roles andthe different roles andresponsi#ilities re+uired for the overall design( delivery andresponsi#ilities re+uired for the overall design( delivery andmanagement IT Services.management IT Services.

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3

The ITIL®

Bunctions fromerviceO$eration



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Connecting !rocesses and BunctionsConnecting !rocesses and BunctionsIt is often said that $rocesses are $erfect... unti# $eo$#e get invo#ved.

This saying comes from fai#ure &hen e7ecuting $rocesses due tomisunderstandings of the $eo$#e invo#ved and a #ack of c#arity of the ro#es andres$onsi"i#ities.

% usefu# too# to assist the definition of the ro#es and res$onsi"i#ities &hen designing$rocesses is the R%CI Mode#. ,)%I stands for",)%I stands for"

= esponsibility -actua##y does the &ork for that activity "ut re$orts to thefunction or $osition that has an ?%@ against it .

A = Accountability -is made accounta"#e for ensuring that the action takes $#ace,even if they might not do it themse#ves . This ro#e im$#ies o&nershi$.

C = Consult -adviceK guidance K information can "e gained from this function or$osition $rior to the action taking $#ace .I = Infor8 -the function or $osition that is to#d a"out the event after it hasha$$ened .

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R%CI Mode#R%CI Mode#

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The ervice Lifecyc#eThe ervice Lifecyc#e

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The ervice Lifecyc#eThe ervice Lifecyc#eLifecycle. The natural process of stages that an organism or

inanimate o#-ect goes through as it matures.!or e*ample( human stages are #irth( infant( toddler( child( pre'teen(teenager( young adult( adult( elderly adult and death.

The conce$t of the Service !ifec"cle is fundamenta# to ITIL Jersion E.

3#



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ITIL J.E Bive tages -"ooksITIL J.E Bive tages -"ooks

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Continua# ervice Im$rovementContinua# ervice Im$rovement



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'o& does the ervice Lifecyc#e &ork9'o& does the ervice Lifecyc#e &ork9

%#though there are $hases throughout the Lifecyc#e, they are not

se$arate. %#so $hases not necessari#y carried out in a $articu#ar order.

%t ervice Lifecyc#e a$$roach each $hase &i## affect the other,creating a continuous cyc#e.

Continuous ervice Im$rovement -C I $hase is incor$oratedthroughout a## of the other $hases.

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'o& does the ervice Lifecyc#e &ork9'o& does the ervice Lifecyc#e &ork9

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' & d th i Lif # & k9'o& does the ervice Lifecyc#e &ork9


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'o& does the ervice Lifecyc#e &ork9'o& does the ervice Lifecyc#e &ork9+er&ice +trategy (hase. ;etermine the needs, $riorities, demands and re#ativeim$ortance for desired services. Identifies the va#ue "eing created through servicesand the $redicted financia# resources re4uired to design, de#iver and su$$ort them.

+er&ice >esign (hase. ;esigns the infrastructure, $rocesses and su$$ortmechanisms needed to meet the %vai#a"i#ity re4uirements of the customer.

+er&ice Transition (hase. Ja#idates that the ervice meets the functiona# andtechnica# fitness criteria to 5ustify re#ease to the customer.

+er&ice peration (hase. Monitors the ongoing %vai#a"i#ity "eing $rovided. ;uringthis $hase &e a#so manage and reso#ve incidents that affect ervice %vai#a"i#ity.

Continual +er&ice I8pro&e8ent (hase. Coordinates the co##ection of data,information and knoedge regarding the 4ua#ity and $erformance of servicessu$$#ied and ervice Management activities $erformed.

ervice Im$rovement !#ans deve#o$ed and coordinated to im$rove any as$ectinvo#ved in the management of IT services.

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ITIL ?3 F d i i f fi&


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ITIL ?3 Foundations consists of fi&eCores-7oo;s-&olu8es

(. ITIL ervice trategy

D. ITIL ervice ;esign

E. ITIL ervice Transition

F. ITIL ervice O$eration

. ITIL Continua# ervice Im$rovement

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+er&ice +trategy

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+er&ice +trategy

The ervice trategy $hase is concerned &ith the deve#o$ment of

ca$a"i#ities for ervice Management.The guidance $rovided "y the vo#ume can "e summari1ed as2The guidance $rovided "y the vo#ume can "e summari1ed as2

3 Understanding the $rinci$#es of ervice trategy.

3 ;eve#o$ing ervice trategy &ithin ervice Management.

3 trategy and ervice >conomics.

3 'o& strategy affects the ervice Lifecyc#e.

3 trategy and organi1ationa# cu#ture and design.

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O"5ectives of ervice trategyO"5ectives of ervice trategyThe $rimary o"5ectives of ervice trategy are to2The $rimary o"5ectives of ervice trategy are to2

3 ;esign, deve#o$ and im$#ement service management as a strategic;esign, deve#o$ and im$#ement service management as a strategicassetasset and assisting gro&th of the organi1ation.

3 ;eve#o$ the IT organi1ation s ca$a"i#ity to manage the costs and;eve#o$ the IT organi1ation s ca$a"i#ity to manage the costs andrisks associated &ith their service $ortfo#iosrisks associated &ith their service $ortfo#ios.

3 ;efine the strategic o"5ectives of the IT organi1ation.;efine the strategic o"5ectives of the IT organi1ation.

%chieving these o"5ectives &i## ensure that the IT organi1ation has ac#ear understanding of ho& it can "etter su$$ort "usiness gro&th.

Think a"out 8'P something has to "e done, "efore thinking 'O8.

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Creating ervice Ja#ueCreating ervice Ja#ueIt is essentia# to c#ear#y esta"#ish va#ue "efore you can attach a $riceIt is essentia# to c#ear#y esta"#ish va#ue "efore you can attach a $rice

to the services offered.to the services offered.This ensures a fe& key things2

3 It avoids a $rice com$arison.

3 It ena"#es the ervice !rovider to distinguish their ca$a"i#ities anddifferentiation from their com$etitors.

3 It c#ear#y communicates to the customer &hat they can e7$ect toreceive as $art of the de#ivery service.

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Creating ervice Ja#ueCreating ervice Ja#ue

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8hich of the fo##o&ing is one of the $rimary o"5ectives of ervice

trategy9 %6 To design and "ui#d $rocesses that &i## meet "usiness needs

/6 To $rovide detai#ed s$ecifications for the design of IT services

C6 To transform ervice Management into a strategic asset;6 To underscore the im$ortance of services in the g#o"a# economy



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ervice !ackages and ervice Leve# !ackageservice !ackages and ervice Leve# !ackages


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g gg gInternet ervice !roviders -I !s 2Internet ervice !roviders -I !s 2

3 %s customers, &e have a &ide range of choice &hen #ooking for an I ! to $rovide

"road"and internet. 3 o as a resu#t I !s do need to &ork hard to attract customers "y communicating

the va#ue that they $rovide through their offerings.

3 They a#so need to offer a &ide range of choice for customers, &ho have varyingre4uirements and needs for their "road"and internet service.

%+er&ice (ac;age $rovides a detai#ed descri$tion of $ackage of "und#ed services

3 avai#a"#e to "e de#ivered to Customers.

3 The contents of a ervice !ackage inc#udes2

3 The core services $rovided

3 %ny su$$orting services $rovided

3 The ervice Leve# !ackage

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ervice !ackages and ervice Leve# !ackageservice !ackages and ervice Leve# !ackages


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g gg g %+er&ice (ac;age $rovides a detai#ed descri$tion of $ackage of "und#ed servicesavai#a"#e to "e de#ivered to Customers.

The contents of a ervice !ackage inc#udes2The core services $rovided

%ny su$$orting services $rovided

The ervice Leve# !ackage

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ervice !ackage >7am$#eervice !ackage >7am$#e


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g+er&ice Le&el (ac;ages are effective in deve#o$ing service $ackages&ith #eve#s of uti#ity and &arranty a$$ro$riate to the customer s needs

and in a cost6effective &ay.A %vai#a"i#ity 0 Ca$acity Leve#s

A Continuity Measures

A ecurity Leve#s

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;etai#ed ervice !ackage >7am$#e -I !;etai#ed ervice !ackage >7am$#e -I !


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Line of erviceLine of ervice


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ervice trategy !rocesseservice trategy !rocesses


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ervice trategy !rocesseservice trategy !rocesses

The $rocesses inc#uded in the ervice trategy #ifecyc#e $hase are2The $rocesses inc#uded in the ervice trategy #ifecyc#e $hase are2

3 ervice !ortfo#io Management 3 Binancia# Management

3 ;emand Management

These three $rocesses &ork together to ena"#e an IT organi1ation toThese three $rocesses &ork together to ena"#e an IT organi1ation toma7imi1e the va#ue of services "eing $rovided to customers and toma7imi1e the va#ue of services "eing $rovided to customers and to$rovide the 4ua#ity information re4uired to make investment decisions$rovide the 4ua#ity information re4uired to make investment decisionsregarding IT.regarding IT.

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ervice !ortfo#io Managementervice !ortfo#io Management


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g@oals and b9ecti&es.

The primary goal of Service ortfolio Management is to "The primary goal of Service ortfolio Management is to " 3 $rovide strategic direction and management of investments into IT

ervice Management so that an o$timum $ortfo#io of services iscontinua##y maintained.

/ther o#-ectives include"/ther o#-ectives include" 3 To $rovide an im$roved a"i#ity for su$$orting and enhancing

"usiness $rocesses and "usiness services.

3 To identify and define the "usiness va#ue $rovided "y IT services.

3 To maintain accurate information regarding $#anned, current andretired IT services.

5/


ervice !ortfo#io Managementervice !ortfo#io Management


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ervice !ortfo#io Managementervice !ortfo#io ManagementThe ervice !ortfo#io ans&ers the fo##o&ing strategic 4uestions2

3 8hy shou#d a customer "uy these services9 3 8hy shou#d they "uy these services from us9

3 8hat are the $ricing mode#s9

3 8hat are our strengths and &eaknesses, $riorities and risk9

3 'o& are resources and ca$a"i#ities to "e a##ocated9

50


ervice !ortfo#ioervice !ortfo#io


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#


ervice !ortfo#ioervice !ortfo#io


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% ervice !ortfo#io descri"es a $rovider s services in terms of "usiness va#ue. % ervice !ortfo#io descri"es a $rovider s services in terms of "usiness va#ue.

It inc#udes the com$#ete set of services managed "y a ervice !rovider,It inc#udes the com$#ete set of services managed "y a ervice !rovider,$roviding a means for com$aring service va#ue across mu#ti$#e $roviders.$roviding a means for com$aring service va#ue across mu#ti$#e $roviders.It is $ossi"#e for a ervice !rovider to have mu#ti$#e ervice !ortfo#iosIt is $ossi"#e for a ervice !rovider to have mu#ti$#e ervice !ortfo#iosde$ending on the customer grou$s that they su$$ort.de$ending on the customer grou$s that they su$$ort.

The information contained &ithin the $ortfo#io is used to manage the entireThe information contained &ithin the $ortfo#io is used to manage the entire

#ifecyc#e of a## services, for one or more customers.#ifecyc#e of a## services, for one or more customers.+er&ices are grouped into three distinct categories in the +er&ice(ortfolio.

3 ervice !i$e#ine -services that have "een $ro$osed or in deve#o$ment .

3 ervice Cata#ogue -#ive services or those avai#a"#e for de$#oyment . 3 Retired ervices -decommissioned services .

The information making u$ the ervice !ortfo#io-s &i## come from manysources.#1



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ervice !ortfo#io 0ervice !ortfo#io 0

Cata#ogCata#og

#2



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8hich of the fo##o&ing is a "enefit of using ITIL9

%. That it is fina##y $ossi"#e to charge for IT services

/. That the organi1ation around the IT services can "e set u$ faster

C. That the 4ua#ity and the costs of the IT services can "e contro##edmore efficient#y

;. That the users can inf#uence the IT organi1ation $roviding the ITservices

#3



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8hat is the "asis of the ITIL a$$roach to ervice Management9

%. Interre#ated activities

/. Officia#s

C. ;e$artments;. IT resources

#4



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8hat is the R%CI mode# used for9

a ;ocumenting the ro#es and re#ationshi$s of stakeho#ders in a $rocessor activity

" ;efining re4uirements for a ne& service or $rocess

c %na#y1ing the "usiness im$act of an incident

d Creating a "a#anced scorecard sho&ing the overa## status of erviceManagement

#5



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8hich of the fo##o&ing is =OT one of the ITIL core $u"#ications9

a ervice O$timi1ation" ervice Transition

c ervice ;esign

d ervice trategy

##



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8hich of the fo##o&ing statements is CORR>CT9

(. On#y one $erson can "e res$onsi"#e for an activityD. On#y one $erson can "e accounta"#e for an activity

a %## of the a"ove" ( on#y

c D on#y

d =one of the a"ove

#%


+er&ice (ortfolio Manage8ent+er&ice (ortfolio Manage8ent is a dyna8ic and ongoing process andincludes the follo


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includes the follo ing 8ethods.

>efine. Used to va#idate $ortfo#io data. It is the assessment of services in terms of$otentia# "enefits and ca$a"i#ities re4uired to $rovision and maintain them.Through this activity( the initial creation of the Service ortfolio #egins.Through this activity( the initial creation of the Service ortfolio #egins.

Analy e. Ma7imi1e $ortfo#io va#ue, a#ign, $rioriti1e and "a#ance su$$#y and demand.This is &here strategic intent is created. Questions asked here include"Questions asked here include"

8hat are the #ong term goa#s of the service organi1ation9

8hat services are re4uired to meet those goa#s9

8hat ca$a"i#ities and resources are re4uired to de#iver and su$$ort those services9

'o& &i## &e get there9

Appro&e. Bina#i1e $ro$osed $ortfo#ioQ authori1e services and resources needed tode#iver services.Charter. !#ans and tracks the $rogress of service investments across the $ortfo#ioand a##ocate the re4uired resources. Used to schedu#e and manage the design,transition, change and retirement of services.#/


RevisionRevision


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IT+M is the effective and efficient $rocess driven management of4ua#ity IT ervices.

3 The added va#ue to IT M is that is "usiness a#igned and maintains aho#istic ervice Lifecyc#e a$$roach.

Bour !ers$ectives of IT M -as found in ervice ;esign !hase 2

3 !eo$#e 3 !artners

3 !rocess

3!roducts

#0


RevisionRevision


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(rocess &s, +er&ice

3 (rocess. a set of coordinated activities com"ining andim$#ementing resources and ca$a"i#ities in order to $roduce anoutcome and provide value to customers or sta#eholders .

3 Characteristics of ever" process include.AThey are measura"#e,AThey de#iver s$ecific resu#tsAThey de#iver outcomes to customers or stakeho#dersAThey res$ond to s$ecific events -triggers

3 +er&ice 2 a means of de#ivering va#ue to customers "y faci#itatingoutcomes customers &ant to achieve &ithout the o&nershi$ ofs$ecific costs or risks.

%


RevisionRevision%process o$ner is res$onsi"#e for im$rovements and ensuring that


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% process o$ner is res$onsi #e for im$rovements and ensuring thatthe $rocess is fit for the desired $ur$ose. They are accounta"#e for the

out$uts of that $rocess. %service o$ner is accounta"#e for the de#ivery of a s$ecific IT

ervice and is res$onsi"#e for continua# im$rovement andmanagement of change affecting ervices under their care.

The process o&ner and service o&ner are accountable for the$rocess or service under their care. 0owever they may not #e0owever they may not #eresponsi#le for performing many of the actual activities re+uired forresponsi#le for performing many of the actual activities re+uired forthe process or service.the process or service.

%(rocess Manager is res$onsi"#e for the operational 1daily2management of a $rocess. There may #e several Managers for oneThere may #e several Managers for one process. process.%1



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%2


RevisionRevision


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ACI Model

3 The R%CI mode# he#$s sho& ho& a $rocess actua##y does &ork endto end across severa# functiona# grou$s "y defining ro#es andres$onsi"i#ities, as &e## as organi1ationa# structure.

= esponsibility

A = Accountability

C = Consult

I = Infor8

%3


RevisionRevision


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+er&ice (ro&ider Types

3 Interna# ervice !rovider 3 hared ervice !rovider

3 >7terna# ervice !rovider

oles 2 There are many ro#es associated &ith ITIL $rocesses.>ach $rocess shou#d have a !rocess Manager.

IT Infrastructure 2 a## the hard&are, soft&are, net&orks, faci#ities,services and su$$ort e#ements that are re4uired to develop( test(deliver( monitor( control and support IT ervices

%4


RevisionRevisionIT+M 2 % set of s$ecia#i1ed organi1ationa# ca$a"i#ities for $roviding


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IT M 2 % set of s$ecia#i1ed organi1ationa# ca$a i#ities for $rovidingva#ue to customers in the form of services.

Capabilities. The functions and $rocesses uti#i1ed to manageservices. Ca$a"i#ities are intangi"#e assets of an organi1ation andcannot "e $urchased, "ut must "e deve#o$ed and matured over time.

esources. % generic term that inc#udes IT Infrastructure, $eo$#e,

money or anything e#se that might he#$ to de#iver an IT service.Resources are a#so considered to "e tangi"#e assets of anorgani1ation.

@ood (ractice. !also referred to as 7est (ractice" That &hich is

successfu# in ?


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Functions 2 % team or grou$ of people and the too#s they use to carryout one or more !rocesses or %ctivities. Bunctions $rovide units of

organi1ation res$onsi"#e for s$ecific outcomes.Custo8er 2 refers to the $erson &ho ?$ays@ for the service, or has theauthority to re4uest a service

ser. %n organi1ation s staff mem"erKem$#oyee &ho ?uses@ the ITservice+yste8 2 refers to a range of re$ositories for storing and accessinginformation 3 can inc#ude data"ases, Bi#ing ca"inets, storagecu$"oards , ervers, Routers, &ithes

%#


Investment Categories 0 /udget %##ocationsInvestment Categories 0 /udget %##ocationsS i I t t lit 3 t t i t i "Ser ice In estments re split mong 3 str tegic c tegories"


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Service Investments are split among 3 strategic categories"Service Investments are split among 3 strategic categories"

3 Transfor8 the 7usiness !TT7".ATT/ investments are focused on initiatives that enter ne& market

s$aces &ith ne& ca$a"i#ities "eing deve#o$ed. 3 @ro< the 7usiness !@T7".

AGT/ investments are intended to gro& the organi1ation s sco$e ofservices. 3 un the 7usiness ! T7".

ART/ investments are centered on maintaining service o$erations

%%


/a#ancing a ervice !ortfo#io/a#ancing a ervice !ortfo#io


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%/


The resu#ts for e7isting services fa## into < categoriesThe resu#ts for e7isting services fa## into < categories6B6W. These services meet functiona# fitness criteria, "ut fai# technica# fitness.


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,

6(LAC6. These services have unc#ear and over#a$$ing "usiness functiona#ity.

6TAIB. Large#y se#f contained, &ith &e## defined asset, $rocess and system"oundaries.

These services are a#igned &ith and are re#evant to the organi1ation s strategy

6FACT . Often services that meet the technica# and functiona# criteria of the

organi1ation dis$#ay fu11y $rocess or system "oundaries. In these cases, theservice can often "e refactored to inc#ude on#y the core functiona#ity, &ith commonservices used to $rovide the remainder.

6TI 6. Retired services that do not meet minimum #eve#s of technica# andfunctiona# fitness.

ATI BALI 6. Used to address $ortfo#ios that offer services &hich in fact arecom$osed of mu#ti$#e re#eases of the same o$erating system, service or a$$#icationetc.

%0



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8hich of the fo##o&ing identifies t&o ervice !ortfo#io com$onents&ithin the ervice Lifecyc#e9

a Re4uirements !ortfo#io and ervice Cata#ogue

" ervice :noedge Management ystem and ervice Cata#ogue

c ervice :noedge Management ystem and Re4uirements !ortfo#io

d Re4uirements !ortfo#io and Configuration Management ystem

/


efreshing the (ortfolio8e shou#d a#&ays remem"er continuous cyclecontinuous cycle that seeks to refresh


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the ervice !ortfo#io, making service investments that $rovide ano$timum "a#ance of risk and re&ard.

Changes occur to the conditions &ithin every market s$ace,inva#idating $revious Return on Investment -ROI ca#cu#ations.

ome of these changes may "e a resu#t of2

3 =e& com$etitors or a#ternative o$tions entering a market. 3 The introduction of ne& com$#iance regu#ations.

3 Mergers and ac4uisitions.

3 =e& or changed $u"#ic #egis#ation. 3 Changes in the economic c#imate affecting various markets.

/1


Binancia# ManagementBinancia# ManagementA i&i i 2


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Acti&ities 2 3 /udgeting -Bunding redicting the e*pected future re+uirements for funds to deliver the agreed upon services and monitoring adherence to the defined #udgets. 3 IT %ccounting 3 Charging -Charge"ack !optional acti&ity" %harging customers for their use of IT Services.

7enefits of Financial Manage8ent

3 >nhanced decision making

3 Increased s$eed of change

3 Im$roved ervice !ortfo#io Management

3 Binancia# com$#iance and contro#

3 O$erationa# Contro#

3 Ja#ue ca$ture and creation

3 Increased visi"i#ity

3 Increased $erce$tion of IT/2


Termino#ogyTermino#ogy

Cost Types. These are higher #eve# e7$enses identified such as hard&are,


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yp g ,soft&are, $eo$#e, accommodation, transfer and e7terna# costs.

Cost 6le8ents. The actua# e#ements making u$ the cost ty$es a"ove e.g. for thehard&are cost ty$e it &ou#d inc#ude the e#ements such as C!Us, ervers, ;eskto$s

>irect Costs. Cost e#ements identified to "e c#ear#y attri"uted to on#y a sing#ecustomer or service.

Indirect Costs. Often kno&n as overheads, these are costs that are shared acrossmu#ti$#e customers or services, &hich have to "e shared in a fair manner.

Cost nits. % cost unit is the identified unit of consum$tion that is accounted for a

$articu#ar service or service asset.

/3


/ i d i d 4 i t f & i h #d "


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/usiness drivers and re4uirements for a ne& service shou#d "econsidered during9

3 a Revie& of the router o$erating system $atches

3 " Revie& of the current ca$a"i#ities of IT service de#ivery

3 c The !ost Im$#ementation Revie& -!IR of a change

3 d ;ecommissioning #egacy servers

/4


8hi h f th f ## &i g ti iti i i L # M g t


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8hich of the fo##o&ing activities is ervice Leve# Managementres$onsi"#e for9

3 a ;esign the configuration management system from a "usiness$ers$ective

3 " Create techno#ogy metrics to a#ign &ith customer needs 3 c Create a customer facing service cata#ogue

3 d Train service desk on ho& to dea# &ith customer com$#aints a"outservice

/5


8hen ana#y1ing an outcome for creation of va#ue for customers &hat


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8hen ana#y1ing an outcome for creation of va#ue for customers, &hatattri"utes of the service shou#d "e considered9

a O"5ectives, Metric, ;esired outcome

" /usiness O"5ectives, IT o"5ectives, !rocess metrics

c ;esired outcome, u$$#ier metrics, IT o"5ectives

d !eo$#e, !roducts, Techno#ogy

/#


etting $o#icies and o"5ectives is the $rimary concern of &hich of the


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etting $o#icies and o 5ectives is the $rimary concern of &hich of thefo##o&ing e#ements of the ervice Lifecyc#e9

3 a ervice trategy

3 " ervice trategy and Continua# ervice Im$rovement

3 c ervice trategy, ervice Transition and ervice O$eration 3 d ervice trategy, ervice ;esign, ervice Transition, ervice

O$eration and Continua# ervice Im$rovement

/%


8hich ITIL $rocess has res$onsi"i#ity in $reventing unauthori1ed


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8hich ITIL $rocess has res$onsi i#ity in $reventing unauthori1edaccess to data9

%. IT service continuity management

/. %vai#a"i#ity management

C. Re#ease management

;. ecurity management

//


8hich of the fo##o&ing statements are CORR>CT a"out Bunctions9


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3 (. They $rovide structure and sta"i#ity to organi1ations

3 D. They are se#f6contained units &ith their o&n ca$a"i#ities andresources

3 E. They re#y on $rocesses for cross6functiona# coordination andcontro#

3 F. They are cost#ier to im$#ement com$ared to $rocesses

3 a (, D and E on#y

3 " (, D and F on#y

3 c %## of the a"ove 3 d =one of the a"ove/0


If an organi1ation is a"#e to "ecome more $roactive in its IT M


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If an organi1ation is a #e to ecome more $roactive in its IT M$rocesses, &hat is #ike#y to ha$$en to su$$ort costs9

a They are #ike#y to increase gradua##y

" They are #ike#y to increase dramatica##y

c They are #ike#y to gradua##y reduce

d They are #ike#y to reduce initia##y and then gradua##y return to current#eve#

0


8hich off the fo##o&ing is a characteristic of every $rocess9


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(. It is measura"#e

D. It is time#y

E. It de#ivers a s$ecific resu#t

F. It res$onds to a s$ecific event

. It de#ivers its $rimary resu#t to a customer or stakeho#der

a (, D, E and F on#y

" (, D, F and on#y

c (, E, F and on#yd %## of the a"ove

01


% ervice Leve# !ackage is "est descri"ed as9


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% ervice Leve# !ackage is est descri ed as9

a % definite #eve# of uti#ity and &arranty associated &ith a core service$ackage

" % descri$tion of customer re4uirements used to negotiate a ervice

Leve# %greementc % descri$tion of the va#ue that the customer &ants and for &hich they

are &i##ing to $ay

d % document sho&ing the ervice Leve#s achieved during an agreedre$orting $eriod

02


% ervice o&ner is res$onsi"#e for &hich of the fo##o&ing9


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% ervice o&ner is res$onsi #e for &hich of the fo##o&ing9

a Recommending im$rovements

" ;esigning and documenting a ervice

c Carrying out the ervice O$erations activities needed to su$$ort aervice

d !roducing a "a#anced scorecard sho&ing the overa## status of a##ervices

03


8hich of the fo##o&ing statements is CORR>CT for a## $rocesses9


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g $

a They define activities, ro#es, res$onsi"i#ities, functions and metrics

" They create va#ue for stakeho#ders

c They are carried out "y a ervice !rovider in su$$ort of a Customer

d They are units of organi1ations res$onsi"#e for s$ecific outcomes

04


The ITIL JE core is "est descri"ed as9


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a %n O$erations Lifecyc#e

" %n IT Management Lifecyc#e

c % ervice Lifecyc#e

d %n Infrastructure Lifecyc#e

05


'o& does an organi1ation use Resources and Ca$a"i#ities in creating


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g gva#ue9

a They are used to create va#ue in the form of out$ut for $roductionmanagement

" They are used to create va#ue in the form of goods and servicesc They are used to create va#ue to the IT organi1ation for ervice

u$$ort

d They are used to create va#ue to the IT organi1ation for ervice;e#ivery

0#


In &hich core $u"#ication can you find detai#ed descri$tions of thefo##o&ing9


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(. ervice !ortfo#io Management

D. ;emand Management

E. Binancia# Management

a ervice O$erations" ervice trategy

c ervice Transition

d Continua# ervice Im$rovement

0%


Learning and im$rovement is the $rimary concern of &hich of the


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fo##o&ing e#ements of the ervice Lifecyc#e9

a ervice trategy, ervice ;esign, ervice Transition, erviceO$eration and Continua# ervice Im$rovement

" ervice trategy, ervice Transition and ervice O$erationc ervice O$eration and Continua# ervice Im$rovement

d Continua# ervice Im$rovement

0/


% !rocess o&ner is res$onsi"#e for &hich of the fo##o&ing9


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a !urchasing too#s to su$$ort the !rocess

" >nsuring that targets s$ecified in an L% are met

c Carrying out activities defined in the !rocess

d Monitoring and im$roving the !rocess

00


8hich of the fo##o&ing 4uestions is =OT ans&ered "y ervice


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!ortfo#io Management9

a 'o& shou#d our resources and ca$a"i#ities "e a##ocated9

" 8hat o$$ortunities are there in the market9

c 8hy shou#d a customer "uy these services9

d 8hat are the $ricing or charge"ack mode#s9

1


>e8and Manage8ent>e8and Manage8ent

@ AL.


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(.(. The $rimary goa# of ;emand Management is to assist the IT erviceThe $rimary goa# of ;emand Management is to assist the IT ervice!rovider in understanding and inf#uencing Customer demand for!rovider in understanding and inf#uencing Customer demand forservices and the $roviding of Ca$acity to meet these demands.services and the $roviding of Ca$acity to meet these demands.

D.Identification and ana#ysis of !atterns of /usiness %ctivity -!/% anduser $rofi#es that generate demand.

E.Uti#i1ing techni4ues to inf#uence and manage demand in such a &aythat e7cess ca$acity is reduced "ut the "usiness and customerre4uirements are sti## satisfied.

1 1



4uestions asked a"out ;emand management here inc#ude2


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4uestions asked a out ;emand management here inc#ude2

3 8hen and &hy does the "usiness need this ca$acity9 3 ;oes the "enefit of $roviding the re4uired ca$acity out&eigh the

costs9

3 8hy shou#d the demand for services "e managed to a#ign &ith the

IT strategic o"5ectives9

1 2



4emand Management utilization will vary greatly #etween each4emand Management utilization will vary greatly #etween each


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organization.organization.

T&o e7am$#es sho&ing these differences are2T&o e7am$#es sho&ing these differences are2

ADealth rgani ations. 8hen $roviding IT ervices that su$$ort critica# services"eing offered to the $u"#ic, it &ou#d "e un#ike#y that there &ou#d "e many -if anydemand management restrictions that &ou#d "e uti#i1ed, as the im$act of theserestrictions cou#d #ead to tragic im$#ications for $atients "eing treated.

ACo88ercial Confectionery rgani ations 2 Ty$ica##y a confectionery com$any&i## have e7treme#y "usy $eriods around traditiona# ho#idays -e.g. >ids .

;emand Management techni4ues &ou#d "e uti#i1ed to $romote more cost6effectiveuse of IT during the non6$eak $eriods.

1 3


Acti&ityEbased >e8and Manage8entActi&ityEbased >e8and Manage8entThe $rimary source of demand for IT services comes from thee7ecution of "usiness $rocess &ithin the organi1ation-s "eing served.


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8ith any "usiness $rocess, there &i## "e a num"er of variations in&ork#oad that &i## occur, &hich are identified as $atterns of "usinessactivity -!/% so that their affect on demand $atterns can "eunderstood.

/y understanding e7act#y ho& the customer s "usiness activityo$erates, the IT organi1ation can im$rove the &ay in &hich ca$acity is$#anned and $roduced for any su$$orting services.

Over time, ;emand Management shou#d "e a"#e to "ui#d a $rofi#e of"usiness $rocesses and the $atterns of "usiness activity in such a &aythat seasona# variations as &e## as s$ecific events -e.g. adding ne&em$#oyees can "e antici$ated in terms of associated demand.

1 4



There are t


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(.!hysica#KTechnica# constraints!hysica#KTechnica# constraints e.g. restrict num"er of connections,

users, running times

D. Binancia# charge"ackBinancia# charge"ack e.g. using e7$ensive charging for servicesnear fu## ca$acity or over ca$acity 4uotas

;emand Management needs to &ork c#ose#y &ith the other ervicetrategy $rocesses -Binancia# Management 0 ervice !ortfo#ioManagement , as &e## as ervice Leve# Management in ensuring thea$$ro$riate deve#o$ment of ervice !ackages that $ositive#y inf#uencethe demand and consum$tion of IT resources and services.

1 5


>very morning "et&een *2++am and *2E+am, a$$ro7imate#y ( ++ users #ogon to thenet&ork. %t the same time, many IT services, "atch 5o"s and re$orts are run "y

i g $ th gh t th g i1 ti


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various grou$s throughout the organi1ation.

Recent#y the $erformance of the IT infrastructure has "een e7$eriencing $ro"#emsduring this time $eriod, Outside of this time, the IT infrastructure $erforms atacce$ta"#e #eve#s.

What are so8e >e8and Manage8ent techni ues that could be utili ed toaddress this situation:

taggering &ork start times

!rioriti1ing re$orts and "atch 5o"s

Running non6time6critica# re$orts and "atch 5o"s at night or outside ty$ica# &orkhours

Restricting any non6critica# activities during $eak $eriods

1 #


Service Strateg" Summar" Service Strateg" Summar"

The Service Strategy phase ena#les the organization to ensure thatThe Service Strategy phase ena#les the organization to ensure thatth i ti l # ti f IT d fi d d th t S i dthe org ni tion l o# ecti es for IT re defined nd th t Ser ices nd


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the organizational o#-ectives for IT are defined and that Services andthe organizational o#-ectives for IT are defined and that Services and

Service ortfolios are ma*imized for value.Service ortfolios are ma*imized for value./ther #enefits delivered include"/ther #enefits delivered include"

>nhanced a"i#ity to $redict the resources re4uired to fund ITQ

C#earer visi"i#ity of the costs for $roviding IT ervicesQua#ity information to su$$ort investment decisions in ITQ

Understanding of the use and demand for IT ervices, &ith the a"i#ityto inf#uence $ositive and cost6effective use of IT.

1 %


Service Strateg" Summar" Service Strateg" Summar" Service Strategy has many important interfaces with the rest of theService Strategy has many important interfaces with the rest of theService Lifecycle. Some of these include"Service Lifecycle. Some of these include"


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3Interfaces esign (haseA ervice Mode#s, &hich descri"e ho& service assets interact &ith

customer assets.A;efinition of "usiness outcomes to "e su$$orted "y services.

AUnderstanding of varying $riority in re4uired service attri"utes.ARe#ative design constraints for the service -e.g. "udget, contractua#terms and conditions, co$yrights, uti#ity, &arranty, resources,standards and regu#ations etc .

A;efinition of the cost mode#s associated &ith $roviding services.

1 /


Service Strateg" Summar" Service Strateg" Summar" Service Strategy has many important interfaces with the rest of theService Strategy has many important interfaces with the rest of theService Lifecycle. Some of these include"Service Lifecycle. Some of these include"


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Interfaces


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y

Interfaces


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Service Lifecycle. Some of these includeService Lifecycle. Some of these include

Interfaces


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8hich of the fo##o&ing statements is CORR>CT a"out Ngood$ractice 9


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$ractice 9

a It can "e used to drive an organi1ation for&ard

" It is something that is in &ide industry use

c It is a#&ays documented in internationa# standards

d It is a#&ays "ased on ITIL

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Consider the fo##o&ing statements2


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(. % !rocess shou#d "e tracea"#e to a s$ecific trigger D. % characteristic of the ?!rocess@ is that it is $erformance driven and

a"#e to "e measured

8hich of the a"ove statements are CORR>CT9

a ( on#y

" %## of the a"ove

c =one of the a"ove

d D on#y

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?8arranty of a service@ means &hich of the fo##o&ing9


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a The service is fit for $ur$ose

" There &i## "e no fai#ures in a$$#ications and infrastructure associated&ith the service

c %## service6re#ated $ro"#ems are fi7ed free of charge for a certain$eriod of time

d Customers are assured of certain #eve#s of avai#a"i#ity, ca$acity,continuity and security

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% ervice Cata#ogue shou#d contain &hich of the fo##o&ing9


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a The version information of a## soft&are

" The organi1ationa# structure of the com$any

c %sset information

d ;etai#s of a## o$erationa# services

11#


Bunctions are "est descri"ed as9


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a 8ithout their o&n "ody of knoedge

" C#osed #oo$ systems

c e#f6Contained units of organi1ations

d Bocusing on transformation to a goa#

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8hy shou#d monitoring and measuring "e used &hen trying toim$rove services9


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a To va#idate, direct, 5ustify and intervene

" To va#idate, measure, monitor and change

c To va#idate, $#an, act and im$rove

d To va#idate, assign resources, $urchase techno#ogy and train $eo$#e

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8hich of the fo##o&ing is the CORR>CT descri$tion of the Bour ! s ofervice ;esign9


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a % four ste$ $rocess for the design of effective ervice Management

" % definition of the $eo$#e and $roducts re4uired for successfu# design

c % set of 4uestions that shou#d "e asked &hen revie&ing designs$ecifications

d The four ma5or areas that need to "e considered in the design ofeffective ervice Management

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8hich ITIL® $rocess is res$onsi"#e for dra&ing u$ a chargingsystem9


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a %vai#a"i#ity Management

" Ca$acity Management

c Binancia# Management for IT ervices

d ervice Leve# Management

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8hich of the fo##o&ing identifies t&o ervice !ortfo#io com$onents&ithin the ervice Lifecyc#e9


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a Re4uirements !ortfo#io and ervice Cata#ogue

" ervice :noedge Management ystem and ervice Cata#ogue

c ervice :noedge Management ystem and Re4uirements !ortfo#io

d Re4uirements !ortfo#io and Configuration Management ystem

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% ervice Leve# !ackage is "est descri"ed as9


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a % descri$tion of customer re4uirements used to negotiate a erviceLeve# %greement

" % defined #eve# of uti#ity and &arranty associated &ith a core service

$ackagec % descri$tion of the va#ue that the customer &ants and for &hich they

are &i##ing to $ay

d % document sho&ing the ervice Leve#s achieved during an agreed

re$orting $eriod

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etting $o#icies and o"5ectives is the $rimary concern of &hich of thefo##o&ing e#ements of the ervice Lifecyc#e9


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a ervice trategy

" ervice trategy and Continua# ervice Im$rovement

c ervice trategy, ervice Transition and ervice O$erationd ervice trategy, ervice ;esign, ervice Transition, ervice

O$eration and Continua# ervice Im$rovemen

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% service o&ner is res$onsi"#e for &hich of the fo##o&ing9


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a ;esigning and documenting a ervice

" Carrying out the ervice O$erations activities needed to su$$ort aervice

c !roducing a "a#anced scorecard sho&ing the overa## status of a##ervices

d Recommending im$rovements

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The uti#ity of a service is "est descri"ed as2


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a Bit for design

" Bit for $ur$ose

c Bit for function

d Bit for use

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The F ! s of IT M are $eo$#e, $artners, $rocesses and2


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a !ur$ose

" !roducts

c !ers$ectives

d !ractice

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The contents of a service $ackage inc#ude2


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a /ase ervice !ackage, u$$orting ervice !ackage, ervice Leve#!ackage

" Core ervice !ackage, u$$orting !rocess !ackage, ervice Leve#

!ackagec Core ervice !ackage, /ase ervice !ackage, ervice u$$ort

!ackage

d Core ervice !ackage, u$$orting ervices !ackage, ervice Leve#

!ackages

12%


+er&ice >esign+er&ice >esign


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12/


+er&ice >esign+er&ice >esign

The ervice ;esign $hase is concerned &ith the design of ITThe ervice ;esign $hase is concerned &ith the design of ITervices, as &e## as the associated or re4uired items #ike2ervices, as &e## as the associated or re4uired items #ike2


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3 !rocesses. 3 ervice Management systems and too#s.

3 ervice o#utions.

3Techno#ogy architectures.

3 Measurement systems.

The important factor in the design of new or changed services is toThe important factor in the design of new or changed services is tosupport changing #usiness needs.support changing #usiness needs.

>very time a ne& service so#ution is $roduced, it needs to "e checkedagainst the rest of the ervice !ortfo#io to ensure that it &i## integrateand interface &ith a## of the other services in e7istence.120


b9ecti&es of +er&ice >esignb9ecti&es of +er&ice >esign

The three main o"5ectives &ithin the ervice ;esign that $rovideThe three main o"5ectives &ithin the ervice ;esign that $rovidedirection to the $rocesses invo#ved are2direction to the $rocesses invo#ved are2


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To convert the strategic o"5ectives defined during ervice trategy intoervices and ervice !ortfo#ios.

To use a ho#istic a$$roach for design to ensure integrated end6to6end"usiness re#ated functiona#ity and 4ua#ity.

To ensure consistent design standards and conventions are fo##o&ed ina## services and $rocesses "eing designed.

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Fi&e Ma9or Aspects of +er&ice >esignFi&e Ma9or Aspects of +er&ice >esign

(. +er&ice (ortfolio. ervice Management systems and too#s,es$ecia##y the ervice !ortfo#io for the management and contro# ofservices through their #ifecyc#e.


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D. +er&ice +olutions. inc#uding a## of the functiona# re4uirements,resources and ca$a"i#ities needed and agreed.

E. Technology architectures. Techno#ogy architectures and

management architectures and too#s re4uired to $rovide the service.F. (rocesses. !rocesses needed to design, transition, o$erate andim$rove the service.

. Measure8ent syste8s. Measurement systems, methods and

metrics for the services, the architectures and their constituentcom$onents and the $rocesses.

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The Information ecurity !o#icy shou#d "e avai#a"#e to &hich grou$s of$eo$#e9


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a enior "usiness managers and a## IT staff

" enior "usiness managers, IT e7ecutives and the ecurity Manager

c %## customers, users and IT staff d Information ecurity Management staff on#y

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8hich ITIL $rocess is res$onsi"#e for setting u$ the cost a##ocationsystem9


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%. %vai#a"i#ity Management

/. Binancia# Management for IT ervices

C. Ca$acity Management;. ervice Leve# Management

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+er&ice >esign (ac;ages+er&ice >esign (ac;ages

The information contained &ithin a ervice ;esign !ackage inc#udinga## as$ects of the service and its re4uirements is used to $rovide


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guidance and structure through a## of the su"se4uent stages of its#ifecyc#e.

% ervice ;esign !ackage is $roduced for each ne& IT ervice, ma5orChange, or IT ervice Retirement

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+er&ice >esign (ac;ages+er&ice >esign (ac;ages

Service %esign &ac#ages'Service %esign &ac#ages'

/usiness Re4uirements

ervice %$$#ica"i#ity


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ervice Contacts

ervice Bunctiona# Re4uirements

ervice Leve# Re4uirements

ervice ;esign 0 To$o#ogy

Organi1ationa# Readiness %ssessment

User %cce$tance Test Criteria

ervice !rogram

ervice Transition !#anervice O$erationa# !#an

ervice %cce$tance Criteria


Service %esign &rocessesService %esign &rocesses

The $rocesses inc#uded &ith the ervice ;esign #ifecyc#e $hase are2

3 ervice Leve# Management -;esign


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3 Ca$acity Management

3 %vai#a"i#ity Management

3 IT ervice Continuity Management

3 Information ecurity Management 3 u$$#ier Management

3 ervice Cata#ogue Management

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+er&ice Le&el Manage8ent+er&ice Le&el Manage8ent

@ AL. The $rimary goa# of ervice Leve# Management is to ensurethat an agreed #eve# of IT service is $rovided for a## current IT services,


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and that future services are de#ivered to agreed achieva"#e targets.It a#so $roactive#y seeks and im$#ements im$rovements to the #eve# ofservice de#ivered to customers and users.

/y acting as the #iaison "et&een the IT ervice !rovider and the

customers, ervice Leve# Management - LM is uti#i1ed to ensure thatthe actions re4uired for gathering re4uirements, deve#o$ingagreements, and measuring and re$orting $erformance are $erformedin a consistent manner in #ine &ith the needs of the "usiness andcustomers.

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8hich $rocess is res$onsi"#e for recording the current detai#s, status,interfaces and de$endencies of a## services that are "eing run or "eing


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$re$ared to run in the #ive environment9

%. ervice Leve# Management

/. ervice Cata#ogue Management

C. ;emand Management

;. ervice Transition

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Connection /et&een ervice ;esign and ervice #eve#Connection /et&een ervice ;esign and ervice #eve#Management Lifecyc#esManagement Lifecyc#es>uring the +er&ice >esign lifecycle phase$ +er&ice Le&elManage8ent.

$ $


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;esigns and $#ans the LM $rocess and ervice Leve# %greement- L% tructure

;etermines the ervice Leve# Re4uirements - LRs

=egotiates and %grees u$on the re#evant ervice Leve# targets &ithcustomers to $roduce L%s.

=egotiates and agrees u$on the su$$ort e#ements re4uired "y theinterna# IT grou$s and >7terna# u$$#iers to $roduce O$erationa#Leve# %greements -interna# and u$$orting Contracts -e7terna# .

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RevisionRevisionervice ;esignervice ;esign s u#timate concern is the design of ne& or modified

services for introduction into a $roduction -#ive environment.

d h h d f d d f d


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ervice ;esignervice ;esign is a#so concerned &ith the design of ne& and modified$rocesses re4uired to de#iver and su$$ort these services.

(arts of +er&ice >esign

ervice o#utions

ervice Management systems 0 too#s

Techno#ogy %rchitectures

!rocesses

Measurement ystems and Metrics14

%## to ensure that %## to ensure thatstandards andstandards and

conventions areconventions arefo##o&edfo##o&ed


RevisionRevision+er&ice >esign (ac;ages

;efines a## $arts of an IT ervice and its re4uirements through each stage of itsLifecyc#e. % ervice ;esign !ackage is $roduced for each ne& IT ervice, ma5orChange, or IT ervice Retirement.


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+er&ice >esign (ac;age contents.

/usiness Re4uirements

ervice %$$#ica"i#ity

ervice Contacts

ervice Bunctiona# Re4uirements

ervice Leve# Re4uirements

ervice !rogram

ervice Transition !#anervice O$erationa# !#an

ervice %cce$tance Criteria

A ervice ;esign 0 To$o#ogyA Organi1ationa# Readiness

%ssessment.


RevisionRevisionervice o#utionervice o#ution2 inc#udes a## of the functiona# re4uirements, resources

and ca$a"i#ities needed and agreed

S i ! l (


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Service !evel (anagement @oal@oal '' To ensure that the #eve#s of IT service de#ivery are achieved,To ensure that the #eve#s of IT service de#ivery are achieved,"oth for e7isting services and ne& services in accordance &ith the"oth for e7isting services and ne& services in accordance &ith theagreed targets.agreed targets.

142


+er&ice Le&el Manage8ent is concerned


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Re4uirements - LRs=egotiating and %greeing u$on the re#evant ervice Leve# targets &ith customers to$roduce ervice Leve# %greements

=egotiating and %greeing u$on the su$$ort e#ements re4uired "y the interna# ITgrou$s to $roduce O$erationa# Leve#

%greements -interna# and &ith u$$#ier Management for >7terna# u$$#iers andu$$orting Contracts -e7terna# .

@uarding %greements &ith customer

Monitoring ervice Leve#s

Re$orting to Customer


+LA +tructures+LA +tructures

ervice /ased L%

Customer /ased L%


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Mu#ti6#eve# /ased L%ACor$orate #eve#ACustomer #eve#

A ervice #eve#

144


L% =otesL% =otes(oints to note.

%greements are I=T>R=%L


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Contracts are > T>R=%L

Pou cannot have a ?#ega#@ contractKagreement &ith an interna#de$artment of you organi1ation

If they try and mi7 the terms u$ -and they &i## 3 use theI=T>R=%LK> T>R=%L as key&ord

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Gey Ter8sGey Ter8s

+LA 2 ervice Leve# %greement

LA 2 O$erationa# Leve# %greement

d $ $$


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C 2 Under$inning - u$$orting Contract

+C 2 ervice Cata#og

+L 2 ervice Leve# Re4uirements

+er&ice I8pro&e8ent (lans !+I(" 2 forma# $#ans to im$#ementim$rovements to a $rocess or service.

14#


Supplier (anagement Supplier (anagement

@oal ' To manage su$$#iers and the services they su$$#y, to $rovideseam#ess -good 4ua#ity of IT service to the "usiness and ensure thatva#ue for money is o"tained.


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u$$#ier Management manages a## as$ects of >7terna# u$$#iersinvo#ved in $rovision of IT ervices from tender, to monitoring and

revie&ing $erformance and rene&a#Ktermination of contracts.

14%


Types of utsourcing Arrange8entsTypes of utsourcing Arrange8entsutsourcing. Using one or more e7terna# su$$#iers to manage or assist in

managing IT ervices.

CoEsourcing. %n informa# com"ination of insourcing and outsourcing, using a

num"er of outsourcing organi1ations &orking together to co6source key e#ements


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num er of outsourcing organi1ations &orking together to co6source key e#ements&ithin the #ifecyc#e.

(artnership or 8ultiEsourcing. Borma# arrangements "et&een t&o or moreorgani1ations to &ork together to design, deve#o$, transition, maintain, o$erate,andKor su$$ort IT service-s . The focus here tends to "e on strategic $artnershi$s

that #everage critica# e7$ertise or market o$$ortunities.7usiness (rocess utsourcing. Borma# arrangements &here an e7terna#organi1ation $rovides and manages the other organi1ation s entire "usiness$rocess-es or functions-s in a #o& cost #ocation. Common e7am$#es areaccounting, $ayro## and ca## centre o$erations.

14/


Types of utsourcing Arrange8entsTypes of utsourcing Arrange8ents

Gno


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$rocess e7$ertise and re4uires advanced ana#ytica# and s$ecia#i1edski##s from the outsourcing organi1ation.

Application +er&ice (ro&ision. 8here e7terna# organi1ations$rovide shared com$uter "ased services to customer organi1ationsover a net&ork. The com$#e7ities and costs of such shared soft&arecan "e reduced and $rovided to organi1ations that cou#d other&ise not

5ustify the investment.

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Gey Ter8s.Gey Ter8s.

+C> 2 u$$#ier Con

itil_foundations_certification_course final final.ppt

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