Information Technology

Infrastructure Library- ITIL

Internal document for reference

 • ITIL provides guidance to service providers on
the provision of quality IT services, and on the
processes, functions and other capabilities
needed to support them.
• ITIL embraces a practical approach to service
management – do what works.
• The key characteristics of ITIL that contribute to
its global success:
ITIL overview • Vendor-neutral
• Non-prescriptive
• Best practice

:
 Stronger alignment between IT and the
business
Improved service delivery and customer
satisfaction
Reduced costs through improved utilization
of resources
Benefits of ITIL
Greater visibility of IT costs and assets
Better management of business risk and
service disruption or failure
More stable service environment to support
constant business change
Service lifecycle of ITIL
 ITIL concepts

• Services are a means

of delivering value to
customers by
facilitating the
outcomes customers
Enhancing services
want to achieve are services that are Core services
without the ownership added to a core deliver the basic
service to make it outcomes desired by
of specific more exciting or one or more
enticing to the customers.
costs and risks. customer.
• service culture
A customer-oriented
culture. The major
objectives
of a service culture Enabling services are services
that are needed in order for a
are customer core service to be delivered.
• satisfaction and
helping customers to
achieve their business
objectives.
ITIL concepts
Value
• The value of a service can be considered to be the level to
which that service meets a customer’s expectations. It is often
measured by how much the customer is willing to pay for the
service
Value is
defined by
customers

Value
Affordable
changes over
mix of
time and
features
circumstance

Achievement
of objectives
 A clear identification of the definition of services and
the customers

A means to identify opportunities to provide services

and how to exploit them

Service
Strategy A clear service provision model, that articulates how
services will be delivered and funded

The means to understand the organizational capability

required to deliver the strategy

Processes that define the strategy of the organization,

which services, what level of investment, what levels of
demand, and the means to ensure a working
relationship
Service Startegy Processes

Strategy management for IT

services

Service portfolio management

Financial management for IT

services

Demand management

Business relationship
management
 The purpose of a service strategy is to articulate how
a service provider will enable an organization to
achieve its business outcomes.
• Analyse the internal and external environments to
identify opportunities that will benefit the
organization.
• Identify constraints and define how those
constraints could be removed or their effects
reduced.
• Agree the service provider’s perspective and
Strategy management review regularly to ensure continued relevance.
for IT services • Establish the position of the service provider
relative to its customers and other service
providers.
• Produce and maintain strategy planning
documents and ensure that all relevant
stakeholders have updated
• Ensure that strategic plans have been translated
into tactical and operational plans for each
organizational unit
• Manage changes to the strategies and related
documents, ensuring that strategies keep pace
with changes to the internal and external
environments.
Main activities

Strategic assessment
• Analyse internal factors
• Analyse external factors
• Define market spaces
• Identify strategic industry factors
• Establish objectives
Strategy execution
Strategy generation - Service management
• Determine perspective - Align assets with customer outcomes
• Form a position - Optimize critical success factors
• Craft a plan - Prioritize investments
• Adopt patterns of action

Strategy measurement and evaluation

- Expansion and growth
 The purpose of service portfolio management is to ensure
that the service provider has the right mix of services to
balance the investment in IT with the ability to meet
business outcomes.
• Provide a process and mechanisms to enable an
organization to investigate and decide on which
services to provide
• Maintain the definitive portfolio of services
Service portfolio
• Control which services are offered, under
management whatconditions and at what level of investment.
• Track the investment in services throughout their
lifecycle
• Analyse which services are no longer viable and when
they should be retired
Main activities

The service portfolio is the complete set of services

that is managed by a service provider:

Service pipeline

Service catalogue

Retired service

• Define focuses on documenting and understanding existing services and

new services.
• Analyse The analysis of services in the portfolio will indicate whether the
service is able to optimize value, and how supply and demand
• can be prioritized and balanced.
• Approve Every service needs to be approved and the level of
investment authorized to ensure sufficient resources to deliver the
• anticipated levels of service.
• Charter A charter is a document authorizing the project and stating its
scope, terms and references.
 The purpose of financial management for IT services is to secure the
appropriate level of funding to design, develop and deliver services
that meet the strategy of the organization; ensures that the service
provider does not commit to services that they are not able to provide
• Defining and maintaining a framework to identify,
manage and communicate the cost of providing
services.
• Evaluating the financial impact of new or changed
Financial management strategies on the service provider.
for IT services • Securing funding to manage the provision of
services.
• Understanding the relationship between expenses
and income
• Managing and reporting expenditure on service
provision
• Executing the financial policies and practices
• Accounting for money spent on the creation,delivery
and support of services.
• Forecasting the financial requirements
• Where appropriate, defining a framework to recover
the costs
Main activities

Accounting
• Cost model
• Cost types and elements
• Cost classification
• Cost centres and cost units
• Chart of accounts Cost centre: a business unit or
• Analysis and reporting department to which costs are
assigned, but which does not charge
• Action plans for services provided.
Budgeting Profit centre: a business unit that
• Analysis of previous budget charges for providing services
• Specification of changes to funding and
spending
• Assessment of plans
• Cost and income estimation Cost models:
• Budget(s)

Charging • Cost by IT
• Charging policies organization
• Decide chargeable items • Cost by service
• Pricing • Cost by customer
• Billing • Cost by location
• Hybrid cost models
Demand management The purpose of demand management is to
understand, anticipate and influence customer
demand for services and to work with capacity
management to ensure the service provider has
capacity to meet this demand.
• Identify and analyse patterns of business activity
to understand the levels of demand that will be
placed on a service
• Define and analyse user profiles to understand
the typical profiles of demand for services from
different types of user
• Ensure that services are designed to meet the
patterns of business activity
• Work with capacity management to ensure that
adequate resources are available, maintaining a
balance between the cost and value
• Gear the utilization of resources that deliver
services to meet the fluctuating levels of demand
for those services.
 Pattern of business activity (PBA): a workload profile of one or more
business activities. Patterns of business activity are used to help the IT
service provider understand and plan for different levels of business
activity.
Demand management
User profiles (UPs): are based on roles and responsibilities within
organizations (business processes and applications are treated as users in
many business contexts). User profiles are constructed using one or more
predefined PBA

• Identify sources of demand forecasting

• Patterns of business activity
Activities in • User profiles
Demand • Activity-based demand management
Management: • Develop differentiated offerings
• Management of operational demand
manage or influence the demand where services
or resources are being over-utilized
Business relationship management

The purpose of the business relationship management

process is to establish and maintain a business
relationship between the service provider and the
customer; to identify customer needs and ensure that
the service provider is able to meet these needs
• Ensure that the service provider understands the
customer’s perspective of service
• Ensure high levels of customer satisfaction
• Establish and maintain a constructive relationship
• Identify changes to the customer environment
• Identify technology trends that could potentially
impact
• Establish and articulate business requirements for
new services or changes to existing services
• Ensure that the service provider is meeting the
business needs of the customer
• Mediate in cases where there are conflicting
requirements for services from different business
units
• Establish formal complaints and escalation
processes for the customer.
 Process • By customer
Business initiaion • By service provider
relationship
management
Service strategy Service design Service transition
through the • Identify stakeholders • Validate customer • Coordinate customer
lifecycle • Define outcomes requirements involvement in ST
• Specify strategic • Validate patterns of processes
requirements and business activity • Schedule customer
funding • Confirm costs and involvement in training
• Define business case funding and
• Validate patterns of • Ensure appropriate awareness
business activity customer involvement in • Validate release
design activities schedules
• Awareness of known
errors
Service operation Continual service Other
• Communicate improvement
scheduled outages • Report service • Complaint handling
• Updates on major performance • Compliment handling
incidents • Customer satisfaction
• Escalation surveys
• Facilitate reviews on
ability
to meet strategic
objectives
• Initiate service
improvement plans
ITIL Role
• The service owner is accountable for the delivery
of a specific IT service.
Ensuring that the ongoing service delivery and support meet agreed
customer requirements

Assisting in defining service models and in assessing the impact of

Liaising with the appropriate process owners

Soliciting required data, statistics and reports for analysis and to

facilitate effective service monitoring and performance

Representing the service across the organization

Serving as the point of escalation (notification) for major incidents

relating to the service

Ensuring that the service entry in the service catalogue is accurate and is
maintained
ITIL Role
• The process owner is accountable for ensuring that a
process is fit for purpose.

Sponsoring, designing and change managing the process and its metrics

Defining the process strategy, assisting with process design

Ensuring that appropriate process documentation is available and

current

Defining appropriate policies and standards to be employed

throughout the process

Periodically auditing the process to ensure compliance to policy and

standards

Addressing issues with the running of the process

Identifying improvement opportunities

ITILRole
• The process manager is accountable for
operational management of a process.

Working with the process owner to plan and coordinate all

process activities

Ensuring that all activities are carried out as required

Managing people, resources assigned to the process

Monitoring and reporting on process performance

Identifying, review and prioritize improvement opportunities

Making improvements to the process implementation.

Provides guidance for the design of appropriate and innovative IT
services to meet current and future agreed business
requirements

Reduce total cost of ownership (TCO)

Improve quality of service

Improve consistency of service

Service
Ease the implementation of new or changed services
Design
Improve service performance

Improve effectiveness of service management and IT processes

Improve information and decision-making

Service Design Processes

Design coordination

Service catalogue management

Service level management

Availability management

Capacity management

IT service continuity management

Information security management

Supplier management
Design Coordination Process
The purpose of the design coordination process is to ensure the goals
and objectives of the service design stage are met by providing and
maintaining a single point of coordination and control for all activities
and processes within this stage of the service lifecycle

• Ensure the consistent design

• Coordinate all design activities
• Plan and coordinate the resources and capabilities required to design new or changed
services
• Produce Service Design Packages (SDP)
• Ensure SDPs are produced and handed over to transition
• Manage the quality criteria, requirements and handover points between Service
Design, Service Strategy and Service Transition
• Ensure alignment with strategic, architectural, governance and other corporate
requirements
• Improve the effectiveness and efficiency of Service Design
• Insure adoption of common framework of standard, reusable design practices
• Monitor and improve the performance of the design stage
Main activities

For the overall service design lifecycle stage

• Define and maintain
• policies and methods
• Plan design resources and capabilities
• Coordinate design activities
• Manage design risks and issues
• Improve service design

For each design

• Plan individual designs
• Coordinate individual designs
• Monitor individual designs
• Review designs and ensure handover of
service design package
 Provide and maintain a single source of
consistent information on all operational
services and those being prepared to be run
operationally, and to ensure that it is widely
available to those who are authorized to
access it.
• Manage the information contained within
Service Catalog the service catalogue
Management
• Ensure that the service catalogue is
accurate and reflects the current details
• Ensure that the service catalogue is made
available to access
• Ensure that the service catalogue supports
the evolving needs of all other service
management processes
Main activities

Agreeing and documenting a service

Agree the contents of the service portfolio and service

catalogue

Producing and maintaining an accurate service

catalogue

Documenting the dependencies of business units and

their business processes with the service catalogue

Documenting dependencies between services,

components and CIs

Ensure that the information is aligned to the business

and business process.
 Ensure that all current and planned IT services are
delivered to agreed achievable targets.

• Define, document, agree, monitor, measure, report and

review the level of IT services provided
• Provide and improve the relationship and communication
with the business and customers
Service Level • Ensure that specific and measurable targets are developed
Management • Monitor and improve customer satisfaction with the quality of
service delivered
• Ensure that IT and the customers have a clear and
unambiguous expectation of the level of service to be
delivered
• Ensure that even when all agreed targets are met, the levels
of service delivered are subject to proactive, cost-effective
continual improvement.
 SLM activities
• Designing SLA frameworks
• Determining, documenting and agreeing requirements for new services and
producing SLRs
• Negotiating, documenting and agreeing SLAs for operational services
• Monitoring service performance against SLA
• Producing service reports
• Conducting service reviews and instigating improvements within an overall
• service improvement plan
• Collating, measuring and improving customer satisfaction
• Reviewing and revising SLAs, service scope and underpinning agreements
• Reviewing and revising OLAs, underpinning agreements and service scope
• Developing contacts and relationships
• Handling complaints and compliments
 Availability Management

Ensure that the level of availability delivered in all IT

services meets the agreed availability needs and/or service
level targets in a cost-effective and timely manner
• Produce Availability Plan

• Provide Guidance on Availability Issues

• Ensure Availability Targets

• Assist on Availability Incidents and Problems

• Assess Change Plans

• Proactive Improvements of Availability

The user view of availability

• Frequency of downtime.
• Duration of downtime.
• Scope of impact.
Main activities

Reactive activities
• Monitor, measure, analyse, report and review service
and component availability
• Investigate all service and component unavailability
and instigate remedial action

Proactive activities
• Risk assessment and management
• Plan and design new and changed services
• Implement cost-justifiable countermeasures
• Review all new and changed services and test all
availability and resilience mechanisms
• Continual review and improvement
 Ensure that the capacity of IT services and the IT infrastructure meets
the agreed capacity and performance-related requirements in a cost-
effective and timely manner.
• Produce and maintain an appropriate and up-to-date capacity
plan, current and future needs of the business
• Provide guidance to all other areas of the business and IT on all
capacity- and performance-related issues
• Ensure that service performance achievements meet all of their
Capacity agreed targets
Management
• Assist with the diagnosis and resolution of performance- and
capacity-related incidents and problems
• Assess the impact of all changes on the capacity plan, and the
performance and capacity of all services and resources
• Ensure that proactive measures to improve the performance of
services are implemented
Main activities

Business capacity management: ensure that the future business requirements for IT
services are considered and understood, and that sufficient IT capacity to support any
new or changed services is planned and implemented within an appropriate timescale.

Service capacity management: identify and understand the IT services, their use of
resource,working patterns, peaks and troughs, and to ensure that the services meet
their SLA targets, i.e. to ensure that the IT services perform as required. The focus is on
managing service performance, as determined by the targets contained in the agreed
SLAs or SLRs.

Component capacity management: identify and understand the performance,

capacity and utilization of each of the individual components within the technology. This
ensures the optimum use of the current hardware and software resources in order to
achieve and maintain the agreed service levels
 Support the overall business continuity management
(BCM) process by ensuring that, by managing the risks
that could seriously affect IT services, the IT service
provider can always provide minimum agreed business
continuity-related service levels.
• Reduce risks to IT services to agreed acceptable
levels
• Produce and maintain a set of IT service continuity
plans
• Complete regular BIA exercises
IT Service Continuity • Conduct regular risk assessment and management
Management • Provide advice and guidance to all other areas of
the business and IT on all continuity-related issues
• Ensure that appropriate continuity mechanisms are
put in place
• Assess the impact of all changes on the IT service
continuity plans
• Ensure that proactive measures to improve the
availability
• Negotiate and agree contracts with suppliers for the
provision of the necessary recovery capability
Main activities

Initiation
• Policy setting
Requirements and strategy
• Scope definition
• Business impact analysis
• Initiate a project
• Risk assessment
• IT service continuity strategy
Implementation
• Develop IT service continuity plans
• Develop IT plans, recovery plans and
procedures
• Organization planning
• Risk reduction and recovery
Ongoing operation
• implementation
• Education, awareness and
• Initial testing
training
• Review and audit
• Testing
• Change management
 Align IT security with business security,protect the
interests of those relying on information, and the
systems and communications that deliver the
information, from harm resulting from failures of
confidentiality, integrity and availability.

• Information is observed by or disclosed to only

those who have a right to know (confidentiality)
Information Security • Information is complete, accurate and protected
Management against unauthorized modification (integrity)
• Information is available and usable when
required, and the systems that provide it can
appropriately resist attacks and recover from or
prevent failures (availability)
• Business transactions, as well as information
exchanges between enterprises, or with
partners, can be trusted (authenticity and
nonrepudiation)
Main activities

Produce and maintain an information security policy

Assess and categorize information assets, risks and vulnerabilities

Regularly assess, review and report security risks and threats

Impose and review security controls, review risk and

implement risk mitigation

Monitoring and management of all security breaches and major

security incidents

Analysis, reporting and reduction of the volumes and impact of security

breaches and incidents
 Ensuring that all contracts and agreements with
suppliers support the needs of the business and that
all suppliers meet their contractual commitments.

• Obtain value for money from suppliers and

contracts
• Ensure that contracts with suppliers are aligned
to business needs, and support and align with
Supplier Management agreed targets in SLRs and SLAs, in conjunction
with SLM
• Manage relationships with suppliers
• Manage supplier performance
• Negotiate and agree contracts with suppliers and
manage them through their lifecycle
• Maintain a supplier policy and a supporting
supplier and contract management information
system (SCMIS)
Main activities

Definition of new supplier and contract

requirements

Evaluation of new suppliers and contracts

Supplier and contract categorization and

maintenance of the SCMIS

Establishment of new suppliers and

contracts

Supplier, contract and performance

management

Contract renewal or termination

 Ensure that new, modified or retired services meet
the expectations of the business as documented in
the service strategy and service design stages of the
lifecycle.

• Plan and manage service changes efficiently and

effectively
Service • Manage risks relating to new, changed or retired
services
Transition • Successfully deploy service releases into
supported environments
• Set correct expectations on the performance and
use of new or changed services
• Ensure that service changes create the expected
business value
• Provide good-quality knowledge and information
about services and service assets.
Configuration Configuration Definitive Release Unit Release
Item Management Media Library package
System
Any component A set of tools, One or more Components of A set of
or other service data and locations in an IT service configuration
asset that information that which the that are items that will
needs to be is used to definitive and normally be built, tested
managed in support service authorized released and deployed
order to deliver asset and versions of all together. A together as a
an IT service. configuration software release unit single release
management configuration typically
items are includes
securely stored. sufficient
(may include components to
licences and perform a useful
documentation) function
 Transition planning and support

Change management

Service asset and confguration

management

Release and deployment management

Service validation and testing

Change evaluation

Knowledge management
 Provide overall planning for service transitions and to
coordinate the resources that they require.

• Plan and coordinate the resources.

• Coordinate activities across projects, suppliers and service
teams where required.
• Establish new or changed services into supported
environments within the predicted cost, quality and time
estimates.
• Establish new or modified tools, architectures, processes, and
measurement methods and metrics to meet requirements in
service design.
Transition planning • Ensure that all parties adopt the common framework of
standard.
and support
• Provide clear and comprehensive plans that enable customer
and business change projects to align their activities with the
service transition plans.
• Identify, manage and control risks, to minimize the chance of
failure and disruption across transition activities;
• Ensure that service transition issues, risks and deviations are
reported to the appropriate stakeholders and decision makers.
• Monitor and improve the performance of the service transition
lifecycle stage.
 Main activities

Planning and
Service transition Prepare for service Provide transition
Transition strategy coordinating
lifecycle stages: transition process support
service transition
• Decide the most • Acquire • Review • Planning an • Advice
appropriate • Test new CIs • Check individual service • Administration
approach to • Build and test • Raise request for transition • Communication
service transition change • Integrated
• Deployment • Progress
planning monitoring and
• Early life support
• Adopting reporting
• Review and close
programme and
project
management best
practice
• Reviewing the
plans
 Control the lifecycle of all changes, enabling beneficial changes
to be made with minimum disruption to IT services.

• Respond to the customer’s changing business requirements

while maximizing value and reducing incidents, disruption and re-
work.
• Respond to the business and IT requests for change that will
Change align the services with the business needs.
Management • Ensure that changes are recorded and evaluated, and that
authorized changes are prioritized, planned, tested,
implemented, documented and reviewed in a controlled manner.
• Ensure that all changes to configuration items are recorded in the
configuration management system.
• Optimize overall business risk – it is often correct to minimize
business risk, but sometimes it is appropriate to knowingly
accept a risk because of the potential benefit.
Main activities

Create RFC

Record RFC

Review RFC

Assess and evaluate change

Authorize change build and test

Coordinate change build and test

Authorize change deployment

• Who RAISED?

• What is the REASON?

Coordinate change deployment
• What is the RETURN?

Review and close change record • What are the RISKS?

• What RESOURCES?

• Who is RESPONSIBLE?

• What is the RELATIONSHIP?

 Ensure that the assets required to deliver services
are properly controlled, and that accurate and
reliable information about those assets is available
when and where it is needed. This information
includes details of how the assets have been
configured and the relationships between assets.

• Ensure that assets are identified, controlled and

properly cared for throughout their lifecycle.
• Identify, control, record, report, audit and verify
Service Asset and services and other configuration items (CIs).
Configuration • Account for, manage and protect the integrity of CIs
Management through the service lifecycle by working with change
management.
• Ensure the integrity of CIs and configurations
required to control the services by establishing and
maintaining an accurate and complete configuration
management system (CMS).
• Maintain accurate configuration information on the
historical, planned and current state of services and
other CIs.
• Support efficient and effective service management
processes by providing accurate configuration
information
Main activities

Status
Management Configuration Configuration Verification
accounting
and planning identification control and audit
and reporting
 Plan, schedule and control the build, test and deployment of
releases, and to deliver new functionality required by the business
while protecting the integrity of existing services.

• Define and agree release and deployment management plans

with customers and stakeholders
• Create and test release packages that are compatible with each
other
• Ensure that the integrity of a release package
• Deploy release packages from the DML to the live environment
following an agreed plan and schedule
• Ensure that all release packages can be tracked, installed,
Release and Deployment tested, verified and/or uninstalled or backed out if appropriate
Management • Ensure that organization and stakeholder change is managed
during release and deployment activities
• Ensure that a new or changed service are capable of delivering
the agreed utility and warranty
• Record and manage deviations, risks and issues related to the
new or changed service and take necessary corrective action
• Ensure that there is knowledge transfer to enable the customers
and users
• Ensure that skills and knowledge are transferred to service
operation functions
Main activities

Release and deployment planning

Release build and test

Deployment

Review and close

 Ensure that a new or changed IT service matches
its design specification and will meet the needs of
the business.

• Provide confidence that a release will create a

new or changed service that delivers the
expected outcomes and value for the
customers
• Quality assure a release, its constituent service
components, the resultant service and service
Service Validation and capability delivered by a release
Testing
• Validate that a service is ‘fit for purpose’
• Provide assurance that a service is ‘fit for use’
• Provide assurance that a service is ‘fit for use’
• Confirm that the customer and stakeholder
requirements for the new or changed service
are correctly defined and remedy any errors
early in the service lifecycle
• Plan and implement a structured validation and
testing process
• Identify, assess and address issues, errors and
risks throughout service transition.
Main activities

Verify test Evaluate exit

Plan and Prepare test Perform Test clean up
plans and criteria and
design tests environment tests and closure
test design report
 Provide a consistent and standardized means of
determining the performance of a service change
in the context of likely impacts on business
outcomes, and on existing and proposed services
and IT infrastructure.

• Set stakeholder expectations correctly and

provide effective and accurate information to
change management to make sure that
changes which adversely affect service
Change Evaluation capability and introduce risk are not
transitioned unchecked
• Evaluate the intended effects of a service
change and as much of the unintended effects
as is reasonably practical given capacity,
resource and organizational constraints
• Provide good-quality outputs so that change
management can expedite an effective
decision about whether or not a service
change is to be authorized.
Main activities

Plan the evaluation

Evaluate predicted
performance

Evaluate actual
performance
 Share perspectives, ideas, experience and
information; to ensure that these are available in
the right place at the right time to enable informed
decisions; and to improve efficiency by reducing
the need to rediscover knowledge.

• Improve the quality of management

decisionmaking by ensuring that reliable and
secure knowledge, information and data is
available throughout the service lifecycle
Knowledge Management
• Enable the service provider to reduce the need
to rediscover knowledge
• Ensure that staff have a clear and common
understanding of the value that their services
provide to customers
• Maintain a service knowledge management
system (SKMS) that provides controlled access to
knowledge, information and data that is
appropriate for each audience
• Gather, analyse, store, share, use and maintain
knowledge, information and data throughout the
service provider organization.
Main activities

Knowledge management strategy

Knowledge transfer

Managing data, information and knowledge

• Establishing data, information and knowledge requirements

• Defining the information architecture
• Establishing data, information and knowledge management procedures

Establishing the service knowledge management system

 Coordinate and carry out the activities and
processes required to deliver and manage services
at agreed levels; responsible for the ongoing
management of the technology that is used to deliver
and support services.

Service • Maintain business satisfaction and confidence in

Operation IT through effective and efficient delivery and
support of agreed IT services
• Minimize the impact of service outages on dayto-
day business activities
• Ensure that access to agreed IT services is only
provided to those authorized to receive those
services.
Service Desk
IT operations Management
Technical Management
Application Management
Event management

Incident management

Request fulfllment

Problem management

Access management
 Detect events, make sense of them and determine
the appropriate control action

• Detect all changes of state that have significance

for the management of a CI or IT service
• Determine the appropriate control action for
events and ensure these are communicated to
the appropriate functions
Event Management
• Provide the trigger, or entry point, for the
execution of many service operation processes
and operations management activities
• Provide the means to compare actual operating
performance and behaviour against design
standards and SLAs
• Provide a basis for service assurance and
reporting; and service improvement.
 Restore normal service operation as quickly as
possible and minimize the adverse impact on
business operations, thus ensuring that agreed
levels of service quality are maintained

• Ensure that standardized methods and

procedures are used for efficient and prompt
response, analysis, documentation, ongoing
Incident Management management and reporting of incidents
• Increase visibility and communication of incidents
to business and IT support staff
• Enhance business perception of IT through use
of a professional approach in quickly resolving
and communicating incidents when they occur
• Align incident management activities and
priorities with those of the business
• Maintain user satisfaction with the quality of IT
services
Incident identification

Incident logging

Incident categorization

Incident prioritization

Initial diagnosis

Incident escalation

Investigation and diagnosis

Resolution and recovery

Incident closure
 Seeks to minimize the adverse impact of incidents and
problems on the business that are caused by underlying
errors within the IT Infrastructure, and to proactively
prevent recurrence of incidents related to these errors

• Prevent problems and resulting incidents from

happening

• Eliminate recurring incidents

• Minimize the impact of incidents that cannot be

prevented.
Problem Management

Reactive problem Proactive problem

management management
• be triggered in reaction to • be triggered by activities
an incident that has taken seeking to improve services
place
Main activities

Problem detection

Problem logging

Problem categorization

Problem prioritization

Problem investigation and diagnosis

Workarounds

Raising a known error record

Problem resolution

Problem closure

Major problem review

 Request fulfilment is the process responsible for
managing the lifecycle of all service requests from
the users.

• Maintain user and customer satisfaction through efficient

and professional handling of all service requests
• Provide a channel for users to request and receive
Request Fulfillment standard services for which a predefined authorization
and qualification process exists
• Provide information to users and customers about the
availability of services and the procedure for obtaining
them
• Source and deliver the components of requested
standard services (e.g. licences and software media)
• Assist with general information, complaints or
comments.
 Request
Request
logging Request Request Request
Receive Request model Request
and categori prioritiz authoriz
request review executio closure
validatio zation ation ation
n
n
 Provide the right for users to be able to use a
service or group of services. It is therefore the
execution of policies and actions defined in
information security management.

• Manage access to services based on policies

and actions defined in information security
Access Management management

• Efficiently respond to requests for granting

access to services, changing access rights or
restricting access, ensuring that the rights being
provided or changed are properly granted

• Oversee access to services and ensure rights

being provided are not improperly used
 Check and
Log and Remove or
Request Provide monitor
Verification track restrict
access rights identity
access rights
status
• A functional unit made up of a dedicated number of staff responsible for dealing with a variety of service
activities

• A vitally important part of an IT organization and should be the single point of contact for IT users on a day-by-
day basis.

• A good service desk can often compensate for deficiencies elsewhere in the IT organization

• A poor service desk can give a poor impression of an otherwise very effective IT organization

• Logging all relevant incident/service request details,

allocating categorization and prioritization codes
• Providing first-line investigation and diagnosis
• Resolving incidents/service requests when first
Service Desk contacted whenever possible
• Escalating incidents/service requests that they cannot
resolve within agreed timescales
• Communication with users, keeping users informed of
progress
• Closing all resolved incidents, requests and other calls
• Conducting customer/user satisfaction
callbacks/surveys as agreed
• Updating the CMS if so agreed
 Specialized service desk groups

• Should only be considered for a very small number of

key services where these exist, and where call rates
about that service justify a separate specialist group
 Technical management refers to the groups,
departments or teams that provide technical
expertise and overall management of the IT
infrastructure.
• It is the custodian of technical knowledge and expertise
related to managing the IT infrastructure.
• It provides the actual resources to support the service
lifecycle.

Technical Management Technical management are to help plan, implement

and maintain a stable technical infrastructure to
support the organization’s business processes
through:
• Well designed and highly resilient, cost-effective
technical topology
• The use of adequate technical skills to maintain the
technical infrastructure in optimum condition
• Swift use of technical skills to speedily diagnose and
resolve any technical failures that do occur
• Server team or department
• Storage team or department
• Network support team or department,
• Virtualization team or department
• Desktop team or department
• Database team or department
 Application management activities are performed in all applications, whether
purchased or developed in-house. One of the key decisions that they contribute
to is the decision of whether to buy an application or build it

• Applications that are well designed, resilient and

cost-effective
• Ensuring that the required functionality is
available to achieve the required business
outcome
Application Management
• The organization of adequate technical skills to
maintain operational applications in optimum
condition
• Swift use of technical skills to speedily diagnose
and resolve any technical failures that do occur

• Financial applications
• Messaging and collaboration applications
• Human resources applications
• Manufacturing support applications
 • Console Management
• Job Scheduling
• Back-up and Restore
• Print and Output
Operations Management
Control • Maintenance Activities

IT Operations
Management
• IT Environment
• i.e. Data Center
Facilities
Management
Organizing for service operation
 The purpose of the CSI stage of the lifecycle is to
align IT services with changing business needs by
identifying and implementing improvements to IT
services that support business processes.

• Review, analyse, prioritize and make recommendations on

improvement opportunities
Continual •
•
Review and analyse service level achievement
Identify and implement specific activities
Service • Improve cost effectiveness of delivering IT services without
sacrificing customer satisfaction
Improvement • Ensure applicable quality management methods are used to
support continual improvement activities
• Ensure that processes have clearly defined objectives and
measurements that lead to actionable improvements
• Understand what to measure, why it is being measured and
what the successful outcome should be.

You cannot manage what you cannot control.

You cannot control what you cannot measure.

You cannot measure what you cannot define

Constant Improvement: Deming
CSI Model
Seven-Step Improvement Process