ITIL 2011 Foundation Program

Kailashpathi C G
Phone: +91 - 8123026206
Email : kailashpathi@gmail.com
Day 1 Schedule

2
Day 2 Schedule

3
Additional
• Every module will be followed up with hand-picked Real Exam
Questions .

• At the end of the second day , mock test would be

administered under exam conditions & answers will be
discussed.

• Post training evaluation would be conducted on trainee’s

exam preparation. This report would be shared across to the
client or the concerned team as directed.

4
Introduction…
• Name, Department , etc. (biographical information)
• Professional experience
• Expectations from this workshop
• How do you plan to use ITIL in your
day-to-day job

• Any achievements (Personal/Professional) you would like

to share … ?

5
About Myself
• Service Architect & Project Manager
• 15 yrs of experience in IT & Enterprise ITSM
Working in Cross platform domains like
Telecom , Manufacturing , IT & ITES
• Worked in complex ITIL implementation projects , both
onsite & offshore – have received awards/recognitions.
• My Certification Details :
ITIL Expert ( 33 Credits )
Cobit 5
PMP
Prince 2 Practioner
Certified Scrum Master
Togaf 9 (L1,L2)
ISO 27001 Internal Auditor
Six Sigma (GB)
VMware Certified Professional(VCP) - Cloud
VMware Certified Associate - Cloud
VMware Certified Associate - Data Center Virtualization
VMware Certified Associate - Workforce management
CloudU Certified
PCI - DSS (2.0) Certified
6
Getting the basics right…
• Start and end times
• Breaks
• Facility layout
– Restrooms
– Refreshments
• Phones
– Ideally Off or at least set to “Silent Mode”
• Laptops
– Should be closed during sessions
• Active participation is strongly encouraged…!

7
ITIL 2011 Foundation course

• Course objectives

 Understand basic concepts of ITSM and ITIL

 History & beginning of ITIL till its current form.
 To gain a foundational perspective on different ITIL
processes and their interconnections
 To understand the ITIL terminology.
 Appreciate the benefits of using ITIL framework for the
service delivery.

8
This is an Introductory course for ITIL…

• What it is…
 In short, it is a FOUNDATION Course

• After this course, candidates will be able to

 Grasp the fundamental layout of ITIL processes
 Appreciate the role of processes in a large setup
 Prepare & Write the ITIL Foundation certification and
later advanced courses

9
This is an Introductory course for ITIL…
• What it is not:
• A pre-implementation workshop
• A run-up to independent ITIL implementation
• An ISO 20 000 preparation exercise

• After this, candidates should not expect to:

• Design processes, CMDB, etc. on their own
• Independently implement or refine ITIL processes
• Write work-instructions, SLAs, etc. on their own
• Assess existing processes (GAP Analysis) for
compliance

10
Latest ITIL qualification scheme

11
ITIL Certificate Snapshot

Every certificate comes with ITIL PINS 12

Have you Seen This ?

13
Ideally it should have been …

Change of Thinking …

By the way … Is this a Product or Service ?

14
 Obstacles Prevent
Effective Engagement

Overwhelming Demand:
Unstructured capture of requests and ideas
No formal process for prioritization and
trade-offs
Reactive vs. proactive

IT Seen as Black Box:

Business lacks visibility
Poor customer satisfaction
 Disparate Systems
Reduce Efficiency

No Single System of Record

for Decision Making

Relevant Metrics
Hard to Obtain

Disparate Systems Costly to

Maintain and Upgrade
Are you facing any
confusions at work …

How are you dealing with

“IT” ?

17
Scenario Discussion

The interesting story of a

infrastructure failure happening
everyday at the same time.

18
 Customer Communication … Recognise this?

How the customer

explained it
How the Sales Person
understood it
WHAT
How the analyst
designed it
How the programmer
wrote it
How the consultant
described it
WENT
WRONG

How the project was What operations How the customer was What the customer
How it was supported
documented installed billed really needed

19
 WHAT IS ITIL ALL ABOUT ???

ITIL =
“GUIDANCE TO BEST PRACTICES”

A best practice is a set of guidelines based on the best

experiences of the most Qualified and Experienced
professionals in a particular field.
20
Sourcing of Best ( Good ) Practices
Standards Employees

Industry practices Customers

Sources Academic research Suppliers Enablers

(Generate) (Aggregate)

Training & education Advisors

Internal experience Technologies

Substitutes Competition

Drivers Regulators Compliance Scenarios

(Filter) (Filter)

Customers Commitments

Knowledge fit for business

objectives, context, and purpose

21
What Is ITIL All About?
ITIL is part of a suite of best-practice publications for IT service
management (ITSM) . 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 is used by many hundreds of organizations around the

world and offers best-practice guidance to all types of
organization that provide services.

22
Again … IT Service Management and ITIL

“IT Infrastructure Library (ITIL) is an

industry leading best practice ‘framework’
used by organizations worldwide as a
guidance to establish and improve ITSM
capabilities”
“IT Service Management (ITSM) is the collective
behaviors, competencies, processes,
management systems, and technologies that
drive the IT organization’s ability to deliver
desirable and predictable results.”
Gartner, 2005
23
 IT Service Management

IT Service Management is concerned with delivering and supporting IT

services that are appropriate to the business requirements of an
organization. This improves efficiency and effectiveness and reduces the
risks of managing IT services.

Services are a means of delivering value to customers by facilitating

outcomes customers want to achieve without the ownership of specific
costs and risks. Outcomes are possible from the performance of tasks and
are limited by the presence of certain constraints
 What is the IT Infrastructure Library?
“The IT Infrastructure Library® (ITIL) is the most widely accepted approach to
IT service management in the world. ITIL is a cohesive best practice
framework, drawn from the public and private sectors internationally. It
describes the organisation of IT resources to deliver business value, and
documents processes, functions and roles in IT Service Management (ITSM).”
Source: UK Office of Government Commerce

• ITIL is the basis of the worldwide standard for

quality IT Service Management, ISO 20000
• ITIL was developed by the public and private
sectors and globally adopted.
• ITIL is in the public domain.
 Shifting Focus

Source: Pink Elephant – “What’s New in ITIL v3”, George Spaulding 2007
ITIL…

Information Technology Infrastructure Library – a framework

• A set of books (Five books) and more .. Complementary
publications )
• Captures industry-wide “Good Practices”
• Organizations should adopt and adapt
• Not standards (de facto standards)
• Scalable – as per organization size and need
• Platform independent versions all along
– Version 1 is mostly centralized IT
– Version 2 added decentralized processing in a process based approach
– Version 3 focuses on the Service Life Cycle

27
ITIL…

“ ITIL is not a standard that has to be followed; it is

guidance that should be read and understood, and
used to create value for the service provider and its
customers. “

“ Organizations are encouraged to adopt ITIL best

practices and to adapt them to work in their specific
environments in ways that meet their needs. “

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 Why Implement ITIL - Benefits
Ultimately IT Service Management is about maximizing the
ability of IT to provide services that are cost-effective and meet
the expectations and needs of the business.
• Deliver value for customers through services
• Integrate the strategy for services with the business Reduce Cost of Operations
strategy and customer needs
• Measure, monitor and optimize IT services and
service provider performance
• Manage the IT investment and budget .
Improve Service Quality
• Manage risk
• Manage knowledge
• Manage capabilities and resources to deliver
services effectively and efficiently
• Enable adoption of a standard approach to service Improve User Satisfaction
management across the enterprise
• Change the organizational culture to support the
achievement of sustained success
• Improve the interaction and relationship with
Improve Compliance
customers
• Coordinate the delivery of goods and services
across the value network
• Optimize and reduce costs.
Why Implement ITIL - RISKS

• Risks include:
– Can take a long time an require significant effort
– Over-engineered procedures can be seen as bureaucratic
obstacles
– No real benefit if there is a fundamental lack of understanding about
what the relevant processes should provide

– Can you think of additional risks ……?

Who uses ITIL

31
 Proven Industry Benefits of Embracing ITIL

Procter & Gamble

• ITIL has realized a 6% to 8% cut in operating costs. In
four years, the company reported overall savings of
about $500 million.

Zurich Life
• By implementing ITIL to maintain service desk
consistency the company has reduced the cost of
operation by 66 % ( One – third the original cost )

Capital One
• An ITIL program has resulted in a 30% reduction in
systems crashes and software-distribution errors,
and a 92% reduction in “business-critical” incidents

* Source: Benefits of ITIL – White paper by pink elephant Consulting

The History of ITIL

1980’s
British government determined that the level of IT service quality they received was not
sufficient. The Central Computer and Telecommunications Agency (CCTA) was assigned to
develop a framework for efficient and financially responsible use of IT resources. This was a
joint effort between the government and private sector experts.
2000
The CCTA merged into the Office for Government Commerce (OGC). Microsoft used ITIL as
the basis to develop the Microsoft Operations Framework (MOF).
2001
Version 2 of ITIL is released. The Service Support and Service Delivery books were
redeveloped.
2007
Version 3 of ITIL is released which adopts a lifecycle approach to Service Management with a
better emphasis on IT-Business integration
2011
Refresh of ITIL was published in response to significant advancements in technology and
emerging challenges for IT service providers. New models and architectures such as
outsourcing, shared services, utility computing, cloud computing, virtualization, web services
and mobile commerce have become widespread within IT.
 ITIL History
ITIL provides best practice guidance on how to manage ITSM capabilities

1989 - Mid 90’s ITIL V1 Mid 90’s -2007 2007 2011

46 Books 7 Books 5 Books 5 Books

“Support the Business” “Align to the Business” “Integrate with the (CSI) Error correction
Business” & Enhancements
ITIL Version 2

Service Delivery Service Level Management

Capacity Management
Availability Management

Service Management Service Continuity Management

Financial Management

Service Support Incident Management

Problem Management
Service Desk
Release Management
Configuration Management
Change Management
What is NOT changing?

• Key concepts are preserved

– No radical changes to v2 service support and service delivery
processes
V2 Processes

Incident Management
Problem Management
Configuration Management
Change Management
Release Management
Service Desk
Service Level Management
Capacity Management
Availability Management
Financial Management
IT Service Continuity Management
Process Comparison

V2 Processes V3 Processes
Incident Management Incident Management
Problem Management Problem Management
Configuration Management Configuration Management
Change Management Change Management
Release Management Release Management
Service Desk Service Desk
Service Level Management Service Level Management
Capacity Management Capacity Management
Availability Management Availability Management
Financial Management Financial Management
IT Service Continuity Management IT Service Continuity Management
 Continuous Service Service Strategy Processes Service Design Processes Service Transition Processes Service Operation Processes

Process Comparison
Improvement Processes

V3 Processes
 Continuous Service Service Strategy Processes Service Design Processes Service Transition Processes Service Operation Processes
Improvement Processes

Demand Management , BRM

Strategy Generation
Service Portfolio Management
IT Financial Management

Service Measurement Service Catalogue Management

Service Level Management
Capacity Management

Availability Management
Service Continuity Management

Information Security Management

Supplier Management
Transition Planning and Support

Service Reporting Change Management

Service Asset and Configuration Management

Release and Deployment Management

Service Validation and Testing

Evaluation

Knowledge Management

Event Management

Incident Management
Service Improvement Request Fulfillment

Problem Management

Access Management

Operation Management
ITIL Core Books (1/5)
Service Strategy
– The spoke of the IT Service Management wheel.
– Provides the direction and vision for establishing IT
services.
– Useful for influencing organizational attitudes and
culture towards the creation of value for customers.
– The goal of service strategy:

“Superior performance versus competing alternatives.”

ITIL Core Books (2/5)
Service Design
– Responsible for the design of new or changed
services going into a live environment.
– Ensure designs are consistent, compatible and
capable.
– Metrics definition, selection and evaluation of
measurement capabilities.
– Evaluation and establishment of policies/procedures
for new or changed services.
– Key output of Service Design – Design solutions to
meet the changing requirements of the business.
ITIL Core Books (3/5)
Service Transition
– Plan and manage the capacity and resources required
to package, build, test and deploy into production.
– Provide a consistent and rigorous framework for
evaluating risk.
– Ensure that services can be managed, operated and
supported as specified from Service Design.
– Communication and documentation of information for
decision making and deployments into production.
ITIL Core Books (4/5)
Service Operation
– Coordinating and carrying out the activities and
processes required to deliver and manage services at
agreed levels.
– Focuses on:
• Event Management
• Incident and Problem Management
• Request Fulfillment
– Service Operation is where actual value is seen by
customers/users of a service.
ITIL Core Books (5/5)
Continual Service Improvement
– Align and realign IT services to changing business
needs by identification and implementation of
improvements.
– Review, analyze and make recommendations for each
stage of the service lifecycle (strategy, design,
transition and operation).
– Review service level achievements.
– Establishing Service Improvement Plans (SIP) to
improve service performance and to identify financial
and customer benefits.
ITIL Complimentary Guidance
Complimentary Guidance includes
– Integrated process maps
– Glossary of standard terms and definitions
– High-level ITIL introduction
– Pocket guidance
– Case studies
– ITIL templates (e.g., Service Level Management)
– Certification-based study aids
– Formal mapping of ITIL best practice to other
standards, such as eTOM, CobIT, CMMI, Six Sigma,
etc.

Enhanced Telecom Operations Map (eTOM)

IT Governance Model
US Securities &
Sarbanes-
Audit Models Exchange
COSO Oxley Commission

CobIT

App. Dev. (SDLC)

Quality System
Service Mgmt.

Project Mgmt.

IT Planning
Quality Systems &

IT Security
Mgmt.
ISO
Frameworks
CMMi
Six
Sigma

ITIL
IT OPERATIONS

BS ASL ISO TSO

15000 PMI IS
ISO 20000 17799 Strategy 46
 ITIL 2011 Core
Governance Methods

CMMI
Continual
Service ISO / IEC
TOGAF Improvement 20000
eTOM Service
Transition SOX
6 Sigma
Certified

Templates
PMBOK Service Training
Strategies

PRINCE 2 ISO/IEC
17799
SOA
ISO/IEC
CobiT 19770

M_o_R
Qualifications

47
ITIL LIFECYCLE
Service Strategies

Strategies,
Policies, Feedback
Standards Lessons Learned Feedback
for Improvement Lessons Learned
for Improvement
Service Design

Output Plans to create and modify

services and service Feedback
management processes Lessons Learned Feedback
for Improvement Lessons Learned
for Improvement
Service Transition

Manage the transition of

Output
new or changed services
Feedback
or service management
Lessons Learned
process into production
for Improvement

Service Operation

Day-to-day operations of
Output services and service
management processes

Continual Service Improvement

Activities are embedded in the service lifecycle

48
Focal Points In Each Phase
Requirements The Business / Customers

Service
Strategy Requirements
Constraints
Policies
Strategies

Service
Design SDP s
Standards
Solution Architectures
Service Catalogue

Designs
Service Portfolio

Service
Transition SKMS
Tested
Transition
solutions
Plans

Service Operational
Operation Operational Services
Plans

Continual Service
Improvement Improvement
actions and plans

Every service iterates many times through this cycle over its lifetime

49
Focal Points In Each Phase
1. Strategy Generation
2. Sourcing Strategy
3. Service Portfolio Mgmt
4. Finance Management Requirements The Business / Customers
5. Demand Management
6. Business Rel. Management Service
Strategy Requirements
Constraints
1. Service Catalogue Mgmt Policies
Strategies
2. Service Level Mgmt
3. Capacity Mgmt Service
4. Availability Mgmt Design SDP s
Standards
5. Service Continuity Mgmt Solution Architectures
Service Catalogue

6. Information Security Mgmt Designs

Service Portfolio

7. Supplier Mgmt
Service
Transition SKMS
1. Transition Planning and Support Tested
Transition
solutions
2. Change Management Plans
3. Service Asset and Configuration Mgmt
4. Release and Deployment Mgmt Service Operational
5. Service Validation and Testing Operation Operational Services
6. Change Evaluation Plans
7. Knowledge Mgmt 1. The 7 Step Improvement Process
2. Service Reporting
3. Service Measurement
1. Event Management Continual Service
4. ROI for CSI
Improvement Improvement
2. Incident Management 5. Business Questions for CSI
actions and plans
3. Request Fulfillment
4. Problem Management
5. Access Management
50
Product vs Service
• What is a service?

• Service is :
– a means of delivering value to customer
– by facilitating outcomes customers want to achieve
– without the ownership of specific costs and risks

• A service should have

– Expectations
– Interaction
– Utility
– Warranty
– Problem addressing mechanism
– Pricing
51
Service and Service Management

• Service management is :
– set of specialized organizational capabilities
– for providing value to customers
– in the form of services

• Services may be defined by specifications, but Customer

outcomes are the genesis of services

52
Utility and Warranty
UTILITY
Performance supported?
T/F
OR
Constraints removed?
Value-
Fit for purpose? created
AND
Available enough?
Fit for use? T/F
Capacity enough?
AND
Continuous enough? T/F
Secure enough? T: True
WARRANTY F: False

53
Resources and Capabilities
Capabilities Resources

A1 Management Financial capital A9

A2 Organization Infrastructure A8

A3 Processes Applications A7

A4 Knowledge Information A6

People A5 People

Organizations use assets (resources and capabilities) to

create value in the form of goods and services
54
Four Ps Of Service Management

People

Need
Support
From

Products Process
Partners
Traffic without processes

56
Traffic with processes

Process
Breach If Tire went flat / Medical Emergency
57
Processes, Roles & Functions
Processes :
• A process is a set of coordinated activities
– combining and implementing resources and capabilities
– in order to produce an outcome
– which, directly or indirectly, creates value
– for an external customer or stakeholder

Roles :
• A set of responsibilities
– defined in a process
– and assigned to a person or team
One person or team may have multiple roles

Functions :
• Functions are units of organizations
– specialized to perform certain types of work
– and be responsible for specific outcomes

58
Process Model
Process Control

Process Owner Process Objectives

Process Policy
Triggers
Process
Process Feedback
Documentation

Process

Process Activities Process Roles

Process Process Process

Process
Procedures Improvements Outputs
Inputs

Process Work Process Metric Including process

Instructions reports and reviews

Process Enablers

Process
Process Resources
Capabilities

59
Characteristics Of Processes

1. They are measurable

2. They have specific results

3. Processes have customers

4. They respond to specific events

60
Business Dependence On IT

• Local grocery shop – PC application for bill printing

• Super-Market, Mall – IT used for billing

• Banks – IT down = Business down (can trudge on)

• IT is the business - Amazon, DHL/UPS/FEDEX

61
Role Of IT Governance

ENTERPRISE GOVERNANCE

Corporate Governance Business Governance

i.e. Conformance i.e. Performance

Accountability Value Creation

Assurance Resource Utilization

IT Governance is an integral part of enterprise governance

(By providing transparency & accountability KP)

62
Quality : Deming's Circle (Shewhart Cycle)

PLAN DO
Maturity

Effective quality
ACT CHECK improvement

Consolidation of Continual
level reached. i.e. improvement
baseline
Time Scale
63
Gartner Group Maturity Model

Value

Service

Proactive

Reactive

Fire Fighting

64
Conclusions
• We need to look towards IT operations from a service
perspective (preparing, delivering, retiring)
• For business satisfaction, business needs must be addressed
by appropriate corresponding services
• For user satisfaction, their ability to complete their work more
effectively and efficiently must be enhanced
• Service is remembered not by products but by the quality of
interaction
For these requirements, a
Service lifecycle model incorporating
a process based approach
will deliver effectiveness and efficiency
65
Service Model
Service models describe the structure and dynamics of a service

(Structure)
Configuration of
Service service assets
Model (Service Design)

Activities, events and Service

interactions (Service
Design) Operation
(Dynamics)

Service Model Facilitates collaboration & communication in the service life cycle.

66
RACI Model
Responsible (the “doer”)
• The individual (s) who actually completes the task
Accountable (the “Owner”)
– The individual who is ultimately responsible
– Only ONE person can be accountable for each task
– yes or no authority and veto power
Consulted ( the “gyannis” – knowledgeable people)
– The individual (s) to be consulted prior to a final decision or action
– involvement through input of knowledge and information
Informed ( the “keep in loop” types)
– who needs to be informed after a decision or action is taken
– This incorporates one-way ‘ communication
– receiving information about process execution and quality

RACI model ensures adequate spread of responsibilities

67
RACI - Example

68
Key Roles In Service Management
• Process Owner : Accountable for the overall process performance
• Service Owner : Accountable for a specific service within an
organization regardless of where the underpinning technology
components, processes or professional capabilities reside.
• Responsibility of owners is to :
1. Be accountable for the final outcomes (End-to-end accountability)
2. Identify areas of improvements and recommending appropriate
changes
3. Guide process and service improvement initiatives

69
What Do We Mean By ‘Strategic’?
• Strategic perspective needs to understand how services provide
differentiated value
• Being lowest-cost provider is not sufficient unless the provider can
give strategic advantage
• Strategic assets provide :
– Basis for core competence
– Distinctive performance
– Durable advantage, and
– Qualifications to participate in business opportunities
• Means to become “not optional”
– Differentiating your offering (what, form, terms, etc.) to
outperform the ‘alternatives’ available to the customer

70
Question Time
Check, Act and Plan are three of the stages of
the Deming Cycle. Which is the fourth?

A. Do
B. Perform
C. Implement
D. Measure

Correct Answer: A
71
Question Time
Which of the following is the best definition of service
management?

A. The ability to keep services highly available to meet the

business needs
B. A set of specialized organizational capabilities for providing
value to customers in the form of services
C. A complete set of all the documentation required to deliver
world class services to customers
D. An internationally recognized methodology to provide
valuable services to customers

Correct Answer: B
72
Question Time
• Which of the following are classed as stakeholders in service
management?

• 1. Customers
• 2. Users
• 3. Suppliers

• A. All of the above

• B. 1 and 3 only
• C. 1 and 2 only
• D. 2 and 3 only

• Correct Answer: A
73
Question Time

Which of the following CANNOT be provided by

a tool?

A. Knowledge
B. Information
C. Wisdom
D. Data

Correct Answer: C 74
Question Time
Which of the following activities are performed by a service desk?

1. Logging details of incidents and service requests

2. Providing first-line investigation and diagnosis
3. Restoring service
4. Implementing all standard changes

A. All of the above

B. 1, 2 and 3 only
C. 2 and 4 only
D. 3 and 4 only

Correct Answer: B

75
 Service Strategy

Conceptualizing value creation

Focal Points In Each Phase

Requirements The Business / Customers

Service
Strategy Requirements
Constraints
Policies
Strategies

Service
Design SDP s
Standards
Service Catalogue
Service Portfolio Solution Architectures
Designs

Service
Transition Tested SKMS
Transition
solutions
Plans

Service Operational
Operation Operational Services
Plans

1. Strategy Generation
2. Sourcing Strategy Continual Service
Improvement Improvement
3. Service Portfolio Mgmt actions and plans
4. Finance Management
5. Demand Management
6. BRM

77
78
Goals & Objectives Of Service Strategy
Goals are to help service providers to
• operate and grow successfully in the long-term
• provide the ability to think and act in a strategic manner

Objectives:
• To provide direction for
– Growth
– Prioritizing investments and
– Defining outcomes
against which the effectiveness of services can be measured

79
Business Value Of Service Strategy

• Sets clear direction for everyone for quicker decision

• Helps service organisation to prioritize investments
• Helps building strategic assets which add value to business
• Guides entire SD, ST & SO in a coherent manner for effective
service operations

80
SS – Four Main Activities
1. Define the market
– Services and strategy
– Understand the customer
– Understand the opportunities
– Classify and visualize

2. Develop the offerings

– Understand market space
– Outcome-based definition of services
– Service Portfolio (Pipeline, Catalogue & Retired services)

3. Develop strategic assets

– Service management as a closed-loop control system
– Service management as a strategic asset

4. Prepare for execution ….

81
SS Activity - Prepare For Execution
4. Prepare for execution
– Strategic assessment
– Setting objectives
– Aligning service assets with customer outcomes
– Defining critical success factors
– Critical success factors and competitive analysis
– Prioritizing investments
– Exploring business potential
– Alignment with customer needs
– Expansion and growth
– Differentiation in market spaces

82
Service Provider Types

• Type I – Internal
service provider
• Type II – Shared
services unit
• Type III – External
service provider

83
Types of Services

84
SPM – Goals & Objectives
• Goal of SPM is to manage Service Portfolio by considering
services in terms of the business value they provide

• Objectives
– Define : inventory services, ensure business case & validate portfolio
data
– Analyze : maximize portfolio value, align & prioritize and balance
supply vs demand
– Approve : finalize process portfolio, authorize services & recourses
– Charter : communicate decision, allocate resources and charter
services

 Service Portfolio Management is a dynamic method for

governing investments in service management across the
enterprise and managing them for value.

85
Service Portfolio Management (Eg: Restaurant)
Service Portfolio

Service Pipeline Service Catalogue

Retired services

Continual Service
Improvement
Third-party
Market catalogue
spaces
Service
designs

Service Retired services

Service Service
transition
concepts
operation

Customers

Return on assets Resources

Resources
earned from Service released
engaged
operation

Common pool of resources

Area of circle is proportional to resources currently engaged in the lifecycle phase (Service Portfolio and Financial Management)

86
Service portfolio

87
Service Composition/Decomposition
Business Services

Decomposition
Business
Processes

IT Services

Resources and Capabilities

Int ernet

Personnel
88
CC
Service Composition

89
Demand Management – Goal & Objectives
Goal of demand management is to:
• Understand and influence Customer demand for Services
• & Provide capacity to meet these demands

Please note:
– At a Strategic level Demand Management can involve analysis of
Patterns of Business Activity and User Profiles

– At a Tactical level it can involve use of Differential Charging to

encourage Customers to use IT Services at less busy times

– It is very closely linked to capacity management

90
Demand Management – Basic Concepts (Eg: Happy
Hours)
Demand pattern

Pattern of Business Service

business Process Process Capacity
activity management
Service belt plan

Delivery schedule

Incentives and penalties to Demand

management
influence consumption

91
Service Level Package

Customer
Segment Z2

Customer
Segment X
Customer
Segment Z
Customer ‘OEM’
Segment Y Segment

Service
Level
Package D

Service Service
Level Level Service Level Package C
Package A Package B

Core Service Package

SLP is a defined level of Utility and Warranty for a particular Service Package. Each
SLP is designed to meet the needs of a particular Pattern of Business Activity.
92
Service package

93
Finance Management

Finance Management helps in:

– Enhanced decision making
– Speed of change
– Service Portfolio Management
– Financial compliance and control
– Operational control
– Value capture and creation

94
Concepts And Activities Finance Mgmt.
Important Concepts :
• Budgeting
• Accounting
• Reporting
• Charging

Activities of Finance Management

• Service Valuation
• Service Provisioning models & analysis
• Funding model alternatives
• BIA – Business Impact Analysis

95
Business Case Structure
A. Introduction
Presents the business objectives addressed by the service
B. Methods and assumptions
Defines the boundaries of the business case, such as time period, whose
costs and whose benefits
C. Business impacts
The financial and non-financial business case results
D. Risks and contingencies
The probability that alternative results will emerge
E. Recommendations
Specific actions recommended

96
Risk
 Def : Uncertainty of outcome whether positive opportunity or
negative threat

• Managing risks requires the identification and control of the

exposure to risks, which may have an impact on the
achievement of an organization’s business objectives

• Service Management serves as a risk filter

97
Risk & Investment Decision

Venture Transform the

New Market Business (TTB)

Growth
New services – Existing market
Grow the Business
(GTB)
Discretionary
Enhance existing services

Non-Discretionary
Maintain Existing services
Run the Business
(RTB)
Core
Maintain Business critical services

98
Business Relationship Management

• To develop and maintain business relationships between IT

ser- vice providers and the IT customer, including ensuring
that cus- tomer needs are realized in IT services.

99
Others
• Organizational Change – The transition of an organization from a current
state to a future state. At an enterprise level, this is of- ten referred to as
Change Management, not to be confused with ITIL (and other) Change
Management.
• Six Sigma – A data-driven methodology for reducing defects to near-zero.
• Program and Project Management – The processes for initiat- ing,
coordinating, and monitoring ongoing programs and time- limited projects.
• Governance – The approach to ensuring that policies and strategy are
adhered to.
• Quality Management System – An approach to ensuring that an
organization meets targeted quality levels.
• Balanced Scorecard – A tool that breaks down a strategy into key
performance indicators.
100
Question Time
What is a RACI model used for?

A. Performance analysis
B. Recording configuration items
C. Monitoring services
D. Defining roles and responsibilities

Correct Answer: D

101
Question Time
From the perspective of the service provider, what is the person or group who
defines or and agrees their service targets known as?

A. User
B. Customer
C. Supplier
D. Administrator

Correct Answer: B

102
 Service Design

Blue print for value creation

Focal Points In Service Design

Requirements The Business / Customers

Service
Strategy Requirements
Constraints
1. Service Catalogue Mgmt Policies
Strategies
2. Service Level Mgmt
3. Capacity Mgmt Service
4. Availability Mgmt Design SDP s
Standards
5. Service Continuity Mgmt Solution Architectures
Service Catalogue

Designs
Service Portfolio

6. Information Security Mgmt

7. Supplier Mgmt Service
Transition SKMS
Tested
Transition
solutions
Plans

Service Operational
Operation Operational Services
Plans

Continual Service
Improvement Improvement
actions and plans

104
Service Design
• Objectives
– Design services to satisfy business objectives, based on the
quality, compliance, risk and security requirements
– Delivering more effective and efficient IT services
– Coordinating all design activities for IT services to ensure
consistency and business focus

• Business Value
– Reduced Total Cost of Ownership (TCO)
– Improved quality & consistency of service
– Better handling of new or changed services
– Improved service alignment with business
– Improved IT governance
– More effective SM and IT processes
– Improved information and decision-making
105
Five Major Areas Of Service Design

1. Service Portfolio Design

2. Design of Services:
a. Identification of Business Requirements
b. Definition of Service requirements

3. Technology and architectural design

4. Process design
5. Measurement design

106
Overview of SD
Measurement Design
‘If you can’t measure it you can’t manage it’.
Four types of metrics :
■ Progress : milestones and deliverables in the capability of the
process
■ Compliance : compliance of the process to governance
requirements, regulatory requirements and compliance of
people to the use of the process
■ Effectiveness : the accuracy and correctness of the process
and its ability to deliver the ‘right result’
■ Efficiency : the productivity of the process, its speed,
throughput and resource utilization

108
Different Sourcing Approaches
• In sourcing – Utilizing internal resources
• Outsourcing – Utilizing resources of external organisation.
• Co-sourcing – Often a combination of in & out sourcing
• Partnership or multi-sourcing – Strategic partnerships
• Business Process Outsourcing (BPO) – Entire business
process or function outsourced
• Application Service Provision (ASP) – Applications on
demand
• Knowledge Process Outsourcing (KPO) - Domain-based
processes and business expertise

109
Service Level Management – Basics

• SLR - Service Level Requirements

• OLA - Operational Level Agreement
• UC - Underpinning Contract
• SLA - Service Level Agreement
• Service Catalogue (Technical & Business)
• SIP - Service Improvement Program

110
Elements In SLM
Business Unit A Business Unit B Business Unit C
The business
3 6 9
2 5 8
Business Business Business
process 1 process 4 process 7

IT Services

B C
Service A SLAs
IT
Infrastructure

System System
DBMS Networks Environment Data Applications
H/W S/W

Supporting
OLAs
services

Teams
Supporting
Contracts
services
(iii)
(ii) Suppliers
Support
team (i)
(iii)
(ii)
Supplier (i)
Service Level Management
111
SLM - Goals

The goal of Service Level Management is to ensure

that :
– an agreed level of IT service is provided for all current IT
services
– future services are delivered to agreed achievable targets
– Proactive measures are taken to seek and implement
improvements to the level of service delivered

112
Objectives Of SLM

• Expectation setting of IT services provided

• Relationship maintenance
• Ensure that specific and measurable targets are developed
for all IT services
• Monitor and improve customer satisfaction with the quality of
service delivered
• Transparent expectation of the level of service to be delivered
• Proactive measures for improvement

113
Generic SLA Elements
• General • Support:
– Service hours
• Introduction
– Support
– Parties
– Change procedures
– Signatories
– Escalation
– Signatures
– Service description
• Delivery
– Period – Availability
– Reliability
• Reporting and reviewing
– Transaction response times
– Content
– Throughput
– Frequency
– Batch turnaround times
• Incentives and penalties
– Contingency and security
• Roles and responsibilities – Charging
of involved parties
114
SLM – Challenges
• Identifying suitable customer representatives with whom to
negotiate
• A lack of accurate input, involvement and commitment from
the business and customers
• The tools and resources required to agree, document,
monitor, report and review agreements and service levels
• The process becomes a bureaucratic, administrative process
rather than an active and proactive process delivering
measurable benefit to the business

115
SLM – KPIs
• Number of services covered under SLAs
• Number of services properly supported by OLAs & Contracts
• Reduction in ‘SLA targets missed’
• Customer Satisfaction Survey index
• Number of SLA targets achieved with expected output

• Percentage reduction in SLA breaches caused because of

third-party support contracts (underpinning contracts) &
internal Operational Level Agreements (OLAs)

116
Service Catalogue Management - Scope
& Goals
The goal is to ensure :
– that a Service Catalogue is produced and maintained,
– it contains accurate information on all operational & about
to be operational services

Objectives :
– manage the information contained within the Service
Catalogue
– ensure accuracy in
• current details, status, interfaces and dependencies
of all services in scope

Scope :
• All services that are being transitioned or have been
transitioned to the live environment

117
Service Catalogue (Business & Technical)

Business Business Business

Process 1 Process 3
Process 2

Business Service Catalogue

Service A Service B Service C Service D Service E

Technical Service Catalogue

Support Hardware Software Applications Data

Services

118
Service Catalogue Details

• Business Service Catalogue contains

– details of all the IT services from customers perspective
– relationships to the business units and
– business process that rely on the IT services
(This is the customer’s view of the Service Catalogue)

• Technical Service Catalogue contains

– details of all the IT services from IT perspective
– relationships to the supporting services
– shared services, components and CIs necessary to
support the provision of the service to the business

119
SCM – Activities
• Ensuring that all operational services and all services being
prepared for operations are recorded within the Service
Catalogue
• Ensuring that all the information within the Service catalogue
is :
– Accurate and up-to-date
– Consistent with the Service Portfolio
– Adequately protected and backed up

120
What is Availability ?
• Ability of a Configuration Item or IT Service to perform its
agreed Function when required

Note :
• Determined by Reliability, Resilience ,Maintainability,
Serviceability, Performance, and Security
• Usually calculated as a percentage. This calculation is often
based on Agreed Service Time and Downtime
• It is Good Practice to calculate Availability using
measurements of the Business output of the IT Service

121
Availability Management – Objectives
• Produce and maintain Availability Plan reflecting current and
future needs
• Provide advice and guidance on all availability-related issues
• Ensure availability achievements meet agreed targets
• Assist with the diagnosis and resolution of availability related
incidents and problems
• Assess impact of changes on Availability Plan
• Ensure proactive and cost-effective measures to improve the
availability

122
Availability Measurement Metrics
Incident Incident Incident
strikes strikes strikes

Uptime Uptime (availability)

Service Service Service

available available available

Downtime (time to restore)(MTRS) Downtime

Service
Service unavailable unavailable
Availability Availability

Diagnose Recover

Detect Repair Restore

Time between system incidents Time between failures

(MTBSI) (MTBF)

Time
123
Availability Management – Activities

• Ensuring that all existing services deliver the levels of

availability agreed with the business in SLAs
• Ensuring that all new services are designed to deliver the
levels of availability required by the business
• Assisting with the investigation and diagnosis of all availability
related incidents and problems
• Participating in the IT infrastructure design
• Availability management maintains knowledge repository
named AMIS

124
Information Security Mgmt - Goal & scope

• Goal - To align IT security with business security and ensure

that information security is effectively managed in all service
and Service Management activities

ISM must ensure that an Information Security Policy is

produced, maintained and enforced

• Scope - The ISM process should cover use and misuse of all
IT systems and services for all IT security issues

125
ISM – Objectives And Basic Concepts
Objectives
– To protect the interests of those relying on
information, systems and communications

Basic Concepts
• Information Security Policy
• Information Security involves protection of
– Confidentiality
– Integrity
– Availability

126
ISM – Responsibilities
• Developing and maintaining the Information Security Policy
and a supporting set of specific policies
• Ensuring appropriate authorization, commitment and
endorsement from senior IT and business management
• Communicating and publicizing the Information Security
Policy to all appropriate parties
• Ensuring that the Information Security Policy is enforced and
adhered to
• Identifying and classifying IT and information assets
(Configuration Items) and the level of control and protection
required

127
Supplier Management - Goal And Scope

• Goal - To manage suppliers and the services they

supply, to provide seamless quality of IT service to
the business, ensuring value for money is obtained

• Scope - The Supplier Management process should

include the management of all suppliers and
contracts needed to support the provision of IT
services to the business

128
Suppliers & Contracts Database

Supplier strategy
& policy

Evaluation of new
suppliers & contracts

Supplier categorisation Establish new

& maintenance of the suppliers &
SCD contracts

Supplier & contract

management &
performance

Supplier & Contract

Database Supplier reports Contract renewal
and information
SCD and/or
termination

129
Supplier Management – Responsibilities
• Providing assistance in the development and review of SLAs,
contracts, agreements or any other documents for third-party
suppliers
• Ensuring that value for money is obtained from all IT suppliers
and contracts
• Ensuring that all IT supplier processes are consistent and
interface to all corporate supplier strategies, processes and
standard terms and conditions

• Maintaining and reviewing the Supplier and Contracts

Database (SCD)

130
Capacity Management - Goal and Scope
• Goal - To ensure that
– Cost-justifiable IT capacity is matched to the current and
future agreed needs of the business
– In a timely manner
Scope :
• IT Services
• IT Components
• Resources

131
Capacity Management – Basic Concepts
Capacity Management Types
1. Business Capacity Management
2. Service Capacity Management
3. Component Capacity Management

Capacity Management involves :

• Balancing costs against resources needed
• Balancing supply against demand
• Modelling
• Demand Management
• Application Sizing

132
Capacity Management – Responsibilities

• Ensuring adequate IT capacity to meet required levels of

service
• Identifying capacity requirements of business
• Understanding the current usage profile and the maximum
capacity
• Sizing all proposed new services and systems, to ascertain
capacity requirements

(Above points apply to IT Services as well as IT Components)

133
Capacity Management Information System

Review current
capacity & Capacity
performance Management
Information System
(CMIS)
Improve current Capacity &
service & component performance
capacity reports & data

Assess, agree &

document new Forecasts
requirements & capacity

Plan new Capacity plan

capacity

Capacity Management Process

134
IT Service Continuity Management

Basic Concepts

• Disaster - an event that affects a service or system such that

significant effort is required to restore the original
performance level

• Business Impact Analysis (BIA)

The purpose of a Business Impact Analysis is to quantify the
impact to the business that loss of service would have

135
ITSCM - Goal & Scope
Goal : Support the larger business continuity plan

Scope - Services, computer systems, networks, applications,

data repositories, telecommunications, environment, technical
support and Service Desk

• Also includes resources (People)

The objectives are ensuring that

• Required IT technical and service facilities can be resumed
within required, and agreed, business timescales
• Following a major disruption

136
ITSCM – Responsibilities
• Performing Business Impact Analyses for all existing and new
services
• Implementing and maintaining the ITSCM process
• Representing the IT services function within the Business
Continuity Management process
• Ensuring ITSCM plans, risks and activities are capable of
meeting the agreed targets under all circumstances
• Performing risk assessment and risk management to avert
disasters where practical

137
ITSCM – Recovery Options
Recovery options for rapid recovery of IT Systems and
Network Services :
– Do nothing
– Return to manual (paper based) system
– Reciprocal arrangements
– Gradual recovery (Cold site)
– Intermediate recovery (Warm site)
Fixed / Portable
– Immediate recovery (Hot site)
Internal / External
– Combination of options
• Fortress Approach

138
Service Design Package

• Document (s) defining all aspects of an IT Service and its

Requirements through each stage of its Lifecycle
• A Service Design Package is produced for each new IT
Service, major Change, or IT Service Retirement
• All questions which may arise during transition or operation
should be answered by SDP

139
140
Question Time
Which one of the following activities does application management perform?

A. Defining where the vendor of an application should be located

B. Ensuring that the required functionality is available to achieve the required
business outcome
C. Deciding who the vendor of the storage devices will be
D. Agreeing the service levels for the service supported by the application

Correct Answer: B

141
Question Time
Which one of the following is the purpose of service level management?

A. To carry out the service operations activities needed to support current IT

services
B. To ensure that sufficient capacity is provided to deliver the agreed
performance of services
C. To create and populate a service catalogue
D. To ensure that an agreed level of IT service is provided for all current IT
services

Correct Answer: D

142
 Service Transition

Transitioning services into operation without

disturbing existing services
Focal Points In Service Transition

Requirements The Business / Customers

Service
Strategy Requirements
Constraints
Policies
Strategies

Service
Design SDP s
Standards
Solution Architectures
Service Catalogue

Designs
Service Portfolio

Service
Transition SKMS
1. Transition Planning and Support Tested
Transition
solutions
2. Change Management Plans
3. Service Asset and Configuration Mgmt
4. Release and Deployment Mgmt Service Operational
Operation Operational Services
5. Service Validation and Testing Plans
6. Evaluation
7. Knowledge Mgmt
Continual Service
Improvement Improvement
actions and plans

144
Goal And Scope Of Service Transition

Goal :
• Assist organizations to plan and manage service changes
• Deploy service releases into the production environment
Scope :
• Development and improvement of capabilities
• For transitioning new and changed services into production
environment, including
– Release Planning
– Building
– Testing
– Evaluation And
– Deployment

145
Overview …

146
Service Transition
• Objective
– Plan and manage the resources
– Ensure there is minimal unpredicted impact
– Increase the customer, user and Service Management staff
satisfaction
– Increase proper use of the services and underlying applications
and technology solutions
– Provide clear and comprehensive plans
• Business Value
– The ability to adapt quickly to new requirements and market
developments (‘competitive edge’)
– Transition management of mergers, de-mergers, acquisitions
and transfer of services
– The success rate of changes and releases for the business
– The predictions of service levels and warranties for new and
changed services
147
Service Asset & Configuration Mgmt – Goal
The goals of Configuration Management are to :
• Support the business and customer’s control objectives and
requirements
• Support Service Management processes by providing
accurate configuration information to enable people to make
decisions
• Minimize the number of quality and compliance issues
• Optimize the service assets, IT configurations, capabilities
and resources

148
SACM – Objectives & Scope

Objectives :- To define and control the components of services

and infrastructure and maintain accurate configuration
information on the historical, planned and current state of the
services and infrastructure
Scope :-
• Asset Management covers service assets across the whole
service lifecycle.
• It provides a complete inventory of assets and who is
responsible for their control

149
Configuration Item (CI)

• CI : An Asset, Service Component or any other item that

needs to be managed in order to deliver an IT Service
• All CI’s are under control of SACM and need formal RFC to
be changed
• Information about each CI is recorded in a Configuration
Record within the Configuration Management System and is
maintained throughout its Lifecycle by Configuration
Management

150
Configuration Item (CI)

151
Major CI Types

Hardware Data Files

Computers, Computer Software What, Where,
components, Network Network Mgmt Systems; In- Most Important
components & cables house applications; O/S;
(LAN, WAN), Utilities (scheduling, B/R);
Telephones, Switches Packages; Office systems;
Web Management

People
Users, Customers, Who,
Where, What Skills,
Characteristics,
Experience, Roles
Services
Desktop Support,
E-mail, Service Desk,
Documentation
Payroll, Finance, Designs; Reports; Agreements;
Environment Contracts; Procedures; Plans;
Production Support Accommodation; Light, Process Descriptions; Minutes;
Heat, Power; Utility Records; Events (Incident,
Services (Electricity, Gas, Problems, Change Records);
Water, Oil); Office Proposals; Quotations
Equipment; Furniture;
Plant & Machinery

152
Configuration Management System
• A set of tools and databases that are used to manage an IT
Service Provider's Configuration data
• The CMS also includes information about Incidents,
Problems, Known Errors, Changes and Releases; and may
contain data about employees, Suppliers, locations, Business
Units, Customers and Users
• The CMS includes tools for collecting, storing, managing,
updating, and presenting data about all Configuration Items
and their Relationships
• The CMS is maintained by Configuration Management and is
used by all IT Service Management Processes

153
DML – Definitive Media Library
DML and CMDB

DML Physical CIs Information about the CIs

Electronic CMDB
CIs
Release
Record

Build new Release

Test new Release

Implement new Release

Distribute new Release to live locations

DML is a secure library where definitive authorised versions of all Media Configuration
Items (CIs) are stored and protected. Analogous hardware store – Definitive Spares

154
SACM – Roles
• Service asset manager
• Configuration manager
• Configuration analyst
• Configuration administrator/librarian
• CMS/tools administrator
• CAB/ECAB

155
Service Knowledge Mgmt System (SKMS)

• A set of tools and databases that are used to manage

knowledge and information
• The SKMS includes the Configuration Management System,
as well as other tools and databases
• The SKMS stores, manages, updates, and presents all
information that an IT Service Provider needs to manage the
full Lifecycle of IT Services

156
Service Knowledge Management System

Service Knowledge
Management System Decisions

Configuration Management System

CMDB, KEDB, IDB, PDB, AMIS,

CMIS, SCD……etc.

Relationship of the CMDB, the CMS and the SKMS

157
Service Knowledge Management System

158
DIKW Explanations
Knowledge management is typically displayed within the
Data–Information–Knowledge–Wisdom structure :

– Data is a set of discrete facts about events

– Information comes from providing context to data or by asking
questions on the data
– Knowledge is composed of the concepts, tacit experiences,
ideas, insights, values and judgments of individuals
– Wisdom gives the ultimate discernment of the material and
guides a person in the application of knowledge

• Wisdom can not be Managed by Tools

159
Change Management - Purpose & Goals

Purpose :
• Standardized methods and procedures are used for efficient
and prompt handling of all changes
• All changes to CI are recorded in the Configuration
Management System

Goal :
• 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
align the services with the business needs

160
What is a Change?
• The addition, modification or removal of authorized CI that
could have effect on IT services
Objectives
• To ensure that changes are recorded and then evaluated,
authorized, prioritized, planned, tested, implemented,
documented and reviewed in a controlled manner

161
Scope Of Change Management

Business Service Provider Supplier

Manage the
Strategic Manage the
Manage IT services suppliers’
change business business

Tactical Manage the Service Manage external

change business portfolio services
processes

Service
change

Manage the External

Operational business Service
change Operation operations
operations

Scope of Change Management

162
Change Types
Normal Change – Changes which follow normal
change process

Standard Change – Pre-approved changes

(for routine tasks)

Emergency Change – Changes which need to be

installed faster than normal
process and requires ECAB’s
approval.

163
Change Management – Process For Change
Create
Record the
RFC
RFC

Change Initiator
proposal requested
(optional) Review RFC

Update change and configuration information in CMS

Change
Management Ready for evaluation
Assess and evaluate
change

Ready for decision Work orders

Authorize Authorize
Change proposal Change
Change
authority authorized

Plan updates

Change
Management scheduled Work orders
Co-ordinate change
implementation*

Change
Management implemented
Review and close
Evaluation report
change record
closed

164
*I t
7 R’s For Impact Assessment
• 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?

165
Change Authorization Model
Communication Communications , Change Examples of
decisions escalation f or RFCs, authority configuration level
and a ctions r isks, issues impacted
H igh cost/ risk
Business change – requi res
Level 1 executi ve boa rd decision f r om
executi ves

Change impa cts

IT multiple se r vi ces or
Level 2 management board o rganiz ational
divisions

Change which
CAB or
Level 3 impa cts only local
Emergency CAB
or ser vi ce group

Level 4 Local authorizations Standa rd change

166
RFC Workflow and Interfaces
Change Management

Approve Co-ordinate
Raise & record Assess Review Close
reject change
change request change change change
change implementation*

Release and deploy

New/changed CIs

Configuration Management

Capture
release and Check
Reports & Identify affected Update Audit records
audits items records environment items
baselines updated

Configuration Management System

*Includes build and test where applicable

167
Change Management – KPIs
• Number of unauthorized changes

• Reduction in the of backlog of change requests

• Number of Unplanned changes

• Number of standardized changes

• Percentage of successful changes

• Percentage of unsuccessful/failed changes

168
Change Management – Challenges

• Lack of ownership of the impacted systems

• Poor impact assessments due to inaccurate configuration
data
• Bypassing the agreed procedures
• Resistance against an umbrella of Change Management
authority

169
Release & Deployment Mgmt - Goals

• Release and Deployment Management aims to build, test and

deliver the capability to provide the services specified by
Service Design

• The goal of Release and Deployment Management is to

deploy releases into production and establish effective use of
the service in order to deliver value to the customer and be
able to handover to service operations

170
RDM – Scope

• The scope of Release and Deployment Management

includes :
– the processes, systems and functions
– to package, build, test and deploy a release into production
– and establish the service specified in the Service Design
package
– before final handover to service operations
Effective release and deployment management enables the service
provider to add value to the business by delivering change, faster and at
optimum cost and minimized risk

171
Release Unit

• Components of an IT Service that are normally Released

together

• For example one Release Unit could be a Desktop PC,

including Hardware, Software, Licenses, Documentation etc.
• A different Release Unit may be the complete Payroll
Application, including IT Operations Procedures and User
training

172
RDM – Common Approaches
• ‘Big bang’ vs phased
• Push and pull
• Automation vs manual

Release and deployment Model define :

– Release structure - release package and the target
environments
– The exit and entry criteria
– The roles and responsibilities for each configuration item at
each release level

173
174
Service V Model
Validate Service
Define Customer/ Service Review Criteria/Plan Packages, Offerings and
Level 1 Business Requirements contracts

1a 1b
Service Acceptance
Define Service Service Acceptance Criteria/Plan
Level 2 Requirements
Test

2a 2b
Design Service Service Operational
Level 3 Service Operational Criteria/Plan Readiness Test
Solution

3a 3b
Service Release Test
Design Service Service Release
Level 4 Criteria and Plan
left-hand side Release Package Test

represents the
4a 4b
specification of Component
Develop Service
Level 5 the service Solution and Assembly Test

requirements
5a 5b
Levels of Service
configuration and Component
testing Deliveries from
Build and
internal and external
Test
suppliers
BL Baseline point
Internal and external
suppliers

175
ELS – Early Life Support
Start

Incident and Problem

Operate Service Management

Change and
Collect service Configuration
performance data Management

Service Level
Plan and manage Report service Management
improvements/risk performance
mitigation/change achieved

SKMS/CMS
Compare progress
against ELS plan

Verify service Exit criteria

stability met?
Yes

No

Identify quick wins/

improvements/risk
mitigation/changes
End

176
Question Time
The remediation plan should be evaluated at what point in the change
lifecycle?

A. Before the change is approved

B. Immediately after the change has failed and needs to be backed out
C. After implementation but before the post implementation review
D. After the post implementation review has identified a problem with the
change

Correct Answer: A

177
 Service Operation

Realizing value by operating a service

effectively & efficiently
Focal Points In Service Operation

Requirements The Business / Customers

Service
Strategy Requirements
Constraints
Policies
Strategies

Service
Design SDP s
Standards
Solution Architectures
Service Catalogue

Designs
Service Portfolio

Service
Transition SKMS
Tested
Transition
solutions
Plans

Service Operational
Operation Operational Services
Plans

Continual Service
1. Event Management Improvement Improvement
2. Request Fulfillment actions and plans
3. Incident Management
4. Problem Management
5. Access Management
179
Overview

180
Service Desk…

181
 The Business, Customers, Users

IT Management Difficulties, Queries, Communication, Updates, Change

Tools Enquiries Workarounds Requests

Incidents Service Desk

Incident New
Releases
Problem
Change
Release
Configuration

Configuration Management Database (CMDB)

182
Configuration Management Database (CMDB)
183
 The Business, Customers, Users

Difficulties, Communication, Updates,

Queries , Enquiries Workarounds

Service Desk

184
 IT Management
Tools

Incidents Service Desk

Incident

185
Problem

186
 Change
Request
s

Change

187
 New
Releases

Release

188
Configuration

189
 The Business, Customers, Users

IT Management Difficulties, Queries, Communication, Updates, Change

Tools Enquiries Workarounds Requests

Incidents Service Desk

Incident New
Releases
Problem
Change
Release
Configuration

Configuration Management Database (CMDB)

190
The BEST WAY to Implement ITIL
Service Management?

Service Desk

Incident

Problem

Change

Release

Configuration

Configuration Management Database (CMDB)

191
…or MORE LIKE THIS ?

Service Desk

Incident

Problem

Change

Release

Configuration

Configuration Management Database (CMDB)

192
 Relationship Between Incident,
Problem & Change Management

Incident Management
X X X X
Incident X X X X X X X X
Matching X X X X

}
}
}
}
Problem
Evolves

Problem Problem Into

Known Known Error
Error
Management
Root
Cause
Found Request
CI at For
Fault Work-Around Change
Change
Change Management
Management
193
The Efficiency and Effectiveness Funnel

INCIDENTS
INCIDENTS
INCIDENTS INCIDENTS

INCIDENTS

1st Level
Support

Nth Level
Support

194
The Efficiency and Effectiveness Funnel

INCIDENTS
INCIDENTS
INCIDENTS INCIDENTS

INCIDENTS

1st Level
Support
Incident
Management
Nth Level Knowledge
Support
Management

195
The Efficiency and Effectiveness Funnel

INCIDENTS
INCIDENTS INCIDENTS

INCIDENTS

Problem
1st Level Management
Support
Incident
Nth Level Management
Support

196
The Efficiency and Effectiveness Funnel

INCIDENTS
INCIDENTS INCIDENTS

Change
Management
Problem
1st Level Management
Support
Incident
Nth Level Management
Support

197
The Efficiency and Effectiveness Funnel

INCIDENTS INCIDENTS

Release
Management
Change
Management
Problem
1st Level Management
Support
Incident
Nth Level Management
Support

198
The Efficiency and Effectiveness Funnel

Release
Management
Change
Management
Problem
1st Level Management
Support
Incident
Nth Level Management
Support

199
 DISPATCH Emergency TESTS and

Management
AMBULANCE Room ANALYSIS
Root Cause Service Level Mgmt

Problem
Financial Mgmt
Specialist
DIAL 911 Consult
DIAGNOSIS
Problem Control Error Control

Incident
Management
Request for
Capacity Management Heart Operation/Procedure
Availability Management Attack!!!
Service Continuity Management
Operations
& Scheduling
Surgical Team
Patient Lifecycle Medical Filter
File Develop Strategy

Impact Analysis
Medical Procedure Library Perform
Operation /
Discharge after Prioritize
Medical Tools Recovery

Configuration Management Release Management Change Management

200
Service Operations
• Goals & Objectives
– Coordinate and carry out the IT operational activities
– Work on processes required to deliver and manage services at agreed
levels
– Manage the technology that is used to deliver and support services
• Business Value
– Balance between cost vs quality
– Clearer and improved communication
– IT operational health management

201
Event Management– Basic Concepts
• An event can be defined as any detectable or discernible
occurrence
– that has significance for the management of the IT Infrastructure or the
delivery of IT service

Please Note:
Events are typically notifications created by an IT service, Configuration
Item (CI) or monitoring tool
– Events that signify regular operation
– Events that signify an exception
– Events that signify unusual, but not exceptional, operation

202
Event Management – Scope & Goals

• Provides the entry point for the execution of Service

Operation processes and activities
• Provides a way of comparing actual performance and
behavior against design standards and SLAs
• Provides a basis for Service Assurance and Reporting; and
Service Improvement

203
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 and are managed by the Event
Management Process

204
Request Fulfillment Process

• Service Request: A request from a User for information, or

advice, or for a Standard Change or for Access to an IT
Service
– For example to reset a password, or to provide standard IT
Services for a new User
– Service Requests are usually handled by a Service Desk,
and do not require an RFC to be submitted

205
Request Fulfillment – Basic Concepts

• Service Requests will usually be satisfied by implementing a

Standard Change
• The ownership of Service Requests resides with the Service
Desk, which monitors, escalates, dispatches and often fulfils
the user request
• Pre-defined Request Models which typically include some
form of pre-approval by Change Management

206
Request Fulfillment - Scope & Goals

• To provide a channel for users to request and receive

standard services for which a pre- defined approval and
qualification process exists

• To provide information to users and customers about the

availability of services and the procedure for obtaining them

• To source and deliver the components of requested standard

services (e.g. licenses and software media)

• Request Fulfillment process is responsible for frequently

occurring changes where risk and cost are low( Standard
Change)
207
Incident Management

• Incident : An unplanned interruption to an IT Service or a

reduction in the Quality of an IT Service
– Failure of a Configuration Item that has not yet impacted Service is
also an Incident

For example :- Failure of one disk from a mirror set

208
IM - Scope, Goals & Objectives

Objective :
Restore normal service operation as quickly as possible and
minimize the adverse impact on business operations
Scope :
• Any event which disrupts, or which could disrupt, a service
• Events communicated directly by users/technical staff
• It deals with all incidents; this can include failures, questions
or queries reported by the users, by technical staff, or
automatically detected and reported by event monitoring tools

209
IM – Basic Concepts
• ‘Normal service operation’ is defined here as service operation within SLA
limits

Major incidents
– A separate procedure, with shorter timescales and greater urgency, must be
used for ‘major’ incidents
– A definition of what constitutes a major incident must be agreed and ideally
mapped on to the overall incident prioritization system
– They will be dealt with through the major incident process

• Timescales
– Must be agreed for all incident-handling (IH) stages

• Incident Model
– A set of pre-defined steps to be followed when dealing with a known type of
Incident

210
Impact, Urgency and Priority

Impact
High Medium Low
Urgency

critical -1 high -2 medium -3

High < 1 hour < 8 hours < 24 hours
high -2 medium -3 low -4
Medium < 8 hours < 24 hours < 48 hours
medium -3 low -4 Planning/
Low < 24 hours < 48 hours planned

Priority = Impact X Urgency

211
Incident Management - Process

212
IM – Challenges

• The ability to detect incidents as early as possible

• Convincing all users that all incidents must be logged
• Availability of information about problems and Known Errors
• Integration into the CMS
• Integration into the SLM process

213
IM – KPIs

• Total numbers of Incidents

• Breakdown of incidents at each stage
• Size of current incident backlog
• Number and percentage of major incidents
• Mean elapsed time to achieve incident resolution or
circumvention, broken down by impact code
• Percentage of incidents handled within agreed response time

214
Comparison of Alert, Event, Incident and Major Incident

Event Alert Incident Major Incidents

Any detectable or A warning that a An unplanned A separate

discernible threshold has been interruption to an procedure, with
occurrence that has reached, something IT Service or a shorter timescales
significance for the has changed, or a reduction in the and greater urgency
management of the Failure has occurred Quality of an IT
IT Infrastructure or Service
the delivery of IT
service

215
Sequence of events…

User

Service
Desk

? Problem
Fault in Infrastructure

Structural Resolution

Known Error Request for Change

216
Problem Management Process

• Problem :Unknown Root cause of one or more Incidents

The cause is not usually known when a Problem is being

logged , and the Problem Management Process is
responsible for further investigation

217
PM – Basic Concepts

• Some incidents may recur because of dormant or underlying

problems
• Creating a Known Error Record in the Known Error Database
to ensure quicker diagnosis,
• Creation of a Problem Model for handling such problems in
the future may be helpful

218
Problem Management - Scope & Goals

Goal & Objective

• To prevent problems and resulting incidents from happening,
to eliminate recurring incidents and to minimize the impact of
incidents that cannot be prevented

Scope:
Four Ps of service management

219
Workaround
• Reducing or eliminating the Impact of an Incident or Problem
for which a full Resolution is not yet available
• For example by restarting a failed Configuration Item
• Workarounds for Problems are documented in Known Error
Database (KEDB)
• Workarounds for Incidents that do not have associated
Problem Records are documented in the Incident Database
(IDB)

220
Known Error And KEDB
• A Problem that has a documented Root Cause and a
Workaround
• Known Errors are created and managed throughout their
Lifecycle by Problem Management
• Known Errors may also be identified by Development or
Suppliers

Known Error Data Base (KEDB)

• A database containing all Known Error Records
• The Known Error Database is part of the Service Knowledge
Management System

221
Problem Management Process Flow

222
Access Mgmt – Basic Concepts
• Access : level and extent of a service’s functionality or data
that a user is entitled to use
• Identity : distinguishing information about an individual which
verifies their rank or status on the org-chart
(Every user MUST have a unique identity)
• Rights or privileges : set of services a user is permitted to
use
(actual settings permitting access to a service or
service group)
• Services or service groups : Services clubbed together into
a group to facilitate access management according to
functional relevance
Example : Windows Directory Services

223
Access Management - Goal

• To provide authorized users the necessary rights to use a

service or group of services

• Actual execution of policies and actions defined in Security

and Availability Management

224
What Are Functions ?

• A function is a logical concept

– that refers to the people and automated measures
– that execute
• a defined process
• an activity
• or a combination of processes or activities

• In larger organizations a function may be broken up and performed by

several departments, teams and groups, or it may be embodied within a
single organizational unit

225
Functions In Service Operations
• TMF – Technical Management Function
– Custodian of technical knowledge and expertise related to managing
the IT

• AMF – Application Management Function

– Custodian of technical knowledge and expertise related to managing
applications
– Overlaps with Application Development
• ITOMF – IT Operations Management Function
– Responsible for the daily operational activities needed to manage the
IT Infrastructure
– Has IT Operations control & Facilities Management
– Overlaps with TMF & AMF

• SDF – Service Desk Function

– SPOC
– Focuses on service restoration

226
ITOMF – Organisational Overlap
Technical Application
Service Desk
Management Management

Financial Apps
Mainframe IT Operations Control
Console Management
Job Scheduling

Server Backup and Restore HR Apps

Print and Output

Network Facilities Management Business Apps

Data Centres
Recovery Sites

Storage Consolidation
Contracts

Database

Directory
Services

Desktop

Middleware

227
TMF – Objectives
The objectives of Technical Management are to :
Plan
– Well designed and highly resilient, cost-effective technical
topology

Implement and maintain a stable technical infrastructure

– By use of adequate technical skills to maintain the
technical infrastructure in optimum condition

Support the organization’s business processes

– Through swift use of technical skills to speedily diagnose
and resolve any technical failures

228
AMF – Objectives

The objectives are to

– Support the organization’s business processes
– Identify functional and manageability requirements for
application software
– Assist in the design and deployment of applications
– Assist the ongoing support and improvement of applications

229
ITOMF – Objectives

• Responsible for the daily operational activities needed to

manage the IT Infrastructure
• Done according to the Performance Standards defined during
Service Design

230
ITOMF – Role
ITOMF Functions :
1) IT Operations Control
– Ensures that routine operational tasks are carried out
– Provides centralized monitoring and control activities
– Uses an Operations Bridge or Network Operations Centre

2) Facilities Management
– Management of the physical IT environment
(Data centers, computer rooms, etc)

Please note:
– In large Data Centers Technical and Application Management are co-
located with IT Operations
– In some organizations many physical components of the IT
Infrastructure are outsourced and Facilities Management may include
the management of the outsourcing contracts
231
SDF – Objectives

Primary aim - restore the ‘normal service’ to the users as

quickly as possible

(In this context ‘restoration of service’ is meant in the widest possible

sense)

Please note :
• It is SPOC – Single point of contact
• While this could involve fixing a technical fault, it could equally
involve fulfilling a service request or answering a query or
anything that is needed to allow the users to return to working
satisfactorily

232
Local Service Desk

For Local business

needs and onsite Local Local Local
User User User
support

• Desktop support
First line support

• Network support
Service Desk

• Application support

• Systems and operations

support Third Network &
Application Desktop
Party Operation
Support Support
Support Support
• Third party support
233
Centralized Service Desk

• In multi location environment local Customer Customer Customer

SD becomes expensive Site 1 Site 2 Site 3

• Central SD is established serving all

locations
• All service request are logged at a
central physical location Centralized
Service Desk
• Key benefits
– Reduced operational costs Second Line Support
– Consolidated Mgmt reports
– Better resource allocation

Network &
Third Application Desktop
Operation
Party Support Support
Support
Support

234
Virtual Service Desk
• Virtual service desk can be
accessed from anywhere in the
world Amsterdam
Service Desk
Paris
Service Desk
London
Service Desk

• If the organization is MNC it gives Sydney

Service Desk Modem
Wan

same benefits of centralized

service desk Virtual Service Desk
Modem

• Maintains central database

Internet
accessible from all locations Service
Mgmt
Database (S)

• The only difficulty is the person Toranto

Service Desk
Lan

required at Virtual SD needs to be Telephone

specialist La
n
New York
Service Desk

Local Users
User Site 1 User Site a

• “Follow the Sun” Model Fax

Local Users Remote Users

Third Party Supplier
Service Desk

235
SDF – Staffing
• Technically Unskilled
• Technically Skilled
• Technically Experts
• Super User

236
SDF – Metrics
• Customer / User satisfaction (CSAT / USAT)
• Average handling time (AHT)
• Timely escalations and resolutions
• First call resolution (FCR)
• Time within which calls are answered
• Call escalations as specified in SLA
• Restoration of service within acceptable time and in
accordance with the SLA
• Timely information to users about current and future changes
and outages
• Conduct customer surveys to determine
– Is the telephone answered courteously?
– Are users given good advice to prevent incidents?
237
Balances In Service Operation
• Internal versus external focus ( Technology Vs IT Services )
• Stability versus Responsiveness
• Quality of Service versus Cost of Service
• Reactive versus Proactive

238
Cost Versus Quality
Cost of service

Service

Range of optimal
balance between
Cost and Quality

Quality of Service (Performance, Availability, Recovery)

239
Communications in SO
• Routine operational communication
• Communication between shifts
• Performance reporting
• Communication in projects
• Communication related to changes
• Communication related to exceptions
• Communication related to emergencies
• Training on new or customized processes and service design
• Communication of strategy and design to Service Operation
teams

240
 Lifecycle of Event
Event

Incident
Tools
T.B.F Approval
CAB or EC

Service IDB
Desk
T
F
Request/Access
I

PDB RFC
KEDB

OEM / Development KEDB

241
Question Time
Which function or process would provide staff to monitor events in an
operations bridge?

A. Technical management
B. IT operations management
C. Request fulfilment
D. Applications management

Correct Answer: B

242
Question Time
Which process is responsible for sourcing and delivering components of
requested standard services?

A. Request fulfilment
B. Service portfolio management
C. Service desk
D. IT finance

Correct Answer: A

243
Continual Service Improvement

P – D – C – A for value enhancement

244
Focal Points In CSI

Requirements The Business / Customers

Service
Strategy Requirements
Constraints
Policies
Strategies

Service
Design SDP s
Standards
Solution Architectures
Service Catalogue

Designs
Service Portfolio

Service
Transition SKMS
Tested
Transition
solutions
Plans

Service Operational
Operation Operational Services
Plans
1. The 7 Step Improvement Process
2. Service Reporting
3.Continual
Service Measurement
Service
4.Improvement
ROI for CSI Improvement
5. Business Questions actions and
forplans
CSI
6. Service Level Management

245
Goal & Objectives Of CSI
Purpose :
To continually align and realign IT services to the changing
business needs by identifying & implementing improvements
to IT services

Objectives :
Review, analyze and make recommendations :
• On improvement opportunities
• Service levels
• Improve effectiveness and efficiency in delivering services by
ensuring applicable quality practices are used

246
Overview

247
PDCA Model

Business Continual Service Improvement Business

requirements results
Management
Request for responsibilities Customer
new service satisfaction
PLAN
Service and process CSI More effective and
measurements efficient processes
ACT DO
Modify Implement
External CSI CSI New changed
requirements services
CHECK
Monitor, measure
Security and review CSI Improved employee
requirements morale

The PDCA cycle should be repeated multiple times to implement

Continual Improvement

248
CSI Model

Business vision,
What is the vision? mission, goals and
objectives

Where are we now? Baseline

assessments

How do we keep Where do we want

Measurable
the momentum going? to be? targets

Service & process

How do we get there? improvement

Did we get there? Measurements &

metrics

249
The 7-Step Improvement Process

Identify
• Vision
• Strategy 1. Define what you
• Tactical Goals should measure
• Operational Goals

2. Define what you

7. Implement
can measure
corrective action

Goals

6. Present and use the 3. Gather the data

information, assessment Who? How? When?
summary, action plans, etc. Integrity of data?

5. Analyze the data 4. Process the data

Relations? Trends? Frequency? Format?
According to plan? System? Accuracy?
Targets met?
Corrective action?

250
Measurement – Business value
Why Measure ? – Purpose of reports

To Validate To Direct

Your Measurement Framework

To Justify To Intervene

251
Performance Baselines
Purpose:
• Markers – Marking start point
• For later comparison
• Decision making – Does it need improvement ?

Where to establish:
• Strategic goals and objectives
• Tactical process maturity
• Operational metrics and KPIs

252
Types Of Metrics In CSI

• Technology metrics
– Component & application performance , availability etc
• Process metrics
– CSFs, KPIs and activity metrics for the service
management processes
• Service metrics
– These metrics are the results of the end-to-end service
– Component metrics are used to compute the service
metrics

253
Question Time
What are the three types of metrics that an organization should collect to
support continual service
improvement (CSI)?

A. Return on investment (ROI), value on investment (VOI), quality

B. Strategic, tactical and operational
C. Critical success factors (CSFs), key performance indicators (KPIs),
activities
D. Technology, process and service

Correct Answer: D

254
255
 How to Make ITIL a Reality?
Key Success Factors

Theory – ITIL/CobIT/COSO Process

 Guidelines for Best Practices  Convert theory to process that is
 Provides the theory but not the applicable to the unique needs of
process the organization
 Education is an important  Training & Education
component  Tool configuration

Technology – CA and others

 Provide the technology that enables
and automates the process
 Repeatability, compliance and
notifications
 Implement processes impossible
without technology
ITIL is not a step-by-step process

“ITIL Processes can be difficult to implement

since ITIL in it's current form describes the
"what" but not the "how" of IT service delivery.
In other words, a lack of implementation tools
and best practices are increasing costs and
timelines related to ITIL implementation.”
 Each ITIL Initiative is Unique

Source: OGC – “ITIL Refresh: Vendor pre-release briefing”, May 2007

 What NOT to do

1. Insufficient Management Buy-in or Budget.

2. Ignoring the need to market and communicate within & outside IT.
3. Training internal staff to the Foundation level with the expectation they can then
implement ITIL successfully.
4. No External Baseline Assessment or adoption of a maturity model to Create a valid
roadmap.
5. Thinking that technology alone can address the requirement for ITIL i.e. migrating
bad process to new technology so automation is therefore not efficient enough to
address IT needs.
6. Confusing Process with Procedures.
7. Not dedicating enough resources to the development effort.
8. Thinking process development equates to process implementation.
9. Weak documentation effort leads to inconsistent approach with very little chance of
repeatability amongst IT Staff.
10. Failure to address IT Governance alignment.
Recommendations (1/2)

Create a sense of urgency!

Decide/Declare Service Management Strategy
Engage all employees
Create Communications and Awareness
campaigns
Focus on areas of pain
Create a Program to transform the organization
Appoint program sponsors and key players
Assess, Design, Build and Implement process
refinement
Recommendations (2/2)

Develop a phased approach, which includes

repeatable and consistent standards for all
processes to follow
Breakdown work into “manageable chunks”
Appoint process owners
Begin remediation process
Utilize/Establish program management
Email : kailashpathi@gmail.com
Cell No: +91-8123026206

Any Questions ??
 Exam Format (Real and Mock)
•Examination type: Online multiple-choice.
•Exam Duration: 60 minutes
•Number of Questions: 40
•Pass mark : 65% (26 out of 40)
•Literature: Training Course Material & Additional Practice
Questions Given are Sufficient to Pass the Examination .

Good luck for exam !!!

Best practices
implementation
journey V

IV CONTINUAL
IMPROVEME
NT
IMPLEMENT,
III COMMUNICA
TE,
MEASURE
II CREATE
ROADMAP

I GAP
ANALYSIS
MAP YOUR
CURRENT
PROCESSES

2013 Q3 2013 Q4 2014

ITIL Best Practices in IITE | Ericsson Internal | 2014-12-12 | Page 264
Implementation JOURNEY
steps (1/5)
› Map Current processes

› We have 2 choices , detailed processes from the ITIL

documentation or tailor generic templates (Out of the Box).

› Building detailed processes are time consuming , but are

required if we need customized processes for our environment .
But If you use Out of the Box process templates as a starting
point it will enable the organization to immediately start utilizing
ITIL benefits.

› ITIL documentation published by the Cabinet Office contains a

lot of detail about how to implement best practices and process ,
Implementation JOURNEY
steps (2/5)
› Gap Analysis

› ITIL describes a gap analysis as “ business assessment tool

enabling an organization to compare where it is currently and
where it wants to go
in the future.”
› Before a gap analysis can be undertaken, the organization must
clearly understand its long-term vision .
› Finally, the conclusions of a gap analysis must describe how
much effort is required in terms of time, money, and human
resources to achieve the vision.
Implementation JOURNEY
steps (3/5)
› Create a roadmap

› The aim of the roadmap is to provide an overview of how the

implementation will be executed. In order to create the roadmap,
each of the actions needs be reviewed and classified by the time
and effort for completion

› Initially , focus should be on actions that address high priority

gaps and quick wins.
Implementation JOURNEY
steps (4/5)
› Implement, communicate and measure

› Start working through the action items, define your critical

success factors, create a schedule, and identify the team and
owners for the process/action item.

› Communicate frequently about positive progress and answer the

question, “What is in it for me?” at all levels.

› The KPI’s can be used to measure the effect of the ITIL

implementation project and help determine whether a process is
working as it should and is likely to produce the desired outcome
Implementation JOURNEY
steps (5/5)
› Continual improvements
1. Define
what you
should
measure

› Improvement process is an integral part of CSI

7. 2. Define
Impleme what you
nt can
correctiv measure
e action

as it makes it possible for service resources 7- Step

CSI
and teams to identify and understand which 6. present Proces 3. Gather
and use
processes and aspects of their operations informati – ITIL the
data
on
V3
are in need of major monitoring and
5. 4.
enhanhancement. Analyz
e the
Proces
s the
data data