ITIL V3 Foundation Course Ebook PDF

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ITIL V3 FOUNDATION CERTIFICATION

E-LEARNING COURSE
ITIL and IT Infrastructure Library are registered trademarks of the United Kingdom's Office of Government Commerce (OGC) in United kingdom and other
countries
Ver. 1.0
ITIL V3 Foundation Course Objectives

2
At the end of the course, you should be able to
Discuss the ITIL v3 qualification scheme

Explain the practice of Service Management
Describe Service Lifecycle
Identify key principles and models of ITIL V3
Define generic concepts in ITIL v3
Discuss the processes, roles and functions in ITIL V3
Summarize the use of technology with ITIL V3
Successfully clear your ITIL v3 foundation exam.
ITIL V3 Foundation Course Agenda

3
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
Module 5: Service Operations
Concepts and Models, Key Principles, Processes and Functions
Module 6: Continual Service Improvement
Module 7 : Summary and Exam Preparation
Review of Key Concepts and Practice Exam
Module 1
4
Introduction
To Service
Management
Lifecycle
Lesson 1.0: What is ITIL ?

5
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.
De-Facto Industry Standard
Lesson 1.1: ITIL V3 Components

6
Lesson 1.2: ITIL Core Publications

7
Each lifecycle phase of ITIL V3 Core

is represented by a Volume in the
Library
1.
2.
3.
4.
5.
Service Strategy
Service Design
Service Transition
Service Operation
Continual Service Improvement
Lesson 1.3: ITIL V3 Qualification Scheme:

Credits System
Lifecycle Modules
Service Strategy
Service Design
Service Transition
Service Operation
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
Lesson 1.4: ITIL V3 Foundation Exam Format

9
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 ?
Prometric Centers, visit www.prometric.com, Exam Code: EX0-101
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Lesson 2.0: Principles of IT Service

Management
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 2.1: ITIL is presented as Good

Practice. What are good Practices?
11
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
Lesson 2.2: Why Choose Good practices over

Proprietary ones?
12
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
Lesson 2.3: What is a Service?

13
A means of delivering value to customers by facilitating outcomes customer want to

achieve, without the ownership of specific costs or risks.
Costs and Risks are transferred to service provider.

Customers focus on outcomes versus means.
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
Lesson 2.4: What is a Service Management?

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Business Outcomes
Value
Customer Assets
Service Management
Performance
Services
Capabilities
Service Assets
Capabilities
Resources
Resources
A5 Management
Financial Capital
A4 Organization
Infrastructure
A3 Processes
Applications
A2 Knowledge
Information
A1
People
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
Lesson 2.6: A Basic Process

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Data, Information
and Knowledge
Desired
Outcome
Process
Suppliers
Activity 1
Customer
Activity 2
Activity 3
Service Control & Quality

Trigger
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)
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
Lesson 2.9: Processes across the organization

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CIO
Operations
Development
Project
Management
Service desk
Website
Project 1
Mainframe
HR
Applications
Project 2
Application
Finance
Applications
Project 3
Networks
Architecture
Enterprise
Architecture
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
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
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.
Service
owner
Process
Owner
Security
Manager
IT
Head
Chief
Architect
Process
Manager
Create a framework for defining IT services
A/R
Build an IT service catalogue
A/R
Define SLA for critical IT services
Monitor and report SL performance
A/R
Review SLAs, OLAs and UCs
Review and Update IT service catalogue
A/R
Create service improvement Plan
A/R
Activities
Example RACI matrix
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
Type II
Shared Services Provider
Type III
External 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.
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.
Service provider that provides IT

services to external customers
i.e. outsourcing
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
Contract:
A legally binding agreement between two or more
parties to supply goods or services
Service Provider
Supplier
Fig: A Basic value Chain
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Lesson 3.0: The Service Lifecycle

Lesson objectives
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 3.1: Lifecycle Components

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Application Mgmt
Facilities Mgmt
IT Operations Mgmt
Supplier Management
Service Knowledge Management
Infrastructure Mgmt
Information Security Management
Evaluation Management
Service Desk
IT Service Continuity Management
Release & Deployment Management
Access Management
Strategy Generation
Availability Management
Validation & Testing Management
Problem Management
IT Financial Management
Capacity Management
Service Asset & Configuration

Management
Incident Management
Service Portfolio Mgmt
Service Catalog Mgmt
Change Management
Request Fulfillment
Demand Management
Service level Management
Transition Planning & Support
Event Management
Service
Strategy
Service
Design
Service
Transition
Service
Operations

Service level Management
Service Improvement
Service Reporting
Service Measurement & Analysis
Lesson 3.2: The Lifecycle Interactions

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The Business / Customers
Service Knowledge Management Systems

(SKMS) Including the Service Portfolio &
Service Catalog
Requirements
Service Strategy
SLPs from
Requirements
Resources &
Constraints
Policies
Strategy
SDPs
Service Design
Standards
Architectures
Solution
Design
SKMS Updated
Service Transition
Tested Solutions
Transition plans
Service Operation
Operations Plan
Continual Service
Improvement
Operational
Services
Improvement
Plans & Actions
Lesson 3.3: Relationship between

Governance and ITSM
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Relationship between Governance and ITSM

Corporate Governance
Ensures the provision strategy and business
plans. Establishes the Corporate policies and
enables strategic direction, objectives, critical
success factors and key result areas.
Establishes IT policy, Standards and Principles,

Assures alignment of IT strategy to corporate
business strategy
IT Governance
Corporate Compliance
Assures adherence to Legal, Industrial and regulatory
requirements.
Assures the design and
operability of IT
policies , processes
and key controls
IT Compliance
Establishes, enables and executes the IT

strategy. Establishes Operations to assure
high-quality, compliant IT service
provisioning. Ensures effective key result
Areas.
IT Service Management
End of Module 1
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Covered so far
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 !
Module 1: Quiz
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Sample question 1:
Which of the following is NOT one of the ITIL core publications?

a) Service Operation
b) Service Transition
c) Service Derivation
d) Service Strategy
Module 1: Quiz
31
Sample question 2:
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
Module 1: Quiz
32
Sample question 3:
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
Module 1: Quiz
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Sample question 4:
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
Module 1: Quiz
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Sample question 5:
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
Module 1: Quiz
35
Sample question 6:
Which off 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
Module 2
37
Service
Strategy
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Lesson 1: Service Strategy
Lesson objectives
Understand the Goals and Objectives of Service

Strategy
Lesson 1.1: Service Strategy Objectives

39
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.
Lesson 1.2: Key Strategy Questions

40
9 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?
9
Process in Service Strategy:

Demand management
Service portfolio Management, and

Financial management
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Lesson 2.0: Key concepts of service strategy

Lesson objectives
Describe basics of Value Creation through

Services
Explain Business Case
Lesson 2.1 Key Principles and Models

42
Service Value Creation : Utility & Warranty

Performance Supported ?
Fit for Purpose ?
OR
Constraints removed ?
Utility
Value
Available enough ?
Capacity enough ?
Continuous enough ?
AND
Secure Enough ?
Warranty
Fit for Use ?
Lesson 2.2: Service Value creation: Utility & Warranty

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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
Lesson 2.3: Basics of Value Creation: Service Assets

44
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.
Resources
Capabilities
Financial Capital
Management
Infrastructure
Organization
Applications
Processes
Information
Knowledge
People
45
Lesson 2.4: Service Packages
Supporting Services
Package
(Enables or Enhances the
value proposition )
Core Services Package

(Basic outcomes desired
by the customer.)
Service Level Packages

(Defines level of utility and warranty provided by Service Package)
Availability Levels
Capacity Levels
Continuity
Service Features
Service Support
Security Levels
Lesson 2.5: Business Case

46
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
Lesson 2.6: Risk

47
Risk
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.
Lesson 2.7: What is a Service Portfolio?

48
Service Portfolio
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.
Customer
3
Customer
2
Customer
1
Service
Improvement
Plan
Service
Portfolio
Third
Party
Services
Market
Space 1
Market
Space 2
Market
Space 3
Lesson 2.8: Components of Service Portfolio

49
Service Portfolio
Components of
Service
Portfolio
Service Catalog
Service Pipeline
Market
Spaces
Continual service
Improvement
Third
Party
Catalog
Service
Transition
Customers
Service
Design
Resources
Engaged
Service
Operations
Return on Assets
earned during Service
Operations
Common Pool of resources
Retired
Services
Resources
Released
Lesson 2.9: Service management Technology &

Automation
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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
Lesson 2.9: Service management Technology &

Automation
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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 predefined 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 3.0: Service Strategy Process
Lesson objectives
At the end of this lesson, you should be able Objectives
and basic concepts of the two processes in Service
Strategy:
9 Demand Management, and
9 Financial Management.
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Lesson 3.1: Demand Management:

Objectives
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.
Lesson 3.2: Managing Demand for Services

56
Demand Pattern
Service
Process
Service Belt
Patterns of
Business Activity
Capacity
Management
Plan
Delivery Schedule
Demand
Management
Lesson 3.3: PBA and UP

57
Pattern of Business Activity (PBA)

Workload
Varies
over time
Represents
profile of one or more business activities

changing business demands
User Profile
Pattern
Each
of user demand for IT services
user profile includes one or more PBAs
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Lesson 3.4: Financial Management: Goals

and Objectives
Business
Opportunities
Business
Technology
Capabilities
Financial
Management
IT
Lesson 3.5: Financial Management: Activities

59
Activities
Budgeting
Predicting the expected future requirements for

funds to deliver the agreed upon services and
monitoring adherence to the defined budgets.
Accounting
Enables the IT organization to account fully for the

way its money is spent.
Chargeback
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.
60
Lesson 3.6: Financial Management:

Benefits
Benefits
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
61
End of Module 2
Objectives and Key concepts of Service Strategy

Service Strategy processes.
Module 2: Quiz
62
Question 1:
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
Module 2: Quiz
63
Question 2:
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
Module 2: Quiz
64
Question 3:
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
Module 2: Quiz
65
Question 4:
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
Module 2: Quiz
66
Question 5:
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
Module 2: Quiz
67
Question 6:
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
Module 3
68
Service
Design
69
Lesson 1.0 Service Design

Lesson objectives
Understand the Goals and Objectives of

Service Design
Understand the Value Service Design
provides to the Business.
Lesson 1.1: Service Design Objectives

70
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.
Lesson 1.2: Value to Business

71
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
72
Lesson 2.0: Service Design Key

Concepts
Lesson objectives
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 2.1: 4 Ps in Service Management

73
Skills
Organisation
Experience
Services
Technology
Tools
IT Service Management
Suppliers
Manufacturers
Vendor
Processes
Activities
RACI
Dependencies
74
Lesson 2.2: Major Aspects of Service

Design
New or Changed Service Solutions Design

Service Management systems and tools design
Technology and Management architectures design
Processes design
Measurement systems design
Lesson 2.3: Service Design Package

75
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 Applicability
Service Contacts
Contents of a
Service Design
Package
Service Functional
Requirements
Service Level
Requirements
Service Acceptance
Criteria
Service Operational
Acceptance Plan
Service Transition
Plan
Service Program
Service Design &

Topology
Organisational
Readiness
76
Lesson 3.0: Service Design

Processes
Lesson objectives
State the Objectives and basic concepts of the following processes
Service Catalog Management
Service Level Management
Supplier Management
Capacity Management
Information Security Management
77
Lesson 3.1: Service Catalogue

Management: Objectives
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
78
Lesson 3.2: Service Catalogue

Management: Key Terms
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.
79
Lesson 3.3: Service Level Management:

Objectives
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 costjustified manner.
Key terms
Service Level requirements (SLRs), Service

Catalog, Service Level Agreement (SLA),
Operational Level Agreement (OLA),
Underpinning contract (UPC)
80

Process Activities
Design and
Plan SLAs
Determine
and Document
Requirements
Service Design
SLA
Improvement
Monitor
Service
Performance
Negotiate
& Continual Service
Negotiate &
Agree
Improvement
Conduct Service
review and
Instigate Service
Improvement
Produce
Service
Reports
81

Terminology
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.
82
Lesson 3.6: Service Level

Management: Key Terms Illustrated
Business
Process
Business
Process
Payroll
Network
Services
Email
Services
Storage
Services
Business Process
S
L
A
Storage
Services
OLA
OLA
OLA
OLA
Service Desk
Hardware
Software
Applications
IT Infrastructure
U
P
C
External
U
P
C
Supplier
U
P
C
Storage
Lesson 3.7: Service Level Management: Designing

SLA Structures
83
Multi Level SLAs
Customer Based vs. Service Based SLAs

Customer A
Customer B
Customer C
Service Based
Service Y
(Coffee)
Corporate Level SLA

Customer A
Customer Based
Service X
(Tea)
Corporate
Service Z
(Juice)
Customer B
Customer Level SLA

Service X
(Tea)
Service Y
(Coffee)
Service Level SLA
Service Z
(Juice)
84

SLA Content
Service Level Agreement
for Service XYZ
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.
85
Lesson 3.9: Supplier Management:

Objectives
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)
86
Lesson 3.10: Supplier Management:

Supplier and Contract Database
Supplier
Strategy
& Policy
Supplier categorization and

Maintenance of the SCD
Supplier and
Contracts
Evaluation
Supplier
&
Contract
Database
(SCD)
Contract
Renewal And/or
termination
Establish new
suppliers and
Contracts
Supplier & Contract

Management &
performance
Lesson 3.11: Supplier Management: Relationship

with Service Level Management
87
Supplier Management
Service Level
Management
Supplier
Management
Service Level
Agreements (SLA)
Underpinning
Contracts (UCs)
To ensure the UCs are aligned with

SLRs and SLAs by managing
relationships with Supplier.
External
Suppliers
88
Lesson 3.12: Capacity Management:

Objectives
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-todate 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
89
Lesson 3.13: Capacity Management: A

Balancing Act
Supply
Capacity
Resources
Components
Demand
Performance
Cost
90
Lesson 3.14: Capacity Management:

Process Activities
Review Current Capacity

and Performance
Capacity Management
Information System (CMIS)
Capacity
performance reports
& data
Improve Current service

and component capacity
Forecasts
Plan new Capacity

Capacity Plans
Assess, Agree &

Document new
Requirements & Capacity
91
Lesson 3.15: Capacity Management: Sub

Process
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-toend 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.
92
Lesson 3.16: Availability Management

Process: Objectives
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-todate 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
93
Lesson 3.17: Availability Management:

Key Terms explained
Availability
Reliability
Maintainability
Serviceability
The percent time of agreed service hours the

component or service is available.
A measure of how long a component or IT
Service can perform its agreed operation
without interruption.
A measure of how quickly and effectively a
component or IT Service can be restored to
normal working after a Failure.
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.
94

Key Terms explained..contd.
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.
Time to
detect
Time to
Record
Time to
Diagnose
Time to
Repair
Time to
Recover
Time to
Restore
Mean Time to Restore Service (MTRS)

Mean Time to between system incidents (MTBSI)
Mean Time
Between
Failures
(MTBF)
Downtime
Incident 2
Uptime
Restored
Recovered
Repaired
Record
Detect
Incident 1
Uptime
95
Diagnose

Expanded Incident Lifecycle
96
Lesson 3.20: IT Service Continuity

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
97

Management: Key Terms Explained
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.
Lesson 3.22: IT Service Continuity Management:

Key Terms Explained..contd
98
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 costjustifiable countermeasures to combating

identified risks.
99

Management: Lifecycle Activities
Initiation
Invocation
Requirements
& Strategy
On Going
Operations
Business Continuity
Strategy
Implementation
Business Continuity
Plans
100
Lesson 3.24: Information Security

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)
101

Management: Key Terminology
Confidentiality
Integrity
Availability
Protecting information against unauthorized

access and use.
Examples: Passwords, swipe cards, firewalls
Accuracy, completeness and timeliness of services,
data information, systems and physical locations.
Examples: Rollback mechanisms, test procedures,
audits.
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
102

Management: Security Framework
Information Security Framework
Information
Security
Strategy
Information Security Management System

Information
Security Policy
Information
Security
Organisation
Information
Security Controls
Information Security Processes

Management of Security Risks
> Communications Strategy

> Training & Awareness
Strategy
103

Management: Security Policy
Security Policy Contains.
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.
9
9
9
9
9
9
9
9
9
9
9
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
9 Asset disposal policy.
Lesson 3.28: Information Security Management:

Information Security Management System (ISMS)
104
Interested
Parties
(Customers,
Suppliers
etc.)
Service level
Agreements (SLAs)
Underpinning
Contracts (UCs)
Operational level
agreements (OLAs)
Policy Statements
Information
Security
Requirements &
Expectations
Learn
Improve
Plan
Implement
Plan
Implement
Awareness,
Classification
Personnel Security
Physical Security
Systems Security
Security Incident
Procedures
Control
Managed
Information
Security
Organize
Establish framework
Allocate responsibilities
Maintain
Evaluate
Interested
Parties
(Customers,
Suppliers
etc.)
Internal audit
External audit
Self assessments
Security Incidents
105
End of Module 3
106
Service Design :Quiz
Module 3 : Quiz
107
Question 1:
Which of the following is NOT one of the five individual aspects of
Service Design?
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
Module 3 : Quiz
108
Question 2:
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
Module 3 : Quiz
109
Question 3:
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
Module 3 : Quiz
110
Question 4:
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
Module 3 : Quiz
111
Question 5 :
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
Module 3 : Quiz
112
Question 6 :
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
Module 4
113
Service
Transition
114
Lesson 1.0: Service Transition

Lesson objectives

Service Transition
Explain What value Service Transition
provides to the Business
Lesson 1.1: Service Transition Goals

115
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
Lesson 1.2: Service Transition Objectives

116
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.
117

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
118
Lesson 2.0: Service Transition: Key

Principles and Models
Lesson objectives
Understand the V Model of Service Transition

Understand Configuration Item
Understand Configuration Management System
Lesson 2.1: Service V Model

Service Transition V Model
119
120
Lesson 2.2: Configuration Item (CI)

9Anything that needs to be managed in order to deliver an IT Service.
9CI information is recorded in the Configuration Management System.
9CI information is maintained throughout its lifecycle by Configuration Management.
9All 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
Lesson 2.3: Configuration Management

System (CMS)
121
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
122
Lesson 3.0: Service Transition

Processes
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:
Change Management
Service Asset and Configuration Management
Release and Deployment management, And
Knowledge Management
123
Lesson 3.1: Change Management

Lesson objectives
State the Goals, Objectives and basic

concepts of Change Management
124
Lesson 3.2: Change Management : Goals

and Objectives
Goals and Objectives:
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
Lesson 3.3: Change Management : Scope

125
Scope
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
126
Lesson 3.4: Change Management :

Change Types
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
Remediation planning
Backout Plans
127

Change Flow
128
Lesson 3.6: Change Management : 7 Rs

of Change Management
7 Rs of Change Management
Who RAISED the change?
What is the REASON for the change?
What is the RETURN required from the change?
What are the RISKS involved in the change?
What RESOURCES are required to deliver the change?
Who is RESPONSIBLE for the build, test and implementation of the change?
What is the RELATIONSHIP between this change and other changes?
129
Lesson 3.7: Change Management : Roles

in Change Management
Change Manager
Process
owner
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
130

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
131

Change Metrics
Change Metrics
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
132
Lesson 3.10: Change Management : Key

Challenges
9Business pressure to just do it

9Inaccurate and incomplete Configuration Management System
9Siloed Technical Function areas
9 Misunderstanding of Emergency changes
9Scalability across large organizations
9Vendor/Contract Compliance
9 Adhoc nature of people
133
Lesson 3.11: Service Asset and

Configuration Management
Lesson objectives
State the goals, objectives and basic concepts of

Lesson 3.12: Service Asset and Configuration

Management: Goals and Objectives
134
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.

Management: Basic Concepts
135
Basic Concepts
What is a Configuration Item (CI) ?
9Anything that needs to be managed in order to deliver an IT Service
9CI information is recorded in the Configuration Management System
9CI information is maintained throughout its lifecycle by Configuration Management
9All 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

Management: Basic Concepts
136
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.

Management: Basic Concepts: Contd..
137
Basic Concepts
What is a Configuration Management System (CMS) ?
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

Management: Basic Concepts: Contd..
138
Basic Concepts
What is a Definitive Media Library (DML) ?
9The only source for build and distribution
9Master copies of all software assets
In house, external software houses
Scripts as well as code
Management tools as well as applications
Including licenses
9Quality checked
Complete, correct, virus scanned ..

Management: Basic Concepts: CMDB & DML
139
Basic Concepts
DML and CMDB

Management: Basic Concepts: Logical Model
140
Services
E - Banking
Application
User
Experience
Availability
E - Sales
SLA
Application
Business
Logic
Business
Logic
Application
Infrastructure
Messaging
Data
services
SLA Availability
Application
Infrastructure
Data Center
Network
Web
services
Web
services
Network
Topology
User
Experience
Name
service
Authentication
Data
services
Messaging
Lesson 3.16: Service Asset and Configuration Management:

Basic Concepts: Relationship between CMDB, CMS and SKMS
141
SKMS
CMS
CMDB
Informed Decision
142
Lesson 3.17: Release and Deployment

Management
Lesson objectives

Release and Deployment Management

Management: Goals
143
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.

144
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

Management: Basic Concepts: Release Policy
145
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.

Management: Basic Concepts: Release Unit
146
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

Management: Basic Concepts: Release Types
147
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 3.22: Release and Deployment Management:

Basic Concepts: Release and Deployment Approaches
148
Release and Deployment Approaches

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

Push versus Pull deployment
Automated versus manual deployment
149
Lesson 3.23: Knowledge Management

Lesson objectives

150
Lesson 3.24: Knowledge Management:

Goals
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.
151

Objectives
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.
152

Basic Concepts: DIKW
153

Service Knowledge Management System
154

SKMS
9A set of tools for managing knowledge and information.

9 SKMS includes CMS.
9 SKMS contains all the information needed to manage the lifecycle
of IT Services.
155
Module 4 : Summary
Goals and Objectives
Service Transition V Model
Service Transition processes:
Change Management
Release and Deployment Management
156
Module 4 : Quiz
Module 4: Quiz
157
Question 1:
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
Module 4: Quiz
158
Question 2:
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
Module 4: Quiz
159
Question 3:
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
Module 4: Quiz
160
Question 4:
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
Module 4: Quiz
161
Question 5:
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
Module 4: Quiz
162
Question 6:
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
Module 5
163
Service
Operations
164
Lesson 1.0: Service Operations

Lesson objectives
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 1.1: Service Operations:

Objectives
165
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

166
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.
Lesson 1.3: Role of Communication

167
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
Lesson 1.4: Events

168
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.
Lesson 1.5: Alerts & Incidents

169
Incident
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
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
Lesson 1.6: Service Request

170
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
Lesson 1.7: Problem & Workaround

171
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.
172
Lesson 1.8: Known Error (KE) and Known

Error Database (KEDB)
Known Error (KE)
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.
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
Lesson 1.9: Impact, Urgency & Priority

173
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.
174
Lesson 2.0: Service Operations Process

Lesson objectives
State the objectives and basic concepts for Event

Management
Lesson 2.1: Event Management:

Objectives
175
Definition
The process responsible for monitoring Events throughout their
Lifecycle.
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
176
Lesson 2.2: Event Management: Process

Activities
Process Activities
Event occurs
Event Detection , Filtering & Notification
Event Significance (Type of Event)
(Information, Warning or Exception)
Event correlation.
Event Response
Event Review & Closure
177
Lesson 2.3: Event Management: Event

Logging & Filtering
178

Managing Exceptional Events
179

Managing Information & Warning Events
Lesson 2.6: Incident Management: Objectives

180
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
181
Lesson 2.7: Incident Management: Scope

and Value to Business
Scope
Value to Business
Managing any disruption or

potential disruption to live IT services
Lower downtime to the business,

which in turn means higher
availability of the service.
Incidents identified
Directly by users through the
service Desk
Through an interface from Event
Management to incident
Management tools
The capability to identify business

priorities and dynamically allocate
resources as necessary.
The ability to identify potential

improvements to services.
Reported and/or logged by

technical staff
182
Lesson 2.8: Incident Management: Basic

Concepts
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.
Major Incident
Responsibilities; who should do what
An Incident Model to handle Incidents of Major Impacts and great

Urgency.
183
Lesson 2.9: Incident Management:

Process Flow & Activities
Lesson 2.10: Incident Management:

Process Interfaces
184
Performance
incidents
Incident
Workarounds
SLAs, OLAs, UCs

Event
Manage
ment
Capacity
Manage
ment
Incident
Management
Problem
Manage
ment
Service break/ degrading

Events
Potential problems
Availability
incidents
Change
Manage
ment
CI data
Maintain faulty CI
Status
RFC for resolving Incidents

Incidents from Failed
Changes
*SACM: Service Asset & Configuration Management
185
Lesson 2.11: Problem Management:

Objectives
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.
Lesson 2.12: Problem Management:

Scope and Value to Business
186
Scope
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 firefighting or resolving repeat

incidents.
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
187
Lesson 2.13: Problem Management: Basic

Concepts
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)
Lesson 2.14: Problem Management: Process

Flow: Reactive Problem Management
188
Problem
detection &
Logging
Problem
Categorization
& Prioritization
Problem
Investigation &
Diagnosis
Problem
Resolution &
Closure
Workarounds &
raising Known
Error Records
Major Problem
Reviews
Errors from
Development /
Suppliers
Known
Error
Database
Lesson 2.15: Problem Management: Process

Flow: Interfaces with Other Processes
189
Change Management
Is involved with determining how to

reduce downtime and increase uptime
through proactive problem
management techniques
ensures that all resolutions or

workarounds that require a change to
a CI are submitted through Change
Management through an RFC.
Capacity Management
Configuration Management
uses the CMS to identify faulty CIs and
also to determine the impact of
problems and resolutions.
Release & Deployment Management

assists in ensuring that the associated
known errors are transferred from the
development Known Error Database
into the live Known Error Database.
Service Level Management

contributes to improvements in service
levels, and its management information
is used as the basis of some of the SLA
review components.
Problem
Management
Capacity Management helps in

problem investigation and
resolution

When a significant problem is not
resolved before it starts to have a major
impact on the business, it interfaces with
ITSCM
Financial Management
Problem Management provides
management information about the cost
of resolving and preventing problems
190
Lesson 2.16: Request Fulfillment

Process
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.
191
Lesson 2.17: Access Management:

Objectives
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
192
Lesson 2.18: Access Management: Basic

Concepts
Basic Concepts
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
193
Lesson 3.0: Service Operations: Functions

Lesson objectives
Explain the role, objectives and

organizational structures of Service desk
Lesson 3.1: Service Desk

194
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.
Lesson 3.1: Purpose of Service Desk

195
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.
Lesson 3.2: Organization Structures

196
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.
197
Lesson 3.3: Service Desk Function:

Organization Structures- Local
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.
Local Users
Service Desk
(local)
Third Party
Support
Application
Support
Infrastructure
Support
198

Organization Structures- Centralized
Centralized
Customer
Site 1
Customer
Site 2
Customer
Site 3
Service Desk
(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.
Second-Line Support
Third party
Support
Application
Support
Infrastructure
Support
199

Organization Structures- Virtual
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
200
Lesson 3.6: Service Desk: Service Desk

Staffing
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
201
Lesson 3.7: Service Desk: Service Desk

Metrics
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
Lesson 3.8: Technical Management

202
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.
Lesson 3.9: Application Management

203
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.
204
Lesson 3.10: IT Operations Management

Function
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.
205
Lesson 3.11: IT Operations Management

Objectives
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.
206
Module 5 : Quiz
Service Operations : Quiz

207
Question 1:
Major Incidents require:
A. Separate procedures
B. Less urgency
C. Longer timescales
D. Less documentation

208
Question 2:
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

209
Question 3:
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

210
Question 4:
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

211
Question 5:
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

212
Question 6:
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
213
End of Module 5
Module 6
214
Continual
Service
Improvement
215
Lesson 1.0: Continual Service

Improvement

216
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.
Lesson 1.2: Continual Service Improvement Objectives

217
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
Lesson 1.3: Continual Service Improvement Scope

218
Scope of CSI:
9Overall health of ITSM. It takes care of entire ITSM as well as all

dependent services.
9Alignment of the service portfolio with business needs
9After 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.
219
Lesson 2.0: CSI Key Principles and

Models
Understand the Basic Concepts and Key Principles of

John Kotters eight steps for Organization
Transformation
Lesson 2.1: CSI and Organizational Change

220
9 Successful CSI requires organizational change

9 Organizational change presents challenges
9 Use formal approaches to address people-related issues:
John Kotters Eight steps to transforming your
organization
Project Management
Lesson 2.2: John Kotters 8 steps to

Organizational Transformation
221
Steps
Quotes
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
Forming a guiding
coalition
Understand difficulties and producing change.

Lack of effective, Strong leadership
Not a powerful coalition. Opposition eventually stops the change initiatives.
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.
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.
Lesson 2.3: John Kotters 8 steps to

Organizational Transformationcontd
222
Steps
Quotes
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.
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.
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.
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.
223
Lesson 2.4: Service Measurement

The ability to predict and report service performance against
targets of an end-to-end service is known as Service Measurement.
9Will require someone to take the individual measurements and
combine them to provide a view of the customer experience.
9This data can be analyzed over a period of time to produce a
trend.
9This data can be collected at multiple levels, (for example, CIs,
processes, services).
Lesson 2.5: Reasons to Monitor & Measure

224
225
Lesson 2.5: Types of Metrics
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)
226
Lesson 2.6: Key Definitions
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.
Lesson 2.7: Seven Step Improvement Process- PDCA Cycle

227
7 Step Improvement Process PDCA cycle

CHECK
ANALYZE THE
DATA
DEFINE WHAT YOU

SHOULD MEASURE
PLAN
PRESENT AND USE
THE DATA
DEFINE WHAT YOU

CAN MEASURE
DO
PROCESS THE
DATA
IMPLEMENT
CORRECTIVE
ACTION
GATHER THE
DATA WHO,
HOW, WHEN
ACT
228
Lesson 2.8: Continual Service Improvement

Model
229
Module 6 : Quiz
Module 6: Quiz
230
Question 1:
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
Module 6: Quiz
231
Question 2:
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
Module 6: Quiz
232
Question 3:
Which of the following is NOT a metric described in CSI?
a) Process Metric
b) Personnel Metric
c) Service Metrics
d) Technology Metrics
Module 6: Quiz
233
Question 4:
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
Module 6: Quiz
234
Question 5:
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
235
Module 6 : Summary
9 Goals and Objectives of CSI
9 John Kotters 8 steps of Organizational Transformation
9 Service Measurement and Metrics
9 7 Step Improvement process
9 CSI Improvement Model
236
Module 7: ITIL V3 Foundation Exam Tips
ITIL V3 Foundation Certification Exam

Practical Tips
237
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.
ITIL V3 Foundation Certification Exam :

Practical Tips
The question is asking What all
238
Using Elimination
Methodology, this
statement is ruled
out, as function
design
is notsee with an example
Lets
applicable to ALL
process
designs.
Sample
Question
statements given below are

applicable to all the processes ?
how to answer the questions.
Which of the following statements is CORRECT for ALL processes?

Again Using Elimination Methodology, this
a) They define functions as part of their statement
design is ruled out, as not all processes
are carried out by external service provider,
some might be carried out by internal teams
b) They should deliver value for stakeholders
as well.
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
After going through all the statements
listed, This seems to be the obvious
answer, But assuming this isn't an
obvious answer, lets evaluate other
options.
This statement is also ruled out, as processes

are not units of organizations, they are called
functions. This leaves the Statement B as the
best answer.
ITIL V3 Foundation Certification Exam

Practical Tips
239
Let us look at another example.

Sample Question
The question is asking what all

statements are applicable for DML
Which of the following statements about a Definitive Media Library (DML) are
CORRECT?
Statement 1 & 3 are correct
1. The DML can include a physical store
by the definition of DML
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
Based on the above three

statements, Choices A, B
2 is incorrect
andStatement
C are eliminated
as as DML stores only Media
related
documentation,
Hardware spares are
theyand
include
statement
2,
stored in DHS
only Choice D is correct
240
Module 6 : Summary
Thank You

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ITIL V3 Foundation Course Ebook PDF

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ITIL V3 FOUNDATION CERTIFICATION

ITIL V3 Foundation Course Objectives

At the end of the course, you should be able to

Discuss the ITIL v3 qualification scheme

Successfully clear your ITIL v3 foundation exam.

ITIL V3 Foundation Course Agenda

Module 1: Introduction to Service Management Lifecycle

Lesson 1.0: What is ITIL ?

A set of publications for good practices in IT service

Consistent, comprehensive, hygienic set of Best-Practice guidance

De-Facto Industry Standard

Lesson 1.1: ITIL V3 Components

Lesson 1.2: ITIL Core Publications

Each lifecycle phase of ITIL V3 Core

Lesson 1.3: ITIL V3 Qualification Scheme:

Lesson 1.4: ITIL V3 Foundation Exam Format

Online, Multiple choice, 40 questions. The questions are selected from

Maximum 60 minutes. Candidates sitting the examination in a language

65% (26 out of 40)

Prometric Centers, visit www.prometric.com, Exam Code: EX0-101

Lesson 2.0: Principles of IT Service

Explain the concept of good practice

Define the concepts of service, Service Management,

The role of IT Governance across the Service Lifecycle

Lesson 2.1: ITIL is presented as Good

Successful Innovations applied diligently become Best

Best practice accepted and adopted by others become

Good Practices are Commoditized, generally accepted

Lesson 2.2: Why Choose Good practices over

Good Practices, Public Standards

Wide Community Distribution

Valid in Different applications

Free and publicly available

Owners expect compensation

Lesson 2.3: What is a Service?

A means of delivering value to customers by facilitating outcomes customer want to

Costs and Risks are transferred to service provider.

Lesson 2.4: What is a Service Management?

Lesson 2.5: Process, Functions and Roles

Lesson 2.6: A Basic Process

Service Control & Quality

Lesson 2.7: Process Characteristics

Lesson 2.8: Functions

Lesson 2.9: Processes across the organization

Lesson 2.10: Service Management Roles :

Lesson 2.11: Service Management Roles :

Lesson 2.12: Connecting with Processes and

RACI is an acronym for the four main roles of:

Create a framework for defining IT services

Build an IT service catalogue

Define SLA for critical IT services

Monitor and report SL performance

Review SLAs, OLAs and UCs

Review and Update IT service catalogue

Create service improvement Plan

Example RACI matrix

Lesson 2.13: Key Terminology: Service

An internal service provider that

An internal service provider that

Service provider that provides IT

Lesson 2.14: Key Terminology: Supplier