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ITIL

2011 FOUNDATION CERTIFICATION E-


LEARNING COURSE
Ver. 2.2
ITIL is a Registered Trade Mark of The Cabinet Office in the United Kingdom and other countries.
"The Swirl logo is a Trade Mark of The Cabinet Office ".
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ITIL

2011 Foundation Course Objectives
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At the end of the course, you should be able to
Discuss the ITIL 2011 qualification scheme
Explain the practice of Service Management
Describe Service Lifecycle
Identify key principles and models of ITIL 2011
Define generic concepts in ITIL 2011
Discuss the processes, roles and functions in ITIL 2011
Summarise the use of technology with ITIL 2011
Successfully clear your ITIL 2011 foundation exam.
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ITIL

2011 Foundation Course Agenda
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Module 1: Introduction to Service Management Lifecycle
Principles of Service Management, Processes, The ITIL Service Lifecycle
Module 2: Service Strategy
Concepts and Models, Processes
Module 3: Service Design
Concepts and Models, Key Principles, Processes
Module 4: Service Transition
Concepts and Models, Key Principles, Processes
Module 5: Service Operations
Concepts and Models, Key Principles, Processes and Functions
Module 6: Continual Service Improvement
Concepts and Models, Key Principles, Processes
Module 7 : Summary and Exam Preparation
Review of Key Concepts and Practice Exam
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Module 1
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Introduction
To Service
Management
Lifecycle
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Lesson 1.0: What is ITIL ?
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What is ITIL

?
A set of publications for good practices in IT service Management.

Why ITIL ?
Focuses on descriptive guidance on IT Service Management thats
easily adapted.
Emphasizes Quality Management approach, standards

ITIL

goals
Consistent, comprehensive, hygienic set of Best-Practice guidance
Platform independent discussion of processes
Common Language, Standardized vocabulary
Flexible framework, adaptable to different IT environments.

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Lesson 1.1: ITIL 2011 Components
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Lesson 1.2: ITIL Core Publications
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Each lifecycle phase of ITIL 2011 Core
is represented by a Volume in the
Library

1. Service Strategy
2. Service Design
3. Service Transition
4. Service Operation
5. Continual Service Improvement
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Lesson 1.3: ITIL 2011 Qualification
Scheme: Credits System
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Lifecycle Modules
Service Strategy
Service Design
Service Transition
Service Operation
Continual Service Improvement
Capability Modules
Operational Support and Analysis (OSA)
Planning Protection & Optimization (PPO)
Release Control and Validation (RCV)
Service Offerings & Agreements (SOA)
http://www.itil-officialsite.com/Qualifications/ITILV3QualificationScheme.asp
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Lesson 1.4: ITIL 2011 Foundation Exam Format
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Type Online, Multiple choice, 40 questions. The questions are selected from
the full ITIL Foundation in IT Service Management examination
question bank.
Duration Maximum 60 minutes. Candidates sitting the examination in a language
other than their native language have a maximum of 75 minutes
Supervised Yes
Open Book No
Pass Score 65% (26 out of 40)
Where ? AEC Authorized Examination Centers
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Lesson objectives
At the end of this lesson, you should be able to:
Explain the concept of good practice
Define the concepts of service, Service
Management, Functions, Roles &Processes, and
RACI
The role of IT Governance across the Service
Lifecycle

Lesson 2.0: Principles of IT Service
Management
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Lesson 2.1: ITIL is presented as
Good Practice. What are good Practices?
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Good Practices are generally commoditized, generally accepted, proven effective ways of
doing things which were previously considered best practices of the pioneering
organizations.
Successful Innovations applied diligently become Best
Practices
Best practice accepted and adopted by others become
common, Good Practices
Good Practices are Commoditized, generally accepted
principles, or regulatory requirements
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Lesson 2.2: Why Choose Good
practices over Proprietary ones?
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Good Practices, Public Standards
and frameworks
Proprietary knowledge
Wide Community Distribution
Public Training and Certification
Difficult to adopt
Difficult to replicate and transfer
Hard to document
Valid in Different applications
Peer Reviewed
Used by different parties

Highly customized
Specific to business needs
Hard to adapt or reuse

Free and publicly available
Labor market skills easy to find

Owners expect compensation

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Lesson 2.3: What is a Service?
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A means of delivering value to customers by facilitating outcomes customer want to
achieve, without the ownership of specific costs or risks.
Customer
Transfer costs and Risks
Retains focus and accountability for
outcomes
Service Provider
Takes on Costs and Risks
Responsible for the means of achieving
outcomes
Costs and Risks are transferred to service provider.
Customers focus on outcomes versus means.
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Lesson 2.4: What is a Service Management?
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Business Outcomes
Customer Assets
Services
Service Assets
Capabilities
Resources
Performance
Value
Capabilities Resources
A5 Management Financial Capital
A4 Organization Infrastructure
A3 Processes Applications
A2 Knowledge Information
A1 People
S
e
r
v
i
c
e

M
a
n
a
g
e
m
e
n
t

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Lesson 2.5: Process, Functions and Roles
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Process
- A set of activities designed to accomplish a specific
objective. A process takes defined inputs and turns them
into defined outputs. A process may include roles,
responsibilities, tools and management controls required
to deliver the outputs

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Lesson 2.6: A Basic Process
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Activity 1
Activity 2
Activity 3
Process
Customer
Suppliers
Service Control & Quality
Trigger
Desired
Outcome
Data, Information
and Knowledge
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Lesson 2.7: Process Characteristics
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It is measurable

It delivers specific result

Primary result are delivered to customers or stakeholders

It responds to specific events (triggers)
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Lesson 2.8: Functions
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Function
- A team or group of people and the tools they use to carry
out one or more processes or activities

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Lesson 2.9: Processes across the organization
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CIO
Operations
Development
Project
Management
Architecture
Service desk
Mainframe
Application
Website
HR
Applications
Finance
Applications
Project 1
Enterprise
Architecture
Networks
Project 2
Project 3
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Lesson 2.10: Service Management Roles :
Service Owner
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Service Owner :

The person who is accountable for the delivery of a specific IT Service. They are
responsible for continual improvement and management of change affecting Services
under their care. Example: The owner of the Payroll Service
Responsibilities:
To act as prime Customer contact for all Service related enquiries and issues
To ensure that the ongoing Service delivery and support meet agreed Customer
requirements
To identify opportunities for Service Improvements, discuss with the customer
and to initiate changes for improvements if appropriate.
To liaise with the appropriate Process Owners throughout the Service
Management lifecycle
To solicit required data, statistics and reports for analysis and to facilitate effective
Service monitoring and performance
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Lesson 2.11: Service Management Roles :
Process Owner
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Process Owner :
The person responsible for ensuring that the process is fit for the desired
purpose and is accountable for the outputs of that process. Example: The
owner for the Availability Management Process
Responsibilities:
Assisting with process design

Documenting the process

Make sure the process is being performed as documented

Making sure process meetings it aims

Monitoring and improving the process over time
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Lesson 2.12: Connecting with
Processes and Functions: RACI
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RACI is an acronym for the four main roles of:

Responsible the person or people responsible for getting the job done
Accountable only one person can be accountable for each task
Consulted the people who are consulted and whose opinions are sought
Informed the people who are kept up-to-date on progress.

Example RACI matrix
Activities
Service
owner
Process
Owner
Security
Manager
IT
Head
Chief
Architect
Process
Manager
Create a framework for defining IT services C C C A/R C I
Build an IT service catalogue C A/R I C I I
Define SLA for critical IT services A R C R C I
Monitor and report SL performance I A/R I I I R
Review SLAs, OLAs and UCs A R C R I R
Review and Update IT service catalogue C A/R I C I C
Create service improvement Plan I A/R I C C R
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Lesson 2.13: Key Terminology: Service Provider
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Service Provider :

An Organization supplying Services to one or more Internal Customers or
External Customers. Service provider is often used as an short form for IT
Service provider.

There are three types of business models service providers:
Type I
Internal Service Provider
An internal service provider that
is embedded within a business
unit e.g. one IT organization
within each of the business
units. The key factor is that the
IT Services provide a source of
competitive advantage in the
market space the business
exists in.
Type II
Shared Services Provider
An internal service provider that
provides shared IT service to
more than one business unit
e.g. one IT organization to
service all businesses in an
umbrella organization. IT
Services typically dont provide
a source of competitive
advantage, but instead support
effective and efficient business
processes.
Type III
External Service Provider
Service provider that provides IT
services to external customers
i.e. outsourcing
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Lesson 2.14: Key Terminology: Supplier
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Supplier:

A Third party responsible for supplying goods or Services that are required
to deliver IT services. Examples of suppliers include commodity hardware
and software vendors, network and telecom providers, and outsourcing
Organizations.
Business
Service Provider
Supplier
Contract:
A legally binding agreement between two or more
parties to supply goods or services

Contract:
A legally binding agreement between two or more
parties to supply goods or services

Fig: A Basic value Chain
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Lesson objectives
At the end of this lesson, you should be able to:
Understand the value of the Service Lifecycle
How the processes integrate with each other,
throughout the Lifecycle
Explain the relationship between Governance
and IT Service Management

Lesson 3.0: The Service Lifecycle
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Lesson 3.2: The Lifecycle Interactions
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The Business / Customers
Requirements
Service Strategy
SLPs from
Requirements
Resources &
Constraints
Policies
Strategy
Service Design
SDPs
Standards
Architectures
Solution
Design
Service Transition
SKMS Updated
Tested Solutions
Transition plans
Service Operation
Operational
Services
Operations Plan
Continual Service
Improvement
Improvement
Plans & Actions
S
e
r
v
i
c
e

K
n
o
w
l
e
d
g
e

M
a
n
a
g
e
m
e
n
t

S
y
s
t
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m
s

(
S
K
M
S
)

I
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l
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d
i
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g

t
h
e

S
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e

P
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t
f
o
l
i
o

&

S
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e

C
a
t
a
l
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g

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IT Governance
IT Service Management
Lesson 3.3: Relationship between
Governance and ITSM
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Relationship between Governance and ITSM
Corporate Governance
Corporate Compliance
IT Compliance
Establishes IT policy, Standards and Principles,
Assures alignment of IT strategy to corporate
business strategy
Assures the design and
operability of IT
policies , processes
and key controls
Assures adherence to Legal, Industrial and regulatory
requirements.
Ensures the provision strategy and business
plans. Establishes the Corporate policies and
enables strategic direction, objectives, critical
success factors and key result areas.
Establishes, enables and executes the IT
strategy. Establishes Operations to assure
high-quality, compliant IT service
provisioning. Ensures effective key result
Areas.
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End of Module 1
What it ITIL
Process, Function, Technology
Life Cycle of Service i.e. SS,
SD, ST, SO and CSI
We are covering hereon
Lifecycle Phases
Processes and Functions
Tools used for ITSM
But before that a quiz !
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Covered so far
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Module 1: Quiz
Sample question 1:
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Which of the following is NOT one of the ITIL 2011 core
publications?

a) Service Operation

b) Service Transition

c) Service Derivation

d) Service Strategy
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Module 1: Quiz
Sample question 2:

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What is the RACI model used for?

a) Documenting the roles and relationships of stakeholders in a
process or activity

b) Defining requirements for a new service or process

c) Analyzing the business impact of an incident

d) Creating a balanced scorecard showing the overall status of
Service Management
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Module 1: Quiz
Sample question 3:
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A service owner is responsible for which of the following?

a) Designing and documenting a Service

b) Carrying out the Service Operations activities needed to
support a Service

c) Producing a balanced scorecard showing the overall status of
all Services

d) Recommending improvements
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Module 1: Quiz
Sample question 4:
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Which of the following statements is CORRECT?
1. Only one person can be responsible for an activity
2. Only one person can be accountable for an activity

a) All of the above

b) 1 only

c) 2 only

d) None of the above
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Module 1: Quiz
Sample question 5:

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Which of the following statements are CORRECT about Functions?

1. They provide structure and stability to organizations
2. They are self-contained units with their own capabilities and resources
3. They rely on processes for cross-functional coordination and control
4. They are costlier to implement compared to processes

a) 1, 2 and 3 only

b) 1, 2 and 4 only

c) All of the above

d) None of the above
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Module 1: Quiz
Sample question 6:
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Which of the following is a characteristic of every process?
1. It is measurable
2. It is timely
3. It delivers a specific result
4. It responds to a specific event
5. It delivers its primary result to a customer or stakeholder

a) 1, 2, 3 and 4 only

b) 1, 2, 4 and 5 only

c) 1, 3, 4 and 5 only

d) All of the above
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End of Module 1
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Module 2
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Service
Strategy

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Lesson objectives
At the end of this lesson, you should be able to:
Understand the Goals and Objectives of Service
Strategy

Lesson 1: Service Strategy

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Lesson 1.1: Service Strategy Objectives
Shows organization how to transform Service Management into a strategic
asset and then think and act in a strategic manner

Helps clarify the relationship between various services, systems or processes
and the business models, strategies or objectives they support
KEY ROLE: To stop and think about WHY something has to be done, before
thinking HOW.
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Lesson 1.2: Key Strategy Questions
The objectives of service Strategy are to answer questions such as :

What services should we offer and to whom?
How do we differentiate ourselves from competing alternatives?
How do we truly create value for our customers?
How do we capture value for our stakeholders?
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Process in Service Strategy:

Demand management
Service portfolio Management, and
Financial management
Business Relationship Management

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Lesson objectives
At the end of this lesson, you should be able to:

Describe basics of Value Creation through
Services
Explain Business Case

Lesson 2.0: Key concepts of service
strategy
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Lesson 2.1 Key Principles and Models
Service Value Creation : Utility & Warranty
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Value
Fit for Purpose ?
Fit for Use ?
OR
AND
Performance Supported ?
Constraints removed ?
Available enough ?
Capacity enough ?
Continuous enough ?
Secure Enough ?
Utility
Warranty
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Lesson 2.2: Service Value creation:
Utility & Warranty
Utility Warranty
Functionality offered by
product /service as the
customer views it
Promise that the product/service will meet agreed requirements
What the customer gets How it is delivered
Fitness for purpose Fitness for use
Three Characteristics of warranty
>Provided in terms of availability/capacity of services
>Ensures customer assets continue to receive utility, even if
degraded, through major disruptions
> Ensures Security for value-creating potential of customer
assets
Increases performance
average
Reduces performance variation
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Lesson 2.3: Basics of Value Creation:
Service Assets
Resources Capabilities
Financial Capital Management
Infrastructure Organization
Applications Processes
Information Knowledge
People
Service Assets Resources and capabilities available to an organization.

Resources the IT infrastructure. People, money and others which
might help to deliver an IT service; the assets of an organization.

Capabilities ability to co-ordinate, control, deploy resources; the
intangible assets of an organization.
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Lesson 2.4: Service Packages
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Core Services Package
(Basic outcomes desired
by the customer.)
Supporting Services
Package
(Enables or Enhances the
value proposition )
Service Level Packages
(Defines level of utility and warranty provided by Service Package)
Availability Levels Capacity Levels Security Levels
Service Features
Service Support
Continuity
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Lesson 2.5: Business Case
A decision support and planning tool that projects the likely
consequences of a business action

Justification for a significant item of expenditure.

Includes Information about costs, benefits, options, issues, risks and
possible problems

Uses qualitative and quantitative terms

Type Business case structure
1. Introduction business objectives addressed
2. Methods and assumptions- boundaries of the business case
3. Business Impacts Financial and non financial
4. Risks and Contingencies
5. Recommendations Specific Actions
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Lesson 2.6: Risk
Risk
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Risk is defined as uncertainty of outcome, whether positive opportunity
or negative threat.
There are two distinct phases. Risk Analysis and Risk Management.
Risk analysis is concerned with gathering information about exposure to
risk so that the organization can make appropriate decisions and
manage risk appropriately.
Risk management supports critical decision making process, in terms of
evaluating and selecting controls.
Management of risk covers a wide range of topics, including business
continuity management (BCM), security, program/Project risk
management and operational service management.


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Lesson 2.9: Service Management
Technology & Automation
Automation (Tools) are extremely useful to improve utility and warranty of
services:

Real time and historical data for analysis

Correlation of data from multiple devices

Service Impact analysis for prioritization

Service Performance optimization
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Lesson 2.9: Service Management
Technology & Automation
Automation of service processes helps improve the quality of service,
reduce costs and reduce risks by reducing complexity and uncertainty, and
by efficiently resolving trade-offs.

Some of the areas where service management can benefit from automation
Design and modeling
Service catalogue
Pattern recognition and analysis
Classification, prioritization and routing
Detection and monitoring
Optimization.
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Lesson 2.9: Service Management
Technology & Automation
Service Management Tools functionality include:

Self Help: a web front-end offering a menu-driven range of Self-Help and
Service Requests with a direct interface into the back-end process-
handling software.

Workflow or Process Engine: should allow responsibilities, activities,
timescales, escalation paths and alerting to be pre-defined and then
automatically managed.

Integrated CMS: CIs, Relationships, Records related to incidents,
problems, KE & Change

Discovery/Deployment technology: populate or verify CMS data, assist
in license management, ability to deploy new software at target locations
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Lesson 2.9: Service Management
Technology & Automation
Service Management tools functionality include (contd.)

Remote Control: allow relevant support groups to take control of the user
desktops
Diagnostic scripts & utilities
Reporting & Dashboards
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Lesson objectives
At the end of this lesson, you should be able Objectives
and basic concepts of the four processes in Service
Strategy:
Demand Management,
Service Portfolio Management
Financial Management
Business Relationship Management

Lesson 3.0: Service Strategy
Process
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Lesson 3.1: Demand Management: Objectives
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The primary objective of Demand Management is to assist the IT
Service Provider in understanding and influencing Customer demand
for services and the provision of Capacity to meet these demands.

Other objectives include:

Identification and analysis of Patterns of Business Activity (PBA) and
user profiles (UP) that generate demand.

Utilizing techniques to influence and manage demand in such a way
that excess capacity is reduced but the business and customer
requirements are still satisfied.
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Lesson 3.2: Managing Demand for Services
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Service
Process
Demand Pattern
Service Belt
Delivery Schedule
Demand
Management
Capacity
Management
Plan
Patterns of
Business Activity
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Lesson 3.3: PBA and UP
Pattern of Business Activity (PBA)
Workload profile of one or more business activities
Varies over time
Represents changing business demands

User Profile
Pattern of user demand for IT services
Each user profile includes one or more PBAs
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Lesson 3.4: What is a Service Portfolio?
Service Portfolio
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Service
Portfolio
Customer
2
Market
Space 2
Service
Improve
-ment
Plan
Third
Party
Services
Market
Space 1
Customer
1
Customer
3
Market
Space 3
The Service Portfolio
represents the
commitments and
investments made by a
service provider across
all customers and market
spaces.

It also includes the
ongoing service
improvement plans and
third party services.
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Retired
Services
Lesson 3.5: Components of Service Portfolio
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Service
Operations
Common Pool of resources
Third
Party
Catalog
Service
Design
Customers
Market
Spaces
Continual service
Improvement
Service Pipeline
Service Catalog
Service Portfolio
Service
Transition
Resources
Released
Return on Assets
earned during Service
Operations
Resources
Engaged
Components of
Service
Portfolio
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Lesson 3.6: Financial Management:
Goals and Objectives
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Business
IT
Business
Opportunities
Technology
Capabilities
Financial
Management
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Lesson 3.7: Financial Management: Activities
Activities
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Budgeting
Accounting
Chargeback
Predicting the expected future requirements for
funds to deliver the agreed upon services and
monitoring adherence to the defined budgets.
Enables the IT organization to account fully for the
way its money is spent.
Charging customers for their use of IT Services.
Demand
Modeling
Working with the process of Demand Management
to anticipate usage of services by the business and
the associated financial implications of future
service demand.
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Lesson 3.8: Financial Management: Benefits
Benefits
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Enhanced decision making.

Increased speed of change.

Improved Service Portfolio Management.

Financial compliance and control.

Improved operational control.

Greater insight and communication of the value created by IT
services.

Increased visibility of IT leading to increased perception of IT
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Lesson 3.9: Business Relationship
Management: Purpose
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The purpose of Business Relationship Management are

To establish and maintain relationship between the service
provider and customer

To identify customer needs and ensure that the service provider is
able to meet these needs


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Lesson 4.0: Business Relationship Activities
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Following are the two key activities

Being the voice of the service provider to the customer

Being the voice of the customer to the service provider
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Lesson 4.1:Business Relationship Mgmt:
Role Business Relationship Manager
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Responsible for the interaction and the communication with
customers

Could easily combine with the Service level Manager to create
seamless conduit from customer to service provider capabilities
used to ensure value
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End of Service Strategy Module
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Objectives and Key concepts of Service Strategy
Service Strategy processes.
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Module 2: Quiz
Question 1:
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Which ITIL process is responsible for drawing up a charging
system ?

a) Availability Management

b) Capacity Management

c) Financial Management for IT Services

d) Service Level Management
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Module 2: Quiz
Question 2:
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A Service Level Package is best described as?

a) A description of customer requirements used to negotiate a
Service Level Agreement

b) A defined level of utility and warranty associated with a core
service package

c) A description of the value that the customer wants and for
which they are willing to pay

d) A document showing the Service Levels achieved during an
agreed reporting period
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Module 2: Quiz
Question 3:
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The utility of a service is best described as:

a) Fit for design

b) Fit for purpose

c) Fit for function

d) Fit for use

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Module 2: Quiz
Question 4:
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The contents of a service package include:

a) Base Service Package, Supporting Service Package, Service
Level Package

b) Core Service Package, Supporting Process Package, Service
Level Package

c) Core Service Package, Base Service Package, Service
Support Package

d) Core Service Package, Supporting Services Package, Service
Level Packages
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Module 2: Quiz
Question 5:
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Setting policies and objectives is the primary concern of which of
the following elements of the Service Lifecycle?

a) Service Strategy

b) Service Strategy and Continual Service Improvement

c) Service Strategy, Service Transition and Service Operation

d) Service Strategy, Service Design, Service Transition, Service
Operation and Continual Service Improvement
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Module 2: Quiz
Question 6:
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Which of the following questions does guidance in Service Strategy
help answer?

1: What services should we offer and to whom?
2: How do we differentiate ourselves from competing alternatives?
3: How do we truly create value for our customers?

a) 1 only

b) 2 only

c) 3 only

d) All of the above
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Module 3
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Service
Design

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Lesson objectives
At the end of this lesson, you should be able to:

Understand the Goals and Objectives of
Service Design
Understand the Value Service Design
provides to the Business.

Lesson 1.0 Service Design
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Lesson 1.1: Service Design Objectives
To convert the strategic objectives defined during Service Strategy
into Services and Service Portfolios.

To use a holistic approach for design to ensure integrated end-to-
end business related functionality and quality.

To ensure consistent design standards and conventions are
followed in all services and processes being designed.
72
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Lesson 1.2: Value to Business
73
Reduced Total Cost of Ownership (TCO)

Improved quality of service

Improved consistency of service

Easier implementation of new or changed services

Improved service alignment

More effective service performance

Improved IT governance

More effective Service Management and IT processes

Improved information and decision-making
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Lesson objectives
At the end of this lesson, you should be able to:
Understand the importance of People, Processes,
Products and Partners for Service Management.
Understand the five major aspects of Service
Design.
Explain Service Design Package

Lesson 2.0: Service Design Key
Concepts
74
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Lesson 2.1: 4 Ps in Service Management
75
People Products
Partners Processes
IT Service Management
Skills
Organisation
Experience
Suppliers
Manufacturers
Vendor
Services
Technology
Tools
Activities
RACI
Dependencies
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Lesson 2.2: Major Aspects of Service Design
76
New or Changed Service Solutions Design

Service Management systems and tools design

Technology and Management architectures design

Processes design

Measurement systems design
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Lesson 2.3: Service Design Package
77
Defines all aspects of an IT Service and its requirements through each
stage of its lifecycle. A service Design package is produced for every
new IT service, a major change or for retiring a service.
Business requirements
Service Transition
Plan
Service Program
Organisational
Readiness
Service Design &
Topology
Service Acceptance
Criteria
Service Operational
Acceptance Plan
Service Level
Requirements
Service Functional
Requirements
Service Contacts
Service Applicability
Contents of a
Service Design
Package
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Lesson objectives
At the end of this lesson, you should be able to:
State the Objectives and basic concepts of the following processes
Service Catalog Management
Service Level Management
Supplier Management
Capacity Management
Availability Management
IT Service Continuity Management
Information Security Management
Design Coordination
Lesson 3.0: Service Design
Processes
78
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Lesson 3.1: Service Catalogue
Management: Objectives
79
Objectives
To provide a single source of consistent
information on all of the agreed services, and
ensure that it is widely available to those who
are approved to access it.
To ensure that a Service Catalog is produced,
maintained, and kept current, containing accurate
information on all operational services and those
being prepared to be run operationally.
Key terms
Business Service Catalog
Technical Service Catalog
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Lesson 3.2: Service Catalogue
Management: Key Terms
80
Business Service Catalog
Details of all the IT services delivered to the customer,
together with relationships to the business units and the
business process that rely on the IT services. This is the
customer view of the Service Catalogue.
Technical Service Catalog
Contains the details of all the IT services delivered to
the customer, together with relationships to the
supporting services, shared services, components and
CIs necessary to support the provision of the service to
the business.
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Lesson 3.3: Service Level Management:
Objectives
81
Objectives
To ensure an agreed level of IT service is
provided for all current IT services, and future
services have an achievable target.
To define , document, agree on, monitor
measure, report and review the level of IT
services provided.
To provide and improve the relationship and
communication with the business and customers.
Proactive measures to improve the levels of
service delivered are implemented in a cost-
justified manner.
Key terms
Service Level requirements (SLRs), Service
Catalog, Service Level Agreement (SLA),
Operational Level Agreement (OLA),
Underpinning contract (UPC)
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Continual Service
Improvement
Service Design
Lesson 3.4: Service Level Management:
Process Activities
82
Design and
Plan SLAs
Negotiate &
Agree
SLA
Improvement
Determine
and Document
Requirements
Monitor
Service
Performance
Produce
Service
Reports
Conduct Service
review and
Instigate Service
Improvement
Negotiate &
Agree
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Lesson 3.5: Service Level Management:
Terminology
83
Service Level
requirements (SLR)
Detailed recording of the Customers needs, forming the
basis for design criteria for a new or modified service.
Service Catalog
A written statement of available IT services, default
levels, options, prices and identification of which
business processes or customers use them.
Service Level
Agreement (SLA)
An Agreement between an IT Service Provider and a
Customer. The SLA describes the IT Service, documents
Service Level targets, and specifies the responsibilities
of the IT Service Provider and the Customer.
Operational Level
Agreement (OLA)
Internal agreement with another function of the same
organization which supports the IT service provider in
their delivery of services.
Underpinning
Contract (UPC)
Contract with an external supplier that supports the IT
organization in their delivery of services.
SLAM Chart
A Service Level Agreement Monitoring(SLAM) Chart is
used to help monitor and report achievements against
Service Level Targets.
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Storage
Services
Email
Services
Network
Services
Storage
Services

Service Desk

Hardware

Software

Applications

Storage
IT Infrastructure
OLA
Lesson 3.6: Service Level Management:
Key Terms Illustrated
84
Payroll
Business Process
Business
Process
Business
Process
S
L
A
External Supplier
U
P
C
U
P
C
U
P
C
OLA OLA OLA
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Lesson 3.7: Service Level Management:
Designing SLA Structures
85
Customer A Customer B Customer C
Service X
(Tea)
Service Y
(Coffee)
Service Z
(Juice)
Service Based
Customer Based
Corporate
Customer A Customer B
Service X
(Tea)
Service Y
(Coffee)
Service Z
(Juice)
Corporate Level SLA
Customer Level SLA
Service Level SLA
Customer Based vs. Service Based SLAs Multi Level SLAs
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Lesson 3.8: Service Level Management:
SLA Content
86
Introduction to the SLA.
Service description
Mutual Responsibilities
Scope of SLA
Applicable Service Hours
Service Availability
Reliability
Customer Support Agreements
Relationship and Escalation contacts
Service Performance Metrics
Security
Costs and Charging Mechanisms.
Service Level Agreement
for Service XYZ
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Lesson 3.9: Supplier Management: Objectives
87
Objectives
To manage suppliers and the services they supply, to
provide seamless quality of IT service to the
business and ensure that value for money is
obtained.
Ensure that underpinning contracts and agreements
with suppliers are aligned to business needs.
Manage relationships with suppliers.
Negotiate and agree contracts with suppliers.
Manage supplier performance.
Maintain a supplier policy and a supporting
Supplier and Contract Database (SCD).
Key terms
Supplier and Contract Database (SCD)
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Lesson 3.10: Supplier Management:
Supplier and Contract Database
88
Supplier
&
Contract
Database
(SCD)
Supplier and
Contracts
Evaluation
Establish new
suppliers and
Contracts
Supplier & Contract
Management &
performance
Contract
Renewal And/or
termination
Supplier categorization and
Maintenance of the SCD
Supplier
Strategy
& Policy
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Lesson 3.11: Supplier Management:
Relationship with Service Level Management
89
Service Level
Management
Supplier
Management
Service Level
Agreements (SLA)
Underpinning
Contracts (UCs)
External
Suppliers
Supplier Management

To ensure the UCs are aligned with
SLRs and SLAs by managing
relationships with Supplier.
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Lesson 3.12: Capacity Management:
Objectives
90
Objectives
To ensure that cost-justifiable IT capacity in all
areas of IT always exists and is matched to the
current and future agreed needs of the business, in
a timely manner.
Produce and maintain an appropriate and up-to-
date Capacity Plan.
Provide advice and guidance to the business and IT
on all capacity and performance-related issues
Ensure that service performance achievements meet
or exceed all of their agreed performance targets.
Key terms
Capacity plan/ CMIS
Business capacity management
Service capacity management
Resource/Component capacity management
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Lesson 3.13: Capacity Management:
A Balancing Act
91
Supply
Resources
Components
Demand
Performance
Capacity
Cost
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Lesson 3.14: Capacity Management:
Process Activities
92
Review Current Capacity
and Performance
Plan new Capacity
Capacity
performance reports
& data
Forecasts
Capacity Plans
Capacity Management
Information System (CMIS)
Assess, Agree &
Document new
Requirements & Capacity
Improve Current service
and component capacity
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Lesson 3.15: Capacity Management:
Sub Process
93
Business
Capacity
Management
Translates business needs and plans into
requirements for service and IT infrastructure,
ensuring that the future business requirements for IT
services are quantified, designed, planned and
implemented in a timely fashion.
Service Capacity
Management
Management, control and prediction of the end-to-
end performance and capacity of the live,
operational IT services usage and workloads.
Ensure that the performance of all services, as
detailed in service targets within SLAs and SLRs, is
monitored and measured, and that the collected
data is recorded, analyzed and reported.
Component
Capacity
Management
Management, control and prediction of the
performance, utilization and capacity of individual
IT technology components.
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Lesson 3.16: Availability Management
Process: Objectives
94
Objectives
To ensure that the level of Service Availability
delivered in all services is matched to or exceeds
the current and future business requirements, in a
cost-effective manner.
To provide a point of focus and management for all
availability-related issues.
Produce and maintain an appropriate and up-to-
date Availability Plan.
Ensure that proactive measures to improve the
availability of services are implemented wherever it
is cost-justifiable to do so.
Key terms
Availability, Reliability, Maintainability,
Serviceability
Vital business Functions (VBF)
Expanded Incident Lifecycle & MTRS, MTBF, MTBSI
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Lesson 3.17: Availability Management:
Key Terms explained
95
Availability
The percent time of agreed service hours the
component or service is available.
Reliability
A measure of how long a component or IT
Service can perform its agreed operation
without interruption.
Maintainability
A measure of how quickly and effectively a
component or IT Service can be restored to
normal working after a Failure.
Serviceability
The ability of a Third-Party Supplier to meet
the terms of its Contract. This Contract will
include agreed levels of Reliability,
Maintainability or Availability for an IT service
or component.
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Lesson 3.18: Availability Management:
Key Terms explained..contd.
96
Vital business
Functions
(VBFs)
The business critical elements of the business
process supported by an IT Service.
Typically this will be where more effort and
investments will be spent to protect these vital
business functions.
Service
Availability
All aspects of service availability and
unavailability and the impact of component
availability, or the potential impact of
component unavailability on service
availability.
Component
Availability
All aspects of component availability and
unavailability.
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D
o
w
n
t
i
m
e

Lesson 3.19: Availability Management:
Expanded Incident Lifecycle
97
U
p
t
i
m
e

U
p
t
i
m
e

Time to
detect
Time to
Record
Time to
Diagnose
Time to
Repair
Time to
Recover
Time to
Restore
I
n
c
i
d
e
n
t

1

I
n
c
i
d
e
n
t

2

D
e
t
e
c
t

R
e
c
o
r
d

D
i
a
g
n
o
s
e

R
e
p
a
i
r
e
d

R
e
c
o
v
e
r
e
d

R
e
s
t
o
r
e
d

Mean Time to Restore Service (MTRS)
Mean Time to between system incidents (MTBSI)
Mean Time
Between
Failures
(MTBF)
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Lesson 3.20: IT Service Continuity
Management: Objectives
98
Objectives
To support the overall Business Continuity
Management (BCM) process by ensuring that the
required IT technical and service facilities (including
computer systems, networks, applications, data
repositories, telecommunications, environment,
technical support and Service Desk) can be resumed
within required, and agreed, business timescales.
Maintain a set of IT Service Continuity Plans and IT
recovery plans that support the overall Business
Continuity Plans (BCPs) of the organization.

Key terms
Business Continuity Planning (BCP)
Business Impact Analysis (BIA)
Business Continuity Management (BCM)
Risk Analysis
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Lesson 3.21: IT Service Continuity
Management: Key Terms Explained
99
Business
Continuity
Management
(BCM)
Strategies and actions to take place to continue
Business Processes in the case of a disaster.
It is essential that the ITSCM strategy is
integrated into and a subset of the BCM
strategy.
Business Impact
Analysis (BIA)
Quantifies the impact loss of IT service would
have on the business.
Identifies the most important services to the
organisation and is therefore critical input to
Strategy
Vital Business
Functions (VBFs)
The business critical elements of the business
process supported by an IT Service.
Typically this will be where more effort and
investments will be spent to protect these vital
business functions.
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Lesson 3.22: IT Service Continuity
Management: Key Terms Explained..contd
100
Risk
Possibility of an event occurring that could cause
harm or loss, or affect the ability to achieve
Objectives.
A Risk is measured by the probability of a
Threat, the Vulnerability of the Asset to that
Threat, and the Impact it would have if it
occurred.
Risk
Assessment
Identification & Evaluation of Assets, Threats
and Vulnerabilities that exist to business
processes, IT services, IT infrastructure and other
assets.
Risk
Management
Identifying appropriate risk responses or cost-
justifiable countermeasures to combating
identified risks.
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Lesson 3.23: IT Service Continuity
Management: Lifecycle Activities
101
Initiation
Requirements
& Strategy
Implementation
On Going
Operations
Business Continuity
Strategy
Business Continuity
Plans
Invocation
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Lesson 3.24: Information Security
Management: Objectives
102
Objectives
To align IT security with business security and ensure
that information security is effectively managed in
all service and IT Service Management activities.
To protect the interests of those relying on
information, and the systems and communications
that deliver the information, from harm resulting
from failures of availability, confidentiality and
integrity.
Key terms
Availability, Confidentiality, Integrity
Information Security policy
Information Security Management System (ISMS)
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Lesson 3.25: Information Security
Management: Key Terminology
103
Confidentiality
Protecting information against unauthorized
access and use.
Examples: Passwords, swipe cards, firewalls
Integrity
Accuracy, completeness and timeliness of services,
data information, systems and physical locations.
Examples: Rollback mechanisms, test procedures,
audits.
Availability
The information should be accessible at any
agreed time. This depends on the continuity
provided by the information processing systems.
Examples: UPS, resilient systems, Service desk
hours
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Lesson 3.26: Information Security
Management: Security Framework
104
Information Security Framework
Information
Security
Strategy
Information
Security
Organisation
Information Security Management System
Information
Security Policy
Information
Security Controls
Information Security Processes
Management of Security Risks
> Communications Strategy
> Training & Awareness
Strategy
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Lesson 3.27: Information Security
Management: Security Policy
105
An overall Information Security Policy
Use and misuse of IT assets policy
Access control policy
Password control policy
E-mail policy
internet policy
Anti-virus policy
Information classification policy
Document classification policy
Remote access policy
Policy for supplier access of IT service, information
and components
Asset disposal policy.
Audience for
Security Policy
These policies
should be widely
available to all
customers and
users, and their
compliance should
be referred to in
all SLRs, SLAs,
contracts and
agreements.
Security Policy Contains.
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Lesson 3.28: Information Security Mgmt:
Information Security Management System (ISMS)
106
Interested
Parties
(Customers,
Suppliers
etc.)
Interested
Parties
(Customers,
Suppliers
etc.)
Internal audit
External audit
Self assessments
Security Incidents
Learn
Improve
Plan
Implement
Awareness,
Classification
Personnel Security
Physical Security
Systems Security
Security Incident
Procedures
Service level
Agreements (SLAs)
Underpinning
Contracts (UCs)
Operational level
agreements (OLAs)
Policy Statements
Plan Implement
Evaluate Maintain
Information
Security
Requirements &
Expectations
Managed
Information
Security
Control
Organize
Establish framework
Allocate responsibilities
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107
Design Coordination main objectives are


Ensuring consistent design of services

Coordination of all design activities across projects

Maintaining Governance

Lesson 3.29: Design Coordination - Objectives
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108
Some aspects of the governance that Design Coordination can bring
includes

Assisting and supporting each project through all the activities and
processes

Maintaining policies and guidelines for service design activities

Planning and forecasting of the resources for future demand

Ensuring that all the requirements are appropriately addressed in
service designs

Lesson 3.30: Design Coordination - Governance
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109
Service Design Package


Service Design Policy



Lesson 3.31: Design Coordination - Keywords
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End of Module 3
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Service Design :Quiz
111
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Module 3 : Quiz
Question 1:
Which of the following is NOT one of the five individual aspects of
Service Design?

112
A. The design of the Service Portfolio, including the Service
Catalogue

B. The design of new or changed services

C. The design of Market Spaces

D. The design of the technology architecture and management
systems
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Module 3 : Quiz
Question 2:
113
Which of the following is MOST concerned with the design of new
or changed services?

A. Change Management

B. Service Transition

C. Service Strategy

D. Service Design
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Module 3 : Quiz
Question 3:
114
Implementation of ITIL Service Management requires preparing
and planning the effective and efficient use of:

A. People, Process, Partners, Suppliers

B. People, Process, Products, Technology

C. People, Process, Products, Partners

D. People, Products, Technology, Partners
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Module 3 : Quiz
Question 4:
115
What is the MAIN goal of Availability Management?

A. To monitor and report availability of components

B. To ensure that all targets in the Service Level Agreements
(SLAs) are met

C. To guarantee availability levels for services and components

D. To ensure that service availability matches or exceeds the
agreed needs of the business
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Module 3 : Quiz
Question 5 :
116
The Information Security Policy should be available to which
groups of people?

A. Senior business managers and all IT staff only

B. Senior business managers, IT executives and the Information
Security Manager only

C. All customers, users and IT staff

D. Information Security Management staff only
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Module 3 : Quiz
Question 6 :
117
Which of the following are activities that would be carried out by
Supplier Management?

1: Management and review of Organisational Level Agreements (OLAs)
2: Evaluation and selection of suppliers
3: Ongoing management of suppliers

A. 1 and 2 only
B. 1 and 3 only
C. 2 and 3 only
D. All of the above
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Module 4
118
Service
Transition

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Lesson objectives
At the end of this lesson, you should be able to:

Understand the Goals and Objectives of
Service Transition
Explain What value Service Transition
provides to the Business

Lesson 1.0: Service Transition
2
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Lesson 1.1: Service Transition Goals
Assure proposed changes in the Service Design package are realized.
Plan for and Implement the Deployment of Releases for New or Changed
Services.
Test Releases so as to minimize the possibility of undesirable impact to
the Production environment.
Retire or Archive Services.
KEY ROLE: To move Services from Design to Operations, without impacting
the ongoing Services
3
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Lesson 1.2: Service Transition Objectives
Plan and manage the resources to establish successfully a new or
changed service into production within the predicted cost, quality and time
estimates.

Ensure there is minimal unpredicted impact on the production services,
operations and support organization.

Increase the customer, user and Service Management staff satisfaction
with the Service Transition practices including deployment of the new or
changed service, communications, release documentation, training and
knowledge transfer.

Increase proper use of the services and underlying applications and
technology solutions.
4
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Lesson 1.3: Value to Business
122
The capacity of the business to respond quickly and adequately
to changes in the market improves.

Changes in the business as a result of takeovers, contracting,
etc. are well managed.

More successful changes and releases for the business.

Better compliance of business and governing rules.

Less deviation between planned budgets and the actual costs

Better insight into the possible risks during and after the input of
a service into production.

Higher productivity of customer staff
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Lesson objectives
At the end of this lesson, you should be able to:

Understand Configuration Item
Understand Configuration Management System

Lesson 2.0: Service Transition: Key
Principles and Models
5
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Lesson 2.2: Configuration Item (CI)
124
Anything that needs to be managed in order to deliver an IT Service.

CI information is recorded in the Configuration Management System.

CI information is maintained throughout its lifecycle by Configuration
Management.

All CIs are subject to Change Management control.

CIs typically include
IT Services, hardware, software, buildings, people, and formal
documentation such as Process documentation and SLAs
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Lesson 2.3: Configuration Management
System (CMS)
125
Information about all Configuration Items
CI may be entire service, or any component
Stored in 1 or more databases (CMDBs)

CMS stores attributes
Any information about the CI that might be needed

CMS stores relationships
Between CIs
With incident, problem, change records etc.

CMS has multiple layers
Data sources and tools, information integration, knowledge processing
(scorecards, dashboards etc.), presentation
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Lesson objectives
At the end of this lesson, you should be able to understand
Objectives and basic concepts of the four processes in
Service Transition:
Transition, Planning and Support
Change Management
Service Asset and Configuration Management
Release and Deployment management, And
Knowledge Management


Lesson 3.0: Service Transition
Processes
126
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Lesson objectives
At the end of this lesson, you should be able to:
State the Goals, Objectives and basic
concepts of Transition, Planning and Support
Lesson 3.0.1: Transition, Planning and
Support
127
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Lesson 3.0.2:Transition, Planning and
Support- Goals and Objectives
128
The Objectives of Transition, Planning and Support are

Successful Planning and coordination of resources
Ensuring common framework
Proper planning for aligning customer and business change projects with
Service Transition plans
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Lesson 3.0.3:Transition, Planning and
Support Activities- Purpose
129
The purpose of the Transition, Planning and Support activities are:

Planning appropriate capacity and resources
Provide support for the Service Transition teams and people
Integrity of changes with all other Service Transition processes
Coordination of activities across projects, suppliers and service teams
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Lesson objectives
At the end of this lesson, you should be able to:
State the Goals, Objectives and basic
concepts of Change Management
Lesson 3.1: Change Management
130
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Lesson 3.2: Change Management :
Goals and Objectives
Goals and Objectives:
131
Respond to changing business requirements

Respond to Business and IT requests to align Services with business
needs.
Ensuring Changes are introduced in a controlled manner.
Optimize business risk
Implement changes successfully
Implement changes in times that meet business needs
Use standard processes
Record all changes
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Lesson 3.3: Change Management : Scope
Scope
132
Addition, Modification or Removal of

Any Service or Configuration Item or associated documentation

Including
Strategic, Tactical and Operational changes

Excluding
Business strategy and process
Anything documented as out of scope
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Lesson 3.4: Change Management :
Change Types
Normal changes
Types are specific to the organization
Type determines what assessment is required

Standard changes
Pre-authorized with an established procedure
Tasks are well known, documented and low risk (usually)
E.g replacement of faulty printer, upgrade PC etc.

Emergency changes
Business criticality means there is insufficient time for normal handling
Should use normal process but speeded up
Impact can be high, more prone to failure, Should be kept to minimum


133
Change Types
Remediation planning
Backout Plans
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Lesson 3.5: Change Management :
Change Flow
134
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Lesson 3.7: Change Management :
Roles in Change Management
Change Manager
Ensures that process is followed
Usually authorizes minor changes
Coordinates and runs CAB meetings
Produces change schedule
Coordinates change/built/test/implementation
Reviews/Closes Changes

135
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Lesson 3.8: Change Management :
Change Advisory Board (CAB)
Change Advisory Board (CAB)
Supports the change manager
Consulted on significant changes
Business, users, application/technical support, operations, service
desk, capacity, service continuity, third parties
people who have clear understanding of business needs
Technical specialists / consultants

Emergency CAB (ECAB)
Subset of the standard CAB
Membership depends on the specific change

136
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Lesson 3.9: Change Management :
Change Metrics
Change Metrics
137
Compliance
Reduction in unauthorized changes
Reduction in emergency changes

Effectiveness
Percentage of changes which met requirements
Reduction in disruptions, defects and re-work
Reduction in changes failed/backed out
Number of incidents attributable to changes

Efficiency
Benefits (value compared to cost)
Average time to implement (by urgency/priority/type)
Percentage accuracy in change estimates
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Lesson 3.10: Change Management :
Key Challenges
138
Business pressure to just do it

Inaccurate and incomplete Configuration Management System

Soiled Technical Function areas

Misunderstanding of Emergency changes

Scalability across large organizations

Vendor/Contract Compliance

Adhoc nature of people
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Lesson objectives
At the end of this lesson, you should be able to:
State the goals, objectives and basic concepts of
Service Asset and Configuration Management
Lesson 3.11: Service Asset and
Configuration Management
139
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Lesson 3.12: Service Asset and
Configuration Management: Goals and Objectives
140
The goal of SACM is to provide a logical model of the IT infrastructure
correlating IT services and different IT components (physical, logical etc)
needed to deliver these services

The objective of SACM is to define and control the components of
services and infrastructure and maintain accurate configuration records.
This enables an organization to comply with corporate governance
requirements, control its asset base, optimize its costs, manage change
and release effectively, and resolve incidents and problems faster.
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Lesson 3.13: Service Asset and
Configuration Management: Basic Concepts
Basic Concepts
What is a Configuration Item (CI) ?

141
Anything that needs to be managed in order to deliver an IT Service

CI information is recorded in the Configuration Management System

CI information is maintained throughout its lifecycle by Configuration Management

All CIs are subject to Change Management control

CI Types :
CIs typically include
IT Services, hardware, software, buildings, people, and formal documentation such as
Process documentation and SLAs
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Lesson 3.13: Service Asset and
Configuration Management: Basic Concepts
Configuration baseline
Configuration details captured at a specific point in time. This
captures both the structure and details of a configuration Item.
It is used as a reference point for future Builds, Releases and
Changes. (e.g. After major changes, disaster recovery etc).
Typically managed through the Change Management process.
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Basic Concepts
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Lesson 3.13: Service Asset and
Configuration Management: Basic Concepts: Contd..
Basic Concepts
What is a Configuration Management System (CMS) ?

143
Information about all Configuration Items
CI may be an entire service, or any component
Stored in 1 or more databases (CMDBs)
CMS stores attributes
Any information about the CI that might be needed
CMS stores relationships
Between CIs
With incident, problem, change records etc.
CMS has multiple layers
Data sources and tools, information integration, knowledge processing (scorecards,
dashboards etc.), presentation
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Lesson 3.13: Service Asset and
Configuration Management: Basic Concepts: Contd..
Basic Concepts
What is a Definitive Media Library (DML) ?

144
The only source for build and distribution
Master copies of all software assets
In house, external software houses
Scripts as well as code
Management tools as well as applications
Including licenses
Quality checked
Complete, correct, virus scanned ..

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Lesson 3.14: Service Asset and
Configuration Mgmt..: Basic Concepts: CMDB & DML
Basic Concepts
DML and CMDB

145
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Lesson 3.16: Service Asset and Configuration Mgmt.:
Basic Concepts: Relationship between CMDB, CMS and SKMS
146
CMDB
CMS
SKMS Informed Decision
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Lesson objectives
At the end of this lesson, you should be able to:
State the goals, objectives and basic concepts of
Release and Deployment Management
Lesson 3.17: Release and Deployment
Management
147
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Lesson 3.18: Release and Deployment
Management: Goals
148

Release management is responsible for planning, scheduling, and
controlling the movement of new or changed services, in the form
of a release package, to both the testing and the live production
environments
Deployment management is responsible for the movement of new
or changed hardware, software, documentation, or other
configuration items into the live production environment.



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Lesson 3.19: Release and Deployment
Management: Objectives
149
Planned Release and Deployment in line to the business needs
Build, Install, Test and Integrate releases
Efficiently, successfully and on schedule.
With minimal impact on production services, operations, and support teams
Enabling new or changed services to deliver agreed service requirements
Control and minimize the impact of releases to the ongoing
services
Transfer knowledge and skills to end users and support teams,
leading to an effective use and support

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Lesson 3.20: Release and Deployment
Management: Basic Concepts: Release Policy
150
Release Policy: The overarching strategy for Releases and was derived
from the Service Design phase of the Service Lifecycle and typically
includes:

Release Description with the unique identification, numbering and naming
conventions.
The roles and responsibilities at each stage in process.
The expected frequency for each type of release
The approach for accepting and grouping changes into a release.
The mechanism to automate the build, installation and release distribution
processes to improve re-use, repeatability and efficiency
How the configuration baseline for the release is captured and verified against
the actual release contents, e.g. hardware, software, documentation and
knowledge
Exit and entry criteria and authority for acceptance of the release into each
Service Transition stage and into the controlled test, training, disaster recovery
and production environments
Criteria and authorization to exit early life support and handover to Service
Operations.
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151

Release unit
- Cls that are normally released together
- Typically includes sufficient components to perform a useful
function. For example - Fully configured desktop PC, payroll
applications

Release package
- Single release or many related releases
- Can include hardware, software, utility, warranty,
documentation, training
Lesson 3.21: Release and Deployment
Management: Basic Concepts: Release Unit
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152
Release Types
Major Release:
Containing large proportions of new functionalities. Also known
as a Major Upgrade, generally supersedes all preceding minor
upgrades.

Minor Release:
Contains small enhancements and fixes. A Minor Upgrade or
release generally supersedes previous emergency fixes.

Emergency Release:
Normally linked to an Emergency change.
Lesson 3.21: Release and Deployment
Management: Basic Concepts: Release Types
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Release and Deployment Approaches

Big bang versus phased approach
Phased approach can be users, locations, functionality ..

Push versus Pull deployment

Automated versus manual deployment
Lesson 3.22: Release and Deployment Mgmt.
Basic Concepts: Release and Deployment Approaches
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Lesson objectives
At the end of this lesson, you should be able to:
State the goals, objectives and basic concepts of
Knowledge Management
Lesson 3.23: Knowledge Management
154
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Lesson 3.24: Knowledge Management:
Goals and Objectives
155
The goal of Knowledge Management is to Improve quality of
management decision making by ensuring that reliable and secure
information and data is available throughout the service lifecycle

The objective of Knowledge Management is to ensure that the right
information is delivered to the appropriate place or person at the right
time to enable informed decisions.



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Lesson 3.25: Knowledge Management:
Purpose
156
Knowledge Management is The process responsible for gathering,
analyzing, storing and sharing knowledge and information within an
organization.

The primary purpose of knowledge Management is to improve
efficiency and effectiveness by reducing the need to rediscover
knowledge.



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Lesson 3.26: Knowledge Management:
Basic Concepts: DIKW
157
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Lesson 3.27: Knowledge Management:
Service Knowledge Management System
158
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Lesson 3.28: Knowledge Management: SKMS
159
A set of tools for managing knowledge and information.

SKMS includes CMS.

SKMS contains all the information needed to manage the lifecycle
of IT Services.



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Service Transition : Summary
160
Goals and Objectives
Service Transition processes:
Transition, Planning and Support
Change Management
Service Asset and Configuration Management
Release and Deployment Management
Knowledge Management


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Service Transition : Quiz
161
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Module 4: Quiz
Question 1:
162
Which of the following statements about a standard change is
INCORECT ?

a) A Standard change is a low risk change

b) Standard changes are pre-authorized changes

c) Standard changes are authorized by E-CAB

d) Standard changes are only raised by Incident Management
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Module 4: Quiz
Question 2:
163
Which statement is the CORRECT statement about the relationship
between CMS and SKMS ?

a) The SKMS is a part of the CMS

b) The CMS is a part of the SKMS

c) There is no relationship between the CMS and SKMS

d) The CMS and the SKMS are the same
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Module 4: Quiz
Question 3:
164
Whish of the following is an activity of SACM ?

a) Account for all the Financial assets of an organization

b) Specify the relevant attributes of CI

c) Implement ITIL across the organization

d) Design Service models to justify ITIL implementations

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Module 4: Quiz
Question 4:
165
Which of the following does Service Transition provide guidance
on:
1. Moving New and Changed Services to production
2. Testing and Validation
3. Transfer of services to and from external service provider

a) All of the above


b) None of the above

c) Only 1 and 2

d) Only 1
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Module 4: Quiz
Question 5:
166
Which of the following is an INCORRECT Release and
Deployment approach?

a) Propagate and Consolidate

b) Push and Pull

c) Big bang and Phased

d) Automated and Manual
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Module 4: Quiz
Question 6:
167
Which of the following would be stored in the DML?
1. Copies of Purchased software
2. Copies of Internally developed software
3. Relevant License documentation
4. The Change schedule

a) All of the above

b) 1 and 2 only

c) 3 and 4 only

d) 1, 2 and 3 only
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Module 5
168
Service
Operations

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Lesson objectives
At the end of this lesson, you should be able to:

Understand the Goals and Objectives of Service
Operations
Briefly Explain What Value Service Operations provide
to business
Understand Key Concepts & definitions
Understand the Role of Communication in Service
Operations

Lesson 1.0: Service Operations
169
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Lesson 1.1: Service Operations: Objectives
To coordinate and carry out the activities and processes required to
deliver and manage services at agreed levels to business users and
customers.

Responsible for the ongoing management of the technology that is
used to deliver and support services.

Carrying out activities and Processes required to deliver and manage
Services at agreed levels.
KEY ROLE: How to achieve effectiveness & efficiency in Service Delivery
so as to ensure value to business and the service provider
170
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Lesson 1.2: Value to Business
Service Operations is where the plans, designs and optimizations
from other ITIL lifecycle phases are executed and measured.
Service value is modeled in Service Strategy
The cost of the service is designed, predicted and validated in
Service Design and Service Transition
Measures for optimization are identified in Continual Service
Improvement

From a customer viewpoint, Service Operation is where actual
value is seen.
171
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Lesson 1.3: Role of Communication
172
Good communication is important across all phases of the service lifecycle
but particularly so in Service Operation
Good communication is needed between all IT Service Management staff
and with users/ customers / partners.
Issues can often be mitigated or avoided through good communication .
All communication should have:
- Intended purpose and/ or resultant action
- Clear audience, who should be involved in deciding the
need/format
Examples of Communications in Service Operations
Routine operational communication
Communication between shifts
Performance reporting
-Communication related to emergencies
Training on new or customized processes and service designs
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Lesson 1.4: Events
173
An expected or unexpected change of state of a an IT component that could negatively
impact delivery of IT services.

Events are typically notifications created by an IT service, Configuration Item (CI) or a
monitoring tool.
Event Type Description
Informational An event that does not require any action, regular operation
Example: Notification that a scheduled workload has completed
Warning An Event that is unusual but not an exception, requires closer
monitoring.
Example: A servers CPU utilization is approaching maximum
performance threshold.
Exception An Event signifying a service or a device is operating abnormally
Example: A PC scan reveals the installation of unauthorized
software.
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Lesson 1.5: Alerts & Incidents
174
Alert
A warning that a threshold has been
reached, something has changed, or
a Failure has occurred.
Alerts are often created and
managed by System Management
tools.
Alerts are managed by the Event
Management Process.
Objective is to notify the concerned
Stakeholders
Incident
An unplanned interruption to an IT
service.
A reduction in the quality of an IT
service.
Failure of an IT component that has
not yet affected service, but could
likely disrupt service if left
unchecked. This can be raised by IT
support teams.
Example: Failure of a server in a
clustered mode.
Relationship between Events, Alerts and Incident
All Alerts are Events, but not all Events trigger Alerts
All Incidents are Events, but all Events are not Incidents
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Lesson 1.6: Service Request
175
Service Request
A generic description for many varying types of demands that are placed upon the
IT Department by the users.

Many of these requests are actually small changes low risk, frequently occurring,
low cost, etc.

Their scale and frequency, low-risk nature means that they are better handled by a
separate process, rather than being allowed to congest and obstruct the normal
Incident and Change Management processes.

Examples:
A request to change a password,
A request to install an additional software application onto a particular PC,
A request to relocate some items of desktop equipment
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Lesson 1.7: Problem & Workaround
176
Problem
The cause of one or more incidents.

The cause is not usually known at the
time a Problem Record is created,
and the Problem Management
Process is responsible for further
investigation.

Prioritized in the same way and for
same reasons as Incidents.

Workaround
A temporary way to restore service
failures to a usable level. For example;
rebooting a server hang.

Used for reducing or eliminating the
Impact of an Incident or Problem for which
a full Resolution is not yet available.

Workarounds for Incidents that do not
have associated Problem Records are
documented in the Incident Record.

Workarounds for Problems are
documented in Known Error Records.
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Lesson 1.8: Known Error (KE) and Known
Error Database (KEDB)
177
Known Error (KE)
A Problem that has a documented Root
cause and a Workaround.
A known error might be raised for
a problem whose root cause is not
yet known but a workaround has
been identified.

Known Errors are created and
managed throughout their Lifecycle by
Problem Management.

Known Errors may also be identified by
Development or Suppliers. For
example; Application incompatibility
reports for Windows by Microsoft
.
Known Error Database (KEDB)
A storage of previous knowledge of
incidents and problems
exact details of the fault and the
symptoms that occurred
how they were overcome

Allows quicker diagnosis and resolution
if Incidents/Problems recur.
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Lesson 1.9: Impact, Urgency & Priority
178
Impact
A measure of the effect of an Incident, Problem or Change on
Business Processes.
Based on how Service levels will be affected.
Urgency
A measure of how long it will be until an Incident, Problem or
Change has a significant Impact on the Business.
Priority
The relative importance of an Incident, Problem or Change.

Priority is based on Impact and Urgency, and is used to identify
required times for actions to be taken.
For example, the SLA may state that Priority 2 Incidents must
be resolved within 12 hours.
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Lesson objectives
At the end of this lesson, you should be able to:

State the objectives and basic concepts for Event
Management
Lesson 2.0: Service Operations Process
179
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Lesson 2.1: Event Management: Objectives
Objectives
To detect events, make sense of them and determine the appropriate control
action.
Can be used as a basis for automating many routine Operations
Management activities,
For example
- executing scripts on remote devices, or
- submitting jobs for processing
It provides a way of comparing actual performance and behavior against
design standards and SLAs.
Provide the basis for Operational Monitoring and Control
180
Definition
The process responsible for monitoring Events throughout their
Lifecycle.
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Lesson 2.2: Event Management: Process
Activities
181
Process Activities
Event occurs

Event Detection , Filtering & Notification

Event Significance (Type of Event)
(Information, Warning or Exception)

Event correlation.

Event Response

Event Review & Closure

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Lesson 2.3: Event Management:
Event Logging & Filtering
182
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Lesson 2.4: Event Management:
Managing Exceptional Events
183
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Lesson 2.5: Event Management:
Managing Information & Warning Events
184
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Lesson 2.6: Incident Management: Objectives
185
Definition
The process for dealing with all incidents; this can include failures, questions or
queries reported by the users (usually via a telephone call to the Service Desk),
by technical staff, or automatically detected and reported by event monitoring
tools.
Objectives
To restore normal service operation as quickly as possible and minimize the
adverse impact on business operations
To ensure that the best possible levels of service quality and availability are
maintained, i.e. restore service within SLAs
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Lesson 2.7: Incident Management:
Scope and Value to Business
186
Scope
Managing any disruption or
potential disruption to live IT services

Incidents identified
Directly by users through the
service Desk
Through an interface from Event
Management to incident
Management tools

Reported and/or logged by
technical staff

Value to Business
Lower downtime to the business,
which in turn means higher
availability of the service.

The capability to identify business
priorities and dynamically allocate
resources as necessary.

The ability to identify potential
improvements to services.
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Lesson 2.8: Incident Management:
Basic Concepts
187
Time Scales
Timescales must be agreed for all incident handling stages.
- Depending on Priority & SLAs
- Documented in OLAs & UCs
All support groups should be made fully aware of these
timescales.
Incident Models
An Incident model is predefined steps to handle a particular
Incident.
The incident model should include:
The steps that should be taken to handle the incident
The order in which these steps should be taken in.
Responsibilities; who should do what
Major Incident
An Incident Model to handle Incidents of Major Impacts and great
Urgency.
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Lesson 2.9: Incident Management:
Process Flow & Activities
188
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Lesson 2.10: Incident Management:
Process Interfaces
189
Problem
Manage
ment
Incident
Management
Event
Manage
ment
Service break/ degrading
Events

Potential problems

Change
Manage
ment
RFC for resolving Incidents
Incidents from Failed
Changes

Service
Level
Manage
ment
SLAs, OLAs, UCs

Capacity
Manage
ment
Performance
incidents
Incident
Workarounds

Availabil
ity
Manage
ment
SACM*
*SACM: Service Asset & Configuration Management
Availability
incidents

CI data
Maintain faulty CI
Status


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Lesson 2.11: Problem Management: Objectives
190
Definition
The process responsible for managing the lifecycle of all problems.
Problem Management seeks to identify and remove the root-cause of Incidents
in the IT Infrastructure.
Objectives
To prevent problems and resulting incidents from happening and to
eliminate recurring incidents
To minimize the impact of incidents that cannot be prevented.
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Lesson 2.12: Problem Management:
Scope and Value to Business
191
Scope
Activities required to diagnose the
root cause of incidents and to
determine the resolution to those
problems.

Responsible for ensuring that the
resolution is implemented through the
appropriate control procedures,
especially Change Management and
Release Management.

Maintain information about
problems and the appropriate
workarounds and resolutions
Value to Business
Together with Incident and Change
Management increases IT service
availability and quality.

Reduction in downtimes and
disruptions of Business critical
systems.

Reduced expenditure on
workarounds or fixes that do not
work

Reduction in cost of effort in fire-
fighting or resolving repeat
incidents.
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Lesson 2.13: Problem Management:
Basic Concepts
192
Reactive Problem
Management
Resolution of underlying cause (s)
The activities are similar to those of Incident
Management for the logging, categorization and
classification for Problems. The subsequent activities are
different as this is where the actual root-cause analysis
is performed and the Known Error corrected.
Covered in Service Operation
Proactive Problem
Management
Prevention of future problems by analyzing Incident
Records, and using data collected by other IT Service
Management processes and external sources to identify
trends or significant problems.
Generally undertaken as part of Continual Service
Improvement (CSI)
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Lesson 2.14: Problem Management:
Process Flow: Reactive Problem Management
193
Problem
detection &
Logging
Problem
Categorization
& Prioritization
Problem
Investigation &
Diagnosis
Workarounds &
raising Known
Error Records
Problem
Resolution &
Closure
Major Problem
Reviews
Errors from
Development /
Suppliers
Known
Error
Database
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Lesson 2.15: Problem Management:
Process Flow: Interfaces with Other Processes
194
Problem
Management


Change Management


Configuration Management

Release & Deployment
Management


Availability Management


Capacity Management


IT Service Continuity
Management


Financial Management
Service Level Management
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Lesson 2.16: Request Fulfillment Process
195
Definition
The processes of dealing with Service Requests from the users.
Objectives
To provide pre-defined pre-approved standard services to users.
To provide users with information on available services and procedures for
obtaining them.
Deliver requested standard services.
Assist IT users with general information, comments and complaints
Basic Concepts
Request models Specific procedures for handling certain types of requests
For example; IMACS, Password resets, etc.
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Lesson 2.17: Access Management: Objectives
196
Definition
The process of granting authorized users the right to use a service, while
preventing access to non-authorized users.
Also referred to as Rights Management or Identity Management.
In practice, Access Management is the operational enforcement of the
policies defined by Information Security Management.
Objectives
To grant authorized users the right to use a Service and deny access to
unauthorized users
To Execute policies and actions defined in Security and Availability
Management
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Lesson 2.18: Access Management:
Basic Concepts
Basic Concepts
197
Access Access refers to the level and extent of a services functionality
or data that a user is entitled to use.
Identity The information about the user that distinguishes them as an
individual, and which verifies their status within the
organization.
By definition, the identity of a user is unique to that user.
Rights Also called privileges, refer to the actual settings whereby a
user is provided access to a service or group of services.
Typical rights or levels of access include read, write, execute,
change, delete.
Service/ Service
Groups

Granting users/User groups access to similar set of services
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Lesson objectives
At the end of this lesson, you should be able to:

Explain the role, objectives and
organizational structures of Service desk
Lesson 3.0: Service Operations:
Functions

198
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Lesson 3.1: Service Desk
199
Definition
A Service Desk is a functional unit made up of a dedicated number of staff
responsible for dealing with a variety of service events, often made via
telephone calls, web interface, or automatically reported infrastructure events.
Acts as daily Single point of contact for IT users
Objectives
To restore the normal service to the users as quickly as possible.
Operate as Level 1 for Incident Management and Request Fulfillment i.e.
Log calls, do initial diagnosis and investigation and if possible resolve and
close.
Manage Incidents throughout its lifecycle, which also includes user
communication and Technical & hierarchical escalations.
Conducting customer/user satisfaction survey.
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Lesson 3.1: Purpose of Service Desk
200
Purpose of Service Desk
Improved customer service, perception of IT and satisfaction with IT services
Increase accessibility to IT services through a single point of contact,
communication and information.
Better quality and faster turnaround of customer or user IT requests
Enhanced focus and a proactive approach to IT service provisioning.
More meaningful management information for decision support
Improved teamwork and communication amongst IT staff.
A reduced negative business impact.
Improved usage of IT Support resources and increased productivity of
business personnel.
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Lesson 3.2: Organization Structures
201
Type Description
1. Local Located physically close to the user community it serves.
2. Centralized Service desk is deployed at one central physical location.
3. Virtual Impression of single, centralized Service desk, through the
use of technology and tools to create a virtual Service
desk.
4. Follow-The-Sun Multiple Service desks across time zones to provide 24x7
service.
5. Specialized specialist groups within the overall Service Desk structure,
so that incidents relating to a particular IT service can be
routed directly (normally via telephony selection or IVR or
a web-based interface) to the specialist group.
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Lesson 3.3: Service Desk Function:
Organization Structures - Local
202
Service Desk
(local)
Third Party
Support
Application
Support
Infrastructure
Support
Local Users
Local
Aids communication and gives a
clearly visible presence

Can often be inefficient and
expensive to resource due to low call
volumes

Reasons for a Local service desk
Language and cultural or
political differences
Different time zones
Specialized groups of users
VIP/criticality status of users.


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Lesson 3.4: Service Desk Function:
Organization Structures- Centralized
203
Customer
Site 1
Customer
Site 2
Customer
Site 3
Service Desk
(centralized)
Second-Line Support
Third party
Support
Application
Support
Infrastructure
Support
Centralized
Local Service Desks merged into one
or few locations.

more efficient and cost-effective,
allowing fewer overall staff to deal
with a higher volume of calls.

local presence to handle physical
support requirements, but controlled
and deployed from the central desk.

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Lesson 3.5: Service Desk Function:
Organization Structures- Virtual
204
Virtual
Single Visible Service Desk which
may actually be run by staff in
multiple locations.

Allows for homeworking, secondary
support group, off-shoring or
outsourcing or any combination
necessary to meet user demand.

Safeguards are needed to ensure
consistency and uniformity in service
quality and cultural terms
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Lesson 3.6: Service Desk: Service Desk Staffing
205
Service Desk Staffing
Correct number and qualification at any given time, considering
Customer expectations and business requirements
e.g. call response time (SLA) , Budget
Number of users to support, their language and skills
Coverage period, out-of-hours, time zones/locations, travel time
Processes and procedures in place, Infrastructure for short breaks
Minimum qualifications
Interpersonal skills, Business and underlying IT understanding
Skill sets
Customer and Technical emphasis, Expert
Typing skills
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Lesson 3.7: Service Desk: Service Desk Metrics
206
Service Desk Metrics
Periodic evaluations of health, maturity, efficiency, effectiveness and any
opportunity to improve
Realistic and carefully chosen total number of call is not itself good or
bad
Some examples:
First-line resolution rate
Average time to resolve and/or escalate an incident
Total costs for the period divided by total call duration minutes
The number of calls broken by time of day and day of week, combined with the
average call-time
Customer/User Satisfaction surveys

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Lesson 3.8: Technical Management
207
Role of Technical Management Function
The groups, departments or teams that provide technical expertise and overall
management of the IT Infrastructure
Custodian of technical knowledge and expertise related to managing the IT
Infrastructure.
Provides the actual resources to support the ITSM Lifecycle.
- Ensures that resources are effectively trained and deployed to design,
build, transition, operate and improve the technology required to deliver and support IT
services.
Objectives
To help plan, implement and maintain a stable technical infrastructure to
support the organizations business Processes
-Well designed and highly resilient, cost-effective infrastructure configuration
- Use of adequate technical skills to maintain the technical infrastructure and to
speedily diagnose and resolve any technical failures that do occur.
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Lesson 3.9: Application Management
208
Role of Application Management Function
Responsible for managing applications throughout their lifecycle.
Custodian of technical Knowledge and expertise related to managing
application, whether purchased or developed in-house.
It provides the actual resources to support the ITSM Lifecycle
Providing guidance to IT Operations about how best to carry out the
ongoing operational management of applications.
The integration of the Application Management Lifecycle into the ITSM
Lifecycle
Objectives
To helping to identify functional and manageability requirements for
application software so as to support the organizations business Processes.
Assist in design and deployment of applications.
Assist in ongoing support/maintenance/improvement of applications.
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Lesson 3.10: IT Operations Management
Function
209
Role of IT Operations Management Function
The function responsible for the ongoing management and maintenance of
an organization s IT Infrastructure to ensure delivery of the agreed level of
IT services to the business.

Operations Control - oversees the execution and monitoring of the
operational activities and events in the IT Infrastructure.
Includes Console Management, Job Scheduling, Backup & restore,
Print & output Management and Maintenance activities on behalf
of Technical or Application Management teams.

Facilities Management - The management of the physical IT
environment, typically a Data Centre or computer rooms and recovery
sites together with all the power and cooling equipment.
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Lesson 3.11: IT Operations Management
Objectives
210
Objectives
Maintenance of the as- is infrastructure and procedures to achieve stability
of the organizations day-to-day processes and activities.
Regular scrutiny and improvements to achieve improved service at reduced
costs, while maintaining stability.
Swift application of operational skills to diagnose and resolve any IT
operations failures that occur.
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Service Operations : Quiz
211
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Question 1:
212
Major Incidents require:

A. Separate procedures

B. Less urgency

C. Longer timescales

D. Less documentation
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Module 5
213
Module 5
Question 2:
213
Which of the following should be done when closing an Incident?

1: Check the Incident categorization and correct it if necessary
2: Decide whether a Problem needs to be logged

A. 1 only

B. Both of the above

C. 2 only

D. None of the above
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Module 5
Question 3:
214
Which of the following is NOT a valid objective of Request
Fulfillment?

A. To provide information to users about what services are
available and how to request them

B. To update the Service Catalogue with services that may be
requested through the Service Desk

C. To provide a channel for users to request and receive standard
services

D. To source and deliver the components of standard services that
have been requested
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Module 5
Question 4:
215
Which Functions are included in IT Operations Management?

A. Network Management and Application Management

B. Technical Management and Application Management

C. IT Operations Control and Facilities Management

D. Facilities Management and Technical Management
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Module 5
Question 5:
216
What is the BEST description of the purpose of Service
Operation?

A. To decide how IT will engage with suppliers during the Service
Management Lifecycle

B. To proactively prevent all outages to IT Services

C. To design and build processes that will meet business needs

D. To deliver and manage IT Services at agreed levels to
business users and customers
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Module 5
Question 6:
217
Which of these activities would you expect to be performed by a
Service Desk?

1: Logging details of Incidents and service requests
2: Providing first-line investigation and diagnosis
3: Restoring service
4: Diagnosing the root-cause of problems

A. All of the above
B. 1, 2 and 3 only
C. 1, 2 and 4 only
D. 2, 3 and 4 only
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End of Module 5
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Module 6
219
Continual
Service
Improvement

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At the end of this lesson, you should be able to:

Understand the Goals and Objectives of
Continual Service Improvement

Lesson 1.0: Continual Service Improvement
2
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Lesson 1.1: Continual Service Improvement:
Goals
To continually align IT Services to the changing Business needs by
identifying and implementing improvements.

Continually be on the lookout for improvements related to process
effectiveness and efficiency.

To implement improvement plans in a cost-effective manner.
3
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Lesson 1.2: Continual Service Improvement:
Objectives
Review analyze and recommend improvement opportunities in all the life
cycle phases
To make CSI activities, fact based, CSI Reviews and analyze Service level
achievement results
Identify and implement activities for improve service efficiency and
effectiveness to improve service quality
Improve cost effectiveness
Ensure appropriate quality management methods are used to support CSI
activities
4
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Lesson 1.3: Continual Service Improvement:
Scope
Scope of CSI:
Overall health of ITSM. It takes care of entire ITSM as well as all
dependent services.
Alignment of the service portfolio with business needs
After implementing and operating processes, CSI help Maturing the
processes.
Organization need to:
Review management information and trends of service delivery
Ensure outputs of enabling ITSM are achieving results
Conduct audits to access maturity of process, compliance of
processes.
Conduct customer satisfaction surveys.
4
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At the end of this lesson, you should be able to:

Understand the Basic Concepts and Key Principles of
Continual Service Improvement
John Kotters eight steps for Organization
Transformation

Lesson 2.0: CSI Key Principles and
Models
5
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Lesson 2.1: CSI and Organizational Change
225
Successful CSI requires organizational change

Organizational change presents challenges

Use formal approaches to address people-related issues:
John Kotters Eight steps to transforming your organization
Project Management
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Lesson 2.2: John Kotters 8 steps to
Organizational Transformation
226
Steps Quotes
1
Creating Sense of
urgency
50% of transformations fail in this stage.
Without motivation, people wont help and efforts goes nowhere
76% of companys management should be convinced of the need
2
Forming a guiding
coalition
Understand difficulties and producing change.
Lack of effective, Strong leadership
Not a powerful coalition. Opposition eventually stops the change initiatives.
3
Creating a Vision
Without a sensible vision transformation effort can easily dissolve into a list
of confusing, incompatible projects.
An explanation of 5 minutes should obtain reaction of understanding and
Interest.
4
Communicating Vision

Without credible communication, and lot of it, the hearts and minds of the
troops are never captured.
Make use of all communication channels.
Reference: Crown copyright OGC.
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Lesson 2.3: John Kotters 8 steps to
Organizational Transformationcontd
227
Steps Quotes
5
Empowering others to
act on vision
Structures to underpin the vision.. And removal of barriers to change.
More people involved, the better the outcome.
Reward initiatives.
6
Planning for and
creating quick wins
Real transformation takes time. Without quick wins too many people give up
or join the ranks of those opposing change.
Actively look for performance improvements and establish clear goals.
Communicate success.
7
Consolidating
improvements and
producing more
change
Until changes sink deeply into the culture new approaches are fragile and
subject to regressions.
In many cases worker revert to old practices.
Use credibility of quick wins to tackle even bigger problems.
8
Institutionalize the
change
Show how new approaches, behavior and attitude have helped improve
performance. Ensure selection and promotion criteria underpin the new
approach.
Reference: Crown copyright OGC.
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Lesson 2.4: Service Measurement
228
The ability to predict and report service performance against targets of an
end-to-end service is known as Service Measurement.

Will require someone to take the individual measurements and
combine them to provide a view of the customer experience.
This data can be analyzed over a period of time to produce a trend.
This data can be collected at multiple levels, (for example, CIs,
processes, services).
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Lesson 2.5: Reasons to Monitor & Measure
229
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Lesson 2.5: Types of Metrics
230
Technology metrics: typically components and applications For
example
Performance
Availability
Process metrics: Critical Success Factors (CSFs), Key Performance
Indicators (KPIs), activity metrics for ITSM processes
Service metrics: end-to-end service metrics (often Service metrics are
a sum of process and technology metrics)
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Lesson 2.6: Key Definitions
231
Improvement Favorable Outcome showing a measurable increase in a
desirable metric or a decrease in undesirable metric.
Benefit Gain achieved from Improvement. This is generally associated with
ROI or VOI.
Return on Investment (ROI) Quantifiable monetary benefit achieved by
expending a certain amount of money, usually expressed as a percentage.
Value on Investment (VOI) Non monetary benefit, such as branding,
achieved by expending a certain amount of money.
Baseline Benchmark used as a reference point for later comparison.
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Deming Cycle
232
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Plan:
Establish the objectives and
processes necessary to deliver
results in accordance with customer
requirements and the organization's
policies.
Do:
Implement the processes.
Check:
Monitor and measure processes and
product against policies, objectives
and requirements for the product
and report the results.
Act:
Take actions to continually improve
process performance.
P D
A C
233
7 Step Improvement Process PDCA cycle
Lesson 2.7: Seven Step Improvement
Process- PDCA Cycle
233
DEFINE WHAT YOU
SHOULD MEASURE
DEFINE WHAT YOU
CAN MEASURE
GATHER THE
DATA WHO,
HOW, WHEN
PROCESS THE
DATA
ANALYZE THE
DATA
PRESENT AND USE
THE DATA
IMPLEMENT
CORRECTIVE
ACTION
P
L
A
N

DO
CHECK
ACT
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Lesson 2.8: Continual Service
Improvement Model
234
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CSI : Quiz
235
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Module 6: Quiz
Question 1:
236
Which of the following does CSI provide guidance on?
1. How to improve process efficiency and effectiveness
2. How to improve services
3. Improvement of all phases of service lifecycle
4. Measurement of processes and services

a) 1 and 2 only

b) All of the above

c) 2 only

d) 1, 3 and 4 only
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Module 6: Quiz
Question 2:
237
Which is the first activity of the CSI model?

a) Carry out a baseline assessment to understand the current
situation

b) Understand the Business Vision and Objectives

c) Agree on priorities for Improvement

d) Create and verify a plan
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Module 6: Quiz
Question 3:
238
Which of the following is NOT a metric described in CSI?

a) Process Metric

b) Personnel Metric

c) Service Metrics

d) Technology Metrics

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Module 6: Quiz
Question 4:
239
Which of the following are objectives of CSI?
1. To improve process efficiency and effectiveness
2. To improve services
3. To improve all phases of service lifecycle except Strategy
4. To improve International standard such as ISO 20000

a) 1 and 2 only


b) 2 and 4 only

c) 1, 2 and 3 only

d) All of the above
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Module 6: Quiz
Question 5:
240
Learning and Improvement is the PRIMARY concern of which of
the following phases of service lifecycle?

a) Continual Service Improvement

b) Service Strategy and Service Design

c) Service Strategy, Service Transition and Service Operation

d) Service Strategy, Service Design, Service Transition and
Service Operation
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CSI : Summary
241
Goals and Objectives of CSI
John Kotters 8 steps of Organizational Transformation
Service Measurement and Metrics
7 Step Improvement process
CSI Improvement Model
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ITIL 2011 Foundation Certification Exam
Practical Tips
242
Read the question CAREFULLY

At this level of exam the obvious answer is often the correct answer (if you have
read the question carefully!)

Beware of being misled by the preliminary text for the question

If you think there should be another choice that would be the right answer, then
you have to choose the most right

Use strategies such as What comes first? or What doesnt belong? to help
with the more difficult questions

Where there are questions that involve multiple statements (i.e. 1, 2, 3, 4), then
try to eliminate combinations that are immediately incorrect (based on something
you can remember) so that the question is broken into smaller, and more
manageable pieces.
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ITIL 2011 Foundation Certification Exam
Practical Tips
243
Sample Question
Which of the following statements is CORRECT for ALL processes?


a) They define functions as part of their design

b) They should deliver value for stakeholders

c) They are carried out by an external service provider in support of a customer

d) They are units of organizations responsible for specific outcomes
Lets see with an example how to answer the questions.
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ITIL 2011 Foundation Certification Exam
Practical Tips
244
Which of the following statements about a Definitive Media Library (DML) are
CORRECT?

1. The DML can include a physical store
2. The DML holds definitive hardware spares
3. The DML includes master copies of controlled documentation

a) All of the above

b) 1 and 2 only

c) 2 and 3 only

d) 1 and 3 only
Let us look at another example.
Sample Question
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