1972sc ITIL V3 Foundation Three-Day
description
Transcript of 1972sc ITIL V3 Foundation Three-Day
©2009 by Pultorak & Associates, Ltd. All rights reserved.
1972 ITIL® V3 Foundation v7-0
www.pultorak.com
(206) 729-1107
Presentation • 1
The IT Infrastructure Library (ITIL®) is a collection of best-practice guidance
on IT Service Management (ITSM). In 2007, the ITIL® body of knowledge
was updated to Version 3 (ITIL® V3). For this third iteration of ITIL®, the
entire IT Service Lifecycle, from its strategy definition and design through its
implementation, operation, and continual improvement, is tackled. ITIL® V3
constitutes a greatly expanded set of materials as compared to previous
versions of ITIL®, which focused mainly on the operations of IT services.
This course teaches the fundamental concepts and principles of this latest
version of ITIL® and is aimed at IT professionals who have little or no prior
knowledge of ITIL®.
©2009 by Pultorak & Associates, Ltd. All rights reserved.
1972 ITIL® V3 Foundation v7-0
www.pultorak.com
(206) 729-1107
Presentation • 2
This ITIL® V3 Foundation course is aimed at teaching you the different
terminologies, concepts, processes, and functions that together form the
underlying structure of ITIL®.
The coverage of this course is based on the official ITIL® V3 Foundation
certificate syllabus released by APMG, and when appropriate, a reference to
the syllabus section is included in the presentation slide footer. The official
syllabus helps participants adequately prepare for the Foundation certification
examination leading towards attainment of the ITIL® Foundation certificate in
IT Service Management. Some content specified by the syllabus are not going
to be covered by the examination, and in those instances, the Non-Examinable
(NE) icon is placed on the upper-right corner of the presentation slide.
The reference to the syllabus also includes a pointer to the sections of the
official ITIL® books where the full discussion of the topic can be found.
Use this to further your understanding of the topic as the Foundation-level
course is not designed to enable you to apply ITIL® into your organization
without further studies and guidance.
Ref: APMG ITIL® V3 Foundation Certificate Syllabus v4.2
©2009 by Pultorak & Associates, Ltd. All rights reserved.
1972 ITIL® V3 Foundation v7-0
www.pultorak.com
(206) 729-1107
Presentation • 3
This course is divided into seven main topics or modules.
Module 1 provides you with an overview of what services and Service
Management are, which is key to understanding the value of the ITIL® Service
Lifecycle model.
Modules 2 to 6 cover each of the Service Lifecycle phases. Each of these
modules will give you a brief introduction of what each lifecycle phase is
about as well as the basic concepts and principles for each of them. It is then
followed by a brief overview of their processes and any applicable functions.
The discussion of each phase ends with guidance on tools, metrics, and Critical
Success Factors (CSFs) as identified by ITSM practitioners worldwide.
The course ends with Module 7 which not only summarizes the course but,
more importantly, prepares you to take the ITIL® V3 Foundation certification
examination by sharing tips on how to answer the type of questions asked, as
well as having you take a mock examination.
©2009 by Pultorak & Associates, Ltd. All rights reserved.
1972 ITIL® V3 Foundation v7-0
www.pultorak.com
(206) 729-1107
Presentation • 4
This is the first module of the course. Here we will introduce the concept of IT
Service Management and the basics of processes, functions, roles, and how
roles are determined in an organization will also be tackled. We will also
introduce how ITIL® V3 defines the Service Lifecycle and what each of the
phases of this lifecycle looks like.
When going through this module, think of the relationship between your IT
organization and the users. How do you determine the quality standards of the
services provided? Is your IT organization more focused on the technologies it
manages or on the services those technologies allow you to provide? Do you
think of the strategy and design of your services prior to making them available
to users? How do you ensure ongoing service improvement?
©2009 by Pultorak & Associates, Ltd. All rights reserved.
1972 ITIL® V3 Foundation v7-0
www.pultorak.com
(206) 729-1107
Presentation • 5
IT Service Management could be described as the act of transforming resource
into valuable services. This is the very core of Service Management as a
profession and as a responsibility. IT Service Management plays a crucial role
in identifying resources and correctly using it. Without it, any service
organization is just considered a mass of useless resources. Of course, correctly
implementing IT Service Management means having to fully understand the
principles that guide it.
©2009 by Pultorak & Associates, Ltd. All rights reserved.
1972 ITIL® V3 Foundation v7-0
www.pultorak.com
(206) 729-1107
Presentation • 6
What specific objectives do you have for these topics?
Ref: APMG ITIL® V3 Foundation Certificate Syllabus v4.2
©2009 by Pultorak & Associates, Ltd. All rights reserved.
1972 ITIL® V3 Foundation v7-0
www.pultorak.com
(206) 729-1107
Presentation • 7
Today’s organizations benchmark themselves against others to identify and
close gaps in capabilities. One way of closing the gaps is through the adoption
of so-called good practices.
A “practice” is defined as a way of working. Good or best practices are “field-
proven” activities or processes which have been successfully used by many
organizations. These good practices come from several possible sources:
Existing public standards, such as those promulgated by the ISO
Industry practices that are shared among industry practitioners
Academic research which discovers them through empirical analysis
Training and education which identifies them through sharing experiences
Internal experiences or from the organizations’ own past experiences in
providing such service
What are some of the more noteworthy best practices in your organization?
ITILMD01-1. Describe the concept of Good Practice and explain and justify how this can assist an
organization (SS 1.2.2)
ITILFND 01-1. Describe the concept of Good Practice (SS 1.2.2)
©2009 by Pultorak & Associates, Ltd. All rights reserved.
1972 ITIL® V3 Foundation v7-0
www.pultorak.com
(206) 729-1107
Presentation • 8
“ITIL® is a public framework that describes best practice in IT Service
Management. It provides a framework for the governance of IT, the service
wrap, and focuses on the continual measurement and improvement of the quality
of IT service delivered, from both a business and a customer perspective. This
focus is a major factor in ITIL®’s worldwide success and has contributed to its
prolific usage and to the key benefits obtained by those organizations deploying
the techniques and processes throughout their organizations.”
- An Introductory Overview of ITIL® V3
ITIL® focuses on the area of Service Management for the IT industry, with
guidance culled from practitioners out in the field. It is not an academic or
theoretical view of how to manage IT services. It emphasizes quality
management approach and standards, supports quality systems such as ISO
9000, and is guided by total quality frameworks such as European Framework
for Quality Management (EFQM) and the Malcolm Baldrige National Quality
Award (MBNQA).
ITILFND02-2. Describe the structure, scope, components and interfaces of the ITIL® Library (SS
1.2.3 All)
ITILFNB02-2. Describe the structure, scope, components and interfaces of the ITIL® Library (SS
1.2.3 All)
©2009 by Pultorak & Associates, Ltd. All rights reserved.
1972 ITIL® V3 Foundation v7-0
www.pultorak.com
(206) 729-1107
Presentation • 9
There are four levels within the ITIL® scheme:1. Foundation level – focuses on knowledge / comprehension to provide a
good grounding in the key concept, terminology, and processes of ITIL®
2. Intermediate level – assesses an individual's ability to analyze and apply the concepts of ITIL®. This is composed of two streams:a) Intermediate lifecycle stream – five individual certificates built around
the five core OGC titles: Service Strategy, Service Design, Service Transition, Service Operation, and Continual Service Improvement
b) Intermediate capability stream – four individual certificates focusing on detailed process implementation and management within cluster groupings: Operational Support and Analysis (OS&A); Service Offerings and Agreements (SO&A), Release, Control and Validation (RC&V), and Planning, Protection and Optimization (PP&O) Operational Support and Analysis (OS&A) – Event, incident,
Request, problem, Access, Service Desk, Technical, IT Ops and Application Mgmt.
Service Offerings and Agreements (SO&A) – Portfolio, Service Level, Catalog. Demand, Supplier and Financial Mgmt.
Release, Control and Validation (RC&V) – Change, Release & Deployment, Validation & Testing, Service Asset & Configuration, Knowledge, Request Mgmt. / Service Evaluation
Planning, Protection and Optimization (PP&O) – Capacity, Availability, Continuity, Security, Demand and Risk Mgmt.
3. ITIL® expert – certifies that the individual has successfully completed a number of Intermediate units in addition to the mandatory Foundation Level and the Managing Across the Lifecycle capstone course
4. ITIL® master – assesses an individual's ability to apply and analyze the ITIL® concepts in new areas (currently under development)
©2009 by Pultorak & Associates, Ltd. All rights reserved.
1972 ITIL® V3 Foundation v7-0
www.pultorak.com
(206) 729-1107
Presentation • 10
Candidates with existing V2 knowledge and experience can upgrade their skills
to V3 through a scheme which provides credits to V1 and V2 certifications.
Those who have Foundation level V2 skills may take the V3 Foundation
Bridge certification, and then continue to take the V3 intermediate level
courses in order to eventually attain the V3 expert level certification.
Those who have attained V1 or V2 Service Managers certificate can upgrade
their skills to V3 without going through the Foundation Level courses again.
This can be done by taking the V3 Managers Bridge course. Successfully
passing the certification examination for that course will entitle the candidate
to an ITIL® expert certification.
Candidates who have not yet attained V1 or V2 Managers certification but
have taken several of the V2 practitioner courses can continue to gain credits
through any of the V3 intermediate level courses, and then taking the
Managing Across the Lifecycle course. As long as candidates are able to
accumulate the required 22 credits prior to taking the Managing Across the
Lifecycle course, they can qualify to receive the ITIL® expert certification
as well.
Full details of the bridging qualification scheme can also be found at the ITIL®
official site (http://www.itil-officialsite.com).
©2009 by Pultorak & Associates, Ltd. All rights reserved.
1972 ITIL® V3 Foundation v7-0
www.pultorak.com
(206) 729-1107
Presentation • 11
There are three basic components to the V3 materials and framework ideas
ITIL® core – best practice guidance applicable to all types of organizations
who provide services to a business
ITIL® complementary guidance – a complementary set of publications with
guidance specific to industry sectors, organization types, operating models,
and technology Architectures
Web support services – represent the information available from many
Service Provider groups that have products and services that support the
ITIL® lifecycle strategy
The core, complementary, and Web guidance of ITIL® take inputs from the
different industry standards and best-practice guidance on IT and business
management. These together form the basis for developing and maintaining the
lifecycle strategies depicted in the core volumes.
You should use these three sources to build your own custom implementation
of ITIL® in your organization.
ITILFND02-2. Describe the structure, scope, components and interfaces of the ITIL® Library (SS
1.2.3 All)
ITILFNB02-2. Describe the structure, scope, components and interfaces of the ITIL® Library (SS
1.2.3 All)
©2009 by Pultorak & Associates, Ltd. All rights reserved.
1972 ITIL® V3 Foundation v7-0
www.pultorak.com
(206) 729-1107
Presentation • 12
The ITIL® core library is composed of five books representing each of the
Service Lifecycle stages.
The Service Strategy book focuses on how to design, develop, and
implement Service Management as a strategic asset
The Service Design book provides guidance for the design and development
of services and processes, covering design principles and methods for
converting strategic objectives into portfolios of services, and service assets
The Service Transition book covers the development and improvement of
capabilities for transitioning new and changed services into the live
production / operating environment
The Service Operation book takes a look at the different practices in the
management of Service Operation and includes guidance on achieving
efficiency and effectiveness in the delivery and support of services
The Continual Service Improvement book is focused on creating and
maintaining value for customers through better design, introduction, and
operation of services
You should invest in these books, as they form the core guidance, or skeleton,
of ITIL® V3, and is essential for any organization who would like to
implement ITIL®. These books may be purchased individually or as a set, and
may be ordered from the Pultorak store at http://store.pultorak.com.
ITILFND02-2. Describe the structure, scope, components and interfaces of the ITIL® Library (SS
1.2.3 All)
ITILFNB02-2. Describe the structure, scope, components and interfaces of the ITIL® Library (SS
1.2.3 All)
©2009 by Pultorak & Associates, Ltd. All rights reserved.
1972 ITIL® V3 Foundation v7-0
www.pultorak.com
(206) 729-1107
Presentation • 13
In today’s business environment where the turnover of technology and people
is high, ignoring public frameworks and standards can needlessly place an
organization at a disadvantage. Why reinvent the wheel, when good practices
already exist for doing certain things? To develop a competitive advantage,
organizations should cultivate their own proprietary knowledge on top of a
body of knowledge based on public frameworks and standards.
Aside from helping jump-start an organization’s efforts in delivering quality
services to its customers, adoption of public standards and frameworks also
allows for easier collaboration and coordination with vendors, suppliers, and
other organizations.
Look at the business practices you see in other organizations. Which ones do
you think will help your organization if you adopt and adapt it?
ITILFND01-1. Describe the concept of Good Practice (SS 1.2.2)
©2009 by Pultorak & Associates, Ltd. All rights reserved.
1972 ITIL® V3 Foundation v7-0
www.pultorak.com
(206) 729-1107
Presentation • 14
©2009 by Pultorak & Associates, Ltd. All rights reserved.
1972 ITIL® V3 Foundation v7-0
www.pultorak.com
(206) 729-1107
Presentation • 15
Services are an important approach for customers who would like to focus on
the achievement of business targets in a cost-effective manner. Outcomes that
customers want to achieve are possible from the performance of tasks, but are
limited by a number of constraints. Services can enhance performance and
reduce the pressure of constraints, thereby increasing the chances that the
desired outcomes will be realized.
ITILMD01-2. Define and explain the concept of a Service (SS 2.2.1)
ITILFND01-2. Define and explain the concept of a service (SS 2.2.1)
ITILFNB01-2. Define and explain the concept of a Service (SS 2.2.1)
©2009 by Pultorak & Associates, Ltd. All rights reserved.
1972 ITIL® V3 Foundation v7-0
www.pultorak.com
(206) 729-1107
Presentation • 16
©2009 by Pultorak & Associates, Ltd. All rights reserved.
1972 ITIL® V3 Foundation v7-0
www.pultorak.com
(206) 729-1107
Presentation • 17
©2009 by Pultorak & Associates, Ltd. All rights reserved.
1972 ITIL® V3 Foundation v7-0
www.pultorak.com
(206) 729-1107
Presentation • 18
Service Management is the discipline of transforming an organization’s capabilities and resources into services assets that can improve the performance of services, thereby contributing value to the customer’s assets and improving their business outcomes. This diagram emphasizes the link that has to be preserved between the desired business outcomes and the services that Service Management is responsible for.In your organization, is there any service that you think does not contribute to the company’s bottom-line or financial success? If Service Management was properly done on that service, do you think that would still be the case? Capabilities – the abilities of an organization, person, process, application,
Configuration Item or IT service to carry out an activity Resources – a generic term that includes IT infrastructure, people, money or
anything else that might help to deliver an IT service Service Assets – any resource or capability. Assets of a Service Provider include
anything that could contribute to the delivery of a service. Assets can be one of the following types: Management, Organization, Process, Knowledge, People, Information, Applications, Infrastructure, and Financial Capital. Organizations use assets to create value in the form of goods and services.
Performance – a measure of what is achieved or delivered by a system, person, team, process, or IT service.
Customer assets – the capabilities or resources of the customer Value – a measure of the Return on Investments or benefits to the business Business outcome – the results as seen by the business
ITILMD 01-3. Define and explain the concept of Service Management (SS, SD, ST, SO, CSI 2.1)
ITILAWR Define and explain the concept of Service Management (SS, SD, ST, SO, CSI 2.1)
ITILFND 01-3. Define and explain the concept of Service Management (SS, SD, ST, SO, CSI 2.1)
ITILFNB 01-3. Define and explain the concept of Service Management (SS, SD, ST, SO, CSI 2.1)
©2009 by Pultorak & Associates, Ltd. All rights reserved.
1972 ITIL® V3 Foundation v7-0
www.pultorak.com
(206) 729-1107
Presentation • 19
An organization’s service assets are essentially the resources and capabilities
that are available to it for the performance of services. The resources are the
tangible assets that can be “bought”. Capabilities, on the other hand, cannot be
“bought” by an organization, but is something which has to be developed and
maintained and are thus the intangible assets of the organization.
Resources are the direct inputs for the production of so-called “goods” while
capabilities play a direct role in an organization’s ability to create “services”.
Both are equally important. Capabilities are typically experience driven,
knowledge intensive, information based, and firmly embedded within an
organization’s people, systems, processes, and technologies.
Which do you think is easier to acquire, resources or capabilities? Why?
ITILMD Resources and Capabilities (SS 3.2.1)
ITILFND03-2. Resources and Capabilities (SS 3.2.1)
ITILFND03-34. Service Assets (SS 3.2)
ITILFNB03-2. Resources and Capabilities (SS 3.2.1)
©2009 by Pultorak & Associates, Ltd. All rights reserved.
1972 ITIL® V3 Foundation v7-0
www.pultorak.com
(206) 729-1107
Presentation • 20
From the customer’s perspective, the value of a service is measured in terms of
its utility and warranty.
Utility is perceived by the customer from the attributes of the service that have
a positive effect on the performance of tasks associated with desired outcomes.
Removal or relaxation of constraints on performance is also perceived as a
positive effect. In short, it is the service’s “fitness for purpose”.
Warranty is derived from the positive effect of being available when needed, in
sufficient capacity or magnitude, and dependable in terms of continuity and
security. It is the service’s “fitness for use”. Utility and warranty go hand-in-
hand. Customers cannot benefit from a service that is fit for purpose but not fit
for use, and vice versa.
Can you recall and share an example of something which you bought but
proved worthless because it did not provide the needed functionality or was not
useable all the time?
ITILMD03-1. Utility and Warranty (SS 2.2.2)
ITILFND03-1. Utility and Warranty (SS 2.2.2)
ITILFNB03-1. Utility and Warranty (SS 2.2.2)
©2009 by Pultorak & Associates, Ltd. All rights reserved.
1972 ITIL® V3 Foundation v7-0
www.pultorak.com
(206) 729-1107
Presentation • 21
©2009 by Pultorak & Associates, Ltd. All rights reserved.
1972 ITIL® V3 Foundation v7-0
www.pultorak.com
(206) 729-1107
Presentation • 22
A business case is a formal justification for an expenditure that is usually
required when a certain level of budget or cost is to be exceeded. It is written
primarily with the target audience of C-level executives in mind. Business
cases are discussed here because it is the primary tool used by Service
Providers in justifying the development or adoption of the service they offer to
an organization. A service offering which cannot be directly tied to business
benefits will most likely never be adopted.
When writing a business case, it is important to be clear about what the
boundaries of the business case are as this will help define its scope. These
boundaries can be based on a certain time period, which function or division
will assume the costs, or who will reap the most benefits.
One of the issues you need to deal with in a business case are risks. How do
you identify and manage these risks?
ITILMD03-5. Business Case (SS 5.2.1, CSI 4.4.1)
ITILFND03-6. Business Case (SS 5.2.1 Intro, CSI 4.4.1)
ITILFNB05-22. Business Case (SS 5.1 Intro, 5.1.2 Intro)
©2009 by Pultorak & Associates, Ltd. All rights reserved.
1972 ITIL® V3 Foundation v7-0
www.pultorak.com
(206) 729-1107
Presentation • 23
©2009 by Pultorak & Associates, Ltd. All rights reserved.
1972 ITIL® V3 Foundation v7-0
www.pultorak.com
(206) 729-1107
Presentation • 24
Risk can never be completely eliminated. Risk Management is essential in
ensuring that a sufficient amount of investment in IT is made in the right areas
where risk is greatest and most likely to create a problem. In CSI, risk is
managed through CRAMM. It is focused on external Events that pose risks to
systems and physical infrastructure and applications. In analyzing risk for
availability, we are talking about risks to the business not being able to operate
as expected because of a risk to a system or program availability. The methods
of mitigation are similar, but the products are different. You may decide not to
deploy a change as a result of the analysis that showed a possible negative
impact to a system or application.
ITILFND03-7. Risk (SS 9.5.1, CSI 5.6.3)
©2009 by Pultorak & Associates, Ltd. All rights reserved.
1972 ITIL® V3 Foundation v7-0
www.pultorak.com
(206) 729-1107
Presentation • 25
Risk analysis involves the assessment of the level of the risks identified. This
assessment is based on the probability of a threat, the vulnerability of an asset
to that threat, and the negative impact if that threat does materialize. The value
of the asset is also an important parameter in risk analysis. Risk management
takes those risks and identifies and adopts countermeasures that will offset the
negative impact of those risks as much as possible. Having a good risk analysis
practice is useless if risk management is poorly done, and vice versa.
ITILFND03-7. Risk (SS 9.5.1, CSI 5.6.3)
©2009 by Pultorak & Associates, Ltd. All rights reserved.
1972 ITIL® V3 Foundation v7-0
www.pultorak.com
(206) 729-1107
Presentation • 26
When judiciously applied, automation of service processes helps
Improve the quality of service
Reduce costs
Reduce risks
Reduces complexity and uncertainty, and efficiently resolves trade-offs
In your organization, what Service Management tools are used? What is the
model of interaction?
ITILMD08-2. Understand and communicate how Service Automation assists with integrating
Service Management processes (SS 8.1)
ITILFND08-2. Understand and communicate how Service Automation assists with integrating
Service Management processes (SS 8.1)
©2009 by Pultorak & Associates, Ltd. All rights reserved.
1972 ITIL® V3 Foundation v7-0
www.pultorak.com
(206) 729-1107
Presentation • 27
What is your understanding of each feature below in terms of Service
Management tools? Can you cite an example where a tool put in production
failed in one of these features?
Functionality
Performance
Scalability
Failure recovery
Data integrity
ITILMD08-1. Understand and weigh the generic requirements for an integrated set of Service
Management Technology (SD 7.1, ST 7, SO 7.1)
©2009 by Pultorak & Associates, Ltd. All rights reserved.
1972 ITIL® V3 Foundation v7-0
www.pultorak.com
(206) 729-1107
Presentation • 28
Automation can have a particularly significant impact on the performance of
service assets such as management, organization, people, process, knowledge,
and information.
Applications by themselves are a means of automation but their performance
can also be improved where they need to be shared between people and process
assets. Advances in artificial intelligence, machine learning, and rich-media
technologies have increased the capabilities of software-based service agents to
handle a variety of tasks and interactions.
Automation is to be considered to improve the utility and warranty of services.
It may offer advantages in many areas of opportunity, including the following
in the slide.
Some of the areas Service Management can benefit from automation are:
Design and modeling
Service Catalog
Pattern recognition and analysis
Classification, prioritization, and routing
Detection and monitoring
Optimization
ITILMD08-2. Understand and communicate how Service Automation assists with integrating
Service Management processes (SS 8.1)
ITILFND08-2. Understand and communicate how Service Automation assists with integrating
Service Management processes (SS 8.1)
©2009 by Pultorak & Associates, Ltd. All rights reserved.
1972 ITIL® V3 Foundation v7-0
www.pultorak.com
(206) 729-1107
Presentation • 29
When automating Service Management process, consider the following:
Avoid oversimplification that removes necessary information, tasks, or
interactions that makes the processes less useful
Apply principles of encapsulation and modularity to simplify the interfaces
so that users see the attributes needed to present demand and extract utility
Do not be in a hurry to automate tasks and interactions that are neither
simple nor routine in terms of inputs, resources, and outcomes
ITILMD08-2. Understand and communicate how Service Automation assists with integrating
Service Management processes (SS 8.1)
ITILFND08-2. Understand and communicate how Service Automation assists with integrating
Service Management processes (SS 8.1)
©2009 by Pultorak & Associates, Ltd. All rights reserved.
1972 ITIL® V3 Foundation v7-0
www.pultorak.com
(206) 729-1107
Presentation • 30
Before proceeding to the next topic, review the objectives presented at the
beginning of this lesson to check if they have been met.