ITIL® Foundation with Apollo 13

ITpreneurs™ Service Management

ParticiPant handbook

itiL® ITIL® is a registered trade mark of AXELOS Limited.

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Copyright ITIL® Foundation with Apollo 13

Copyright and Trademark Information forPartners/Stakeholders.

ITIL® is a registered trade mark of AXELOS Limited.The Swirl logo™ is a trade mark of AXELOS Limited.The ITIL Accredited Training Organization logo is a trade markof AXELOS Limited.

IT Infrastructure Library® is a registered trademark of AXELOS Limited

No part of this document may be reproduced in any form without the written permission of bothITpreneurs and AXELOS Limited. Permission can be requested at www.ITpreneurs.com [email protected].

Material in this document has been sourced from ITIL® Service Lifecycle Suite 2nd Edition, 2011.

Copyright © ITpreneurs and AXELOS Limited 2014. All rights reserved. Please note that the information contained in this material is subject to change without notice. Furthermore, this material contains proprietary information that is protected by copyright.No part of this material may be photocopied, reproduced, ortranslated to another language without the prior consent ofITpreneurs Nederland B.V. The language used in this course is US English. Our sources ofreference for grammar, syntax, and mechanics are from The Chicago Manual of Style, The American Heritage Dictionary, andthe Microsoft Manual of Style for Technical Publications.

More on:http://www.itil-officialsite.com/IntellectualPropertyRights/TrademarkLicensing.aspx

Copyright © ITpreneurs and AXELOS Limited © 2014. All rights reserved.

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iCopyright © ITpreneurs and AXELOS Limited 2014. All rights reserved.

CONTENTSList of icons iii

foLLow Us v

itiL® first Aid Kit informAtion vii

AcKnowLedgements ix

Unit 1: coUrse introdUction 11.1 Student and Instructor Introductions 21.2 ITIL® Foundation Course 31.3 Course Learning Objectives 41.4 Course Agenda 51.5 ITIL Qualification Scheme 71.6 Apollo 13 – Mission ITSM Case Description 8

Unit 2: service mAnAgement As A PrActice 112.1 Best Practices in the Public Domain 122.2 ITIL as a Good Practice 152.3 Concept of Service 172.4 Concept of Service Management 242.5 Processes and Functions 302.6 The RACI Model 362.7 Roles and Responsibilities 372.8 Module Summary 402.9 Test Questions for Service Management as a Practice 42

Unit 3: service LifecycLe 433.1 The Service Lifecycle 443.2 Basic Concepts of Service Strategy 463.3 Basic Concepts of Service Design 513.4 Basic Concepts of Service Transition 553.5 Basic Concepts of Service Operation 603.6 Basic Concepts of Continual Service Improvement 653.7 Module Summary 70

Unit 4: service strAtegy 734.1 Basic Concepts of Service Strategy 754.2 Principles and Models of Service Strategy 864.3 Processes of Service Strategy 904.3.1 Service Portfolio Management 914.3.2 Financial Management for IT Services 974.3.3 Business Relationship Management 1004.4 Module Summary 1034.5 Test Questions for Service Strategy 105

Unit 5: service design 1075.1 Basic Concept of Service Design 1095.2 Principles and Models of Service Design 1105.2.1 Service Solutions for New or Changed Services 1125.2.2 Management Information Systems and Tools 1135.2.3 Technology Architectures and Management Architectures 1145.2.4 Processes Required 1175.2.5 Measurement Methods and Metrics 1185.3 Processes of Service Design 1215.3.1 Design Coordination 1225.3.2 Service Level Management 1255.3.3 Service Catalogue Management 1385.3.4 Availability Management 144

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ii Copyright © ITpreneurs and AXELOS Limited 2014. All rights reserved.

5.3.5 Information Security Management 1515.3.6 Supplier Management 1555.3.7 Capacity Management 1595.3.8 IT Service Continuity Management 1655.4 Exercise — Crossword 1695.5 Module Summary 1715.6 Test Questions for Service Design 173

Unit 6: service trAnsition 1776.1 Change Management 1796.2 Service Asset and Configuration Management 1946.3 Release and Deployment Management 2006.4 Transition Planning and Support 2046.5 Knowledge Management 2076.6 Module Summary 2126.7 Test Questions for Service Transition 214

Unit 7: service oPerAtion 2177.1 Event Management 2197.2 Incident Management 2237.3 Request Fulfilment 2337.4 Problem Management 2367.5 Access Management 2457.6 Service Operations Functions 2497.6.1The Service Desk Function 2507.6.2 The Technical Management Function 2567.6.3 The Application Management Function 2587.6.4 The IT Operation Management Function 2607.7 Module Summary 2637.8 Test Questions for Service Operation 265

Unit 8: continUAL service imProvement 2698.1 Basic Concepts of CSI 2738.2 Principles and Models of CSI 2758.3 CSI Process 2798.4 Module Summary 2848.5 Test Questions for Continual Service Improvement 285

Unit 9: technoLogy And ArchitectUre 2879.1 Service Automation 2889.2 Competence and Skills for Service Management 2919.3 Competence and Skills Framework 2949.4 Training 2959.5 Module Summary 296

Unit 10: exAm PrePArAtion 299

mocK exAm 303

APPendix A n/A

APPendix B: gLossAry 315

APPendix c: Answers 409

APPendix d: syLLABUs 431

APPendix e: AdditionAL informAtion 443

APPendix f: KePner-tregoe® methodoLogy 453

APPendix g: reLeAse notes 455

APPendix h: coUrse AgendA 457

feedBAcK form 459Sam

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iiiCopyright © ITpreneurs and AXELOS Limited 2014. All rights reserved.

List of icons

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vCopyright © ITpreneurs and AXELOS Limited 2014. All rights reserved.

www.ITpreneurs.com

Copyright © 2014 ITpreneurs. All rights reserved

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viiCopyright © ITpreneurs and AXELOS Limited 2014. All rights reserved.

Free ITIL® First Aid Kit The ITIL First Aid Kit is an essential toolkit for effective

utilization of an IT Infrastructure Library® (ITIL) for any organisation. It

provides guidelines for areas to pay particular attention to and possible

strategies to include in your program approach.

“Essential Information for professionals and organisations using ITIL”

Please scan the QR code below to download your free ITIL First Aid Kit.

itilfakpromo.itpreneurs.com

ITIL® is a registered trade mark of AXELOS Limited.

itil fak.indd 3 11-10-12 14:04

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ixCopyright © ITpreneurs and AXELOS Limited 2014. All rights reserved.

We would like to sincerely thank the experts who have contributed to the shaped ITpreneurs ITIL Foundation.

Authors / Subject Matter Experts

y P J Corum - Quality Assurance Institute y Cesar Augusto Monteiro - IT Partners,

Brasil y Sergio Rubinato Filho - CA (CA Education),

Brasil y Service Management Art, Calgary,

Canada y Brian Bourne - Compagnie Générale de

Communication y Cazzy Jordan - General Dynamics

Information Technology y Marcel Foederer - ITpreneurs

Review Board Members :

y Per Ivar Lillebråten - Ciber y Fatih Celen - Impetus Consulting y Michael D Costigan - CSC y Lars Kristian Larsen - KMD y Erik Bartholdy - KMD y Bartosz Kozakiewicz - Conlea y Jørgen Letager Hansen - Øberg y Krzysztof Kozakiewicz - Conlea

AcKnowLedgements

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1Copyright © ITpreneurs and AXELOS Limited 2014. All rights reserved.

DURATION: 1 HOUR AND 15 MINUTES

Module 1COURSE INTRODUCTION

INTRODUCECase Study

DISCUSSCourse Agenda

SHARELearning Objectives

OUTLINEITIL Qualification Scheme

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| COURSE INTRODUCTION | ITIL® FOUNDATION | STUDENT |

Copyright © ITpreneurs and AXELOS Limited 2014. All rights reserved.

1.1 STUDENT AND INSTRUCTOR INTRODUCTIONS

Course Introduction

2

ITIL® Foundation Course

Student and Instructor Introductions

IntroductionWe would like to hear about you. Please share with the class: Your name.

Your profession.

Your role.

Your background in IT.

Your familiarity with the IT Infrastructure Library (ITIL).

What you expect to learn over the next three days.

Just Concluded t r a n s i t i o n

1.2ITIL® Foundation Course

1.1 Student and Instructor Introductions

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| student | ItIL® FOundAtIOn | COuRse IntROduCtIOn |

My Notes


1.2 ITIL® FOUNDATION COURSE

Course Introduction

3


The Service Lifecycle

ContinualService

Improvement Service Transition

ServiceStrategy

Service Operation

ServiceDesign

Based on AXELOS ITIL® Service Lifecycle Suite 2nd Edition, 2011. Reproduced under licence from AXELOS

ITIL = Information Technology Infrastructure Library

The ITIL Service Lifecycle.

The Service LifecycleThis course will guide the students in understanding the basic concepts of IT Service Management (ITSM), as described in the five stages of the Service Lifecycle; that is, Service Strategy, Service Design, Service Transition, Service Operation, and Continual Service Improvement (CSI). These stages will be dealt with in detail in subsequent modules.


1.3Course Learning Objectives

1.2ITIL® Foundation Course

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1.3 COURSE LEARNINg ObjECTIvES

Course Introduction

4


Course Learning Objectives

At the end of this course, you will gain the knowledge and skills to: Comprehend Service Management as a practice.

Understand the Service Lifecycle.

Know the generic concepts and definitions.

Understand the key principles and models used behind selected processes.

Identify the selected processes.

Understand the selected functions and roles.

Comprehend the technology and architecture of the Service Lifecycle.

Comprehend competence and training.


1.4Course Agenda

1.3Course Learning Objectives

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Copyright © Itpreneurs and AXeLOs Limited 2014. All rights reserved.

1.4 COURSE AgENDA

Course Introduction

5


Course Agenda

DAY 1 Start Time End Time

Module 1: Course Introduction 08:30 09:15

Module 2: Service Management as a Practice 09:15 10:30

Module 4: Service Strategy 10:30 12:30

Lunch 12:30 01:15

Round 1 – Build and Launch Preparation(Service Strategy, Service Design)

01:15 02:35

Break 02:35 02:45

Module 5: Service Design 02:45 05:00

Homework – Study Material Evening

Course Introduction

6


Course Agenda (Contd.)


Day 1 Review + Module 5: Service Design 08:30 09:30

Module 6: Service Transition 09:30 12:00

Lunch 12:00 12:45

Round 2 – Launch and flight to the Moon(Service Transition, Service Operations)

12:45 02:05

Module 7: Service Operation 02:05 03:30

Break 03:30 03:45

Module 7: Service Operation 03:45 05:00

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Course Introduction

7


Course Agenda (Contd.)


Module 8: Continual Service Improvement 08:30 11:15

Module 9: Technology and Architecture 11:15 12:00

Lunch 12:00 12:45

Round 3 – Return and Splash Down(Continual Service Improvement)

12:45 01:30

Exam Preparation and Evaluation 01:30 03:15

Break 03:15 04:00

Exam 04:00 05:00

It is essential that the students of this course complete all units of the Foundation certificate in ITSM to be successful at the certification exam. This entire course will be completed in three days, which includes a mock exam and a real exam at the end of the course.


1.5ITIL Qualification Scheme

1.4Course Agenda

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My Notes


1.5 ITIL QUALIFICATION SCHEME

Course Introduction

8


ITIL Qualification Scheme and Credit Assignment

Legend

SS Service Strategy

SD Service Design

ST Service Transition

SO Service Operation

CSI Continual Service Improvement

OSA Operational Support and Analysis

PPO Planning, Protection, and Optimization

RCV Release, Control, and Validation

SOA Service Offerings and Agreement


Qualification SchemeThe purpose of the ITIL Foundation Certificate in ITSM is to certify students who have gained knowledge of the terminology, structure, basic concepts, and main principles of ITIL practices for Service Management. The ITIL Foundation Certificate in ITSM will guide the students to apply the ITIL practices for Service Management in the real world. After the students pass the certification exam, they will gain credits of two points.


1.6Apollo 13

1.5ITIL Qualification Scheme

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1.6 APOLLO 13 – MISSION ITSM CASE DESCRIPTION‘Houston, we have a problem’In 1970, three astronauts were launched into space in Apollo 13. It was the third lunar landing mission. However they never made it to the moon, a disaster almost cost the Astronauts their lives. The Mission control team managed to save the astronauts and bring them safely home. Your challenge? You will replay the roles of the Mission control team. You need to prepare the ship, the people and processes for a safe takeoff, fl ight and return.

After 55 hours, the astronauts heard a loud bang on board! A tank with liquid oxygen has exploded – tank number 2 of the Service Module. This tank supplies the oxygen to the fuel cells, the most important power source of the Apollo. The back-up powers cells in the Command & Service module (CSM) can supply power for only 10 hours. Unfortunately, the astronauts are 87 hours away from earth. The space ship is battling…

Mission ITSMThe primary mission objectives were as follows:

Perform survey, and sampling of materials in the region of the Fra Mauro Formation. Deploy and activate an Apollo Lunar Surface Experiments Package (ALSEP). Develop man’s capability to work in the lunar environment. Obtain photographs of candidate exploration sites.

The Crew Agreements between Mission Director and Flight Director focusing on:

Crew Safety Process Costs/Budgets Solving Rate Solving Time Mission Goals

The ITSM lifecycle Mission Strategy

Service Strategies Nasa’s strategic requirements Agreement between Mission Director and Flight Director KPI’s

Service Design Teams design processes and builds the rocket based on Service Strategy

Service Transition Processes and services are transferred to Mission Control Center and to live operational use

Service Operations Mission Control Center executes the processes

Continual ServiceImprovement

Improve Mission Control Center processes between game rounds

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| STUDENT | ITIL® FOUNDATION | COURSE INTRODUCTION |

My Notes


Mission Control Center

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11Copyright © ITpreneurs and AXELOS Limited 2014. All rights reserved.

DURATION: 1 HOUR AND 45 MINUTES

shAre

Learning Objectives

identify

Challenges in an IT Organization

oUtLine

ITIL as a Good Practice

define

Service | Service Management

| Functions | Processes

module 2SERVICE MANAGEMENT

AS A PRACTICE

BUsiness

vALUe

LINK TO

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| SERVICE MANAGEMENT AS A PRACTICE | ITIL® FOUNDATION | STUDENT |


2

Service Management as a PracticeModule Introduction

Learning Objectives

At the end of this module, you will be able to: Describe:

the concept of best practices in the public domain

the concept of service Management and IT Service Management (ITSM)

the importance of functions and processes in an organization

a process model and it’s characteristics

Identify: Stakeholders in service management

and explain types of customers

Define: and explain the concept of Service and types of Services

2.1 Best PrActices in the PUBLic domAin

3

Service Management as a PracticeGeneral Concepts

Best Practices in the Public Domain

Best practices are proven activities or processes that have been successfully used by multiple organizations.

Sources for best practices include: Public frameworks (for example, ITIL, COBIT®, and CMMI) Standards (for example, ISO/IEC 20000 and ISO/IEC 27001) Proprietary knowledge (for example, vendors, individuals,

and organizations)

ITIL is the popularly accepted and trusted source of best practices for IT Service Management (ITSM).

Are public good practices more attractive than proprietary ones?Sample

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| STUDENT | ITIL® FOUNDATION | SERVICE MANAGEMENT AS A PRACTICE |

My Notes


4


Best Practices in the Public Domain

Sources of Service Management best practices

Academic research

Industry practices

Standards

Internal experience

Training and education

Sources(generate)

Suppliers

Customers

Employees

Technologies

Advisers

Enablers(aggregate)

Drivers(filter)

Scenarios(filter)

Substitutes

Customers

Regulators

Commitments

Compliance

Competition

Knowledge fit for businessObjectives, context and purpose


Best practices are successful innovations that organizations implement to close gaps in customer needs and Service quality. Organizations set standards against competitors and try to close the gaps in its capabilities. Setting standards helps organizations improve Service quality and meet customer requirements for Services. Sources for best practices are listed on the slide.

Organizations should maintain and share public frameworks and standards along with proprietary knowledge to be at an advantage with competition and to be able to collaborate and coordinate easily across organizations.

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Public frameworks and standards are more attractive than proprietary knowledge because of the following reasons:

Proprietary Knowledge Public frameworks

Proprietary knowledge: y Is often unstated,

undocumented, and deeply rooted in an organization. As a result, adoption, duplication, and transfer of proprietary knowledge are difficult without the cooperation of the owners.

y Is characteristic of a local and specific requirement of the business. As a result, unless an organization is aware of such knowledge, this knowledge can become ineffective in its usage.

y Becomes a public framework only when owners of this knowledge agree to making the proprietary knowledge public through commercial terms, such as purchases and license agreements. Owners of proprietary knowledge expect rewards for their knowledge and investments.

Public frameworks and standards: y Are validated across diverse

environmental contexts and are not limited to a single organization. Multiple organizations, disciplines, partners, supplier, and competitors examine these frameworks and standards. Some well-known frameworks and standards are:

o “ITIL o LEAN o Six Sigma o COBIT o CMMI o PRINCE2 o PMBOK®

o ISO 9000 o ISO/IEC 20000

o ISO/IEC 27001”Quoted text source is ITIL® Service Lifecycle Suite 2nd Edition, 2011. Copyright © AXELOS Limited 2014. Material is reproduced under license from AXELOS.

y Are more widely found among a large community of professionals, for example, public training and certification. Organizations can acquire public knowledge through the labor market.


2.2ITIL as a Good Practice

2.1Best Practices in the Public Domain

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My Notes


2.2 itiL As A good PrActice

5


ITIL as a Good Practice – ITIL Core

ITIL = Information Technology Infrastructure Library

ContinualService

ImprovementService

Transition

ServiceStrategy

Service Operation

ServiceDesign

The ITIL Service Lifecycle


ITIL adapts all common frameworks of practices and unites all domains of IT Service provision to deliver value to business. ITIL is the most practical approach to Service Management. Some characteristics that make ITIL a global success are:

y it is vendor-neutral: ITSM practices are not based on any specific platform of technology or industry. It is also not tied to any commercial proprietary practice or solution but is owned by the UK government. As a result, ITIL is applicable to any IT organization.

y it is non-prescriptive: ITIL is applicable to all IT Service organizations and their customers because of its robust, established, and time-tested practices. ITIL continues to be useful and applicable in public and private sectors; internal and external Service Providers, small, medium, and large enterprises; and within any technical location.

y it is best practice: ITIL embodies the learning experiences and thoughts of leaders who provide best Services to customers across the globe.

Because ITIL describes practices that allow organizations to deliver profits, Return on Investment (ROI), and continuous success, many organizations adopt ITIL to:

y “Deliver value for customers through services y Integrate the strategy for services with the business strategy and

customer needs

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y Measure, monitor and optimize IT services and service provider performance y Manage the IT investment and budget y Manage risk y Manage knowledge y Manage capabilities and resources to deliver services effectively and efficiently y Enable adoption of a standard approach to service management across the enterprise y Change the organizational culture to support the achievement of sustained success y Improve the interaction and relationship with customers y Coordinate the delivery of goods and services across the value network y Optimize and reduce costs.”

Quoted text source is ITIL® Service Lifecycle Suite 2nd Edition, 2011. Copyright © AXELOS Limited 2014. Material is reproduced under license from AXELOS.


2.3Concept of Service

2.2ITIL as a Good Practice

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My Notes


2.3 concePt of service

6


Concept of Service

“Service: A means of delivering value to customers by facilitating outcomes customers want to achieve without the ownership of specific costs and risks.”


Services are a means to deliver value to customers by enabling what the customer wants to achieve (outcomes) without taking any ownership of costs and Risks. All Services have a Service cost when they become operational, which is reflected as Return on Investment (ROI) and Total Cost of Ownership (TCO), and this cost must be managed. To avoid taking ROI and TCO Risks, the customers look to Service Providers to satisfy their need for those Services. The Service Provider, on the other hand, provides those Services according to the requirements of the customers. In doing so, the Service Provider does not expose all costs and Risks that the customer wants to avoid but only exposes the overall cost or price of a Service to the customer. These costs and Risks include all costs and Risk-mitigation measures of the Service Provider. The customer finally compares the cost and reliability of the Service offered and then buys the Service. Some constraints associated with Services are regulation, lack of funding or capacity, or technology limitations.

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7


Concept of Service

ServicesThe types of Services are divided into internal and external.

Internal Services

ExternalServices

Delivered between departments or business units in the same organization

Delivered to external customers

Services

Services should be differentiated as internal and external to help organizations differentiate between Services that support an internal activity and those that essentially help realize business outcomes.

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My Notes


8


Concept of Service

Services

Internal and External Services

Externalcustomer

Externalcustomer

Externalcustomer

Externalcustomer

Externalcustomer

Externalcustomer

Business unit(internal customer)

Business unit(internal customer)

The business

ITIT department IT department IT department

IT Services

External customer-facing services

Internal customer-facing services

Supporting services (internal)

Business services and products provided by other business units


The figure on the slide shows the difference between internal and external services for an IT Service Provider. Services can be classified as core, enabling or enhancing and are further explained in the subsequent slides.

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9


Concept of Service

IT ServicesFrom the perspective of an IT service provider, an IT service is of three types.

Customer

Enabling Services

Enabling Services

EnhancingServices(option)

Core Services

it servicesIs made up of information technology, people, and processes. An IT Service Provider provides this Service to one or more customers to support its business processes. It can be further classified into:

y core services: Represent the value that the customers need and for which they are willing to pay. They deliver the basic outcomes that are needed by one or more customers. Core Services represent the value proposition for the customer and provide the base for their continued utilization and satisfaction.

y enabling services: Are Services that are required to deliver a core Service. They are the “basic factors” that allow the customers to receive the “real” Service. As a result, customers may not perceive these Services as Services in their own right because the Services may or may not be visible to them.

y enhancing services: Are Services that are added to a core Service to attract customers to buy a Service. They are not crucial to the delivery of a core Service because they are only added as “excitement” factors.

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My Notes


Examples of core, enabling and enhancing services

“core service enabling service enhancing serviceIT service (office automation)

Word processingDownload and installation of updates

Document publication to professional printer for high-quality brochure

IT service (benefits tracking)

Employees of a company can monitor the status of their benefits (such as health insurance and retirement accounts).

A portal that provides a userfriendly front-end access to the benefits tracking service.

Customers can create and manage a fitness or weightloss programme. Customers who show progress in their programme are awarded a discount on their premiums.”


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The table shows the three types of IT Services.

“type of service Definition description

Supporting service, sometimes called an infrastructure service, although they are often broader than just infrastructure

A service that is not directly used by the business, but is required by the IT service provider so they can provide other IT services – for example, directory services, naming services, the network or communication services.

Supporting services are defined to allow IT teams to identify the interdependencies between IT components. They will also show how these components are used to deliver internal and external customer-facing services.Supporting services enable IT processes and services, but are not directly visible to the customer.Some IT teams view recipients of supporting services as ‘customers’. Although this promotes good service quality, it is also misleading. Supporting services only exist to be combined with other supporting services to produce customer-facing services. If they cannot, they are of no value and their existence should be questioned.There can be no service level agreements for supporting services as they are all internal to the same department. Instead, the performance of supporting services should be managed using operational level agreements.It should be noted that the figure Internal and External Services (given on slide 8) only refers to services originating inside the organization. In some cases supporting services are sourced from outside the organization. In these cases they are managed in the same way as other supporting services, but using underpinning contracts rather than operational level agreements.

Internal customer-facing service

An IT service that directly supports a business process managed by another business unit – for example, sales reporting service, enterprise resource management.

An internal customer-facing service is identified and defined by the business. If it cannot be perceived by the business as a service, then it is probably a supporting service.Internal customer-facing services rely on an integrated set of supporting services, although these are often not seen or understood by the customer or user.Internal customer-facing services are managed according to service level agreements.

External customer-facing service

An IT service that is directly provided by IT to an external customer – for example, internet access at an airport.

An external customer-facing service is available to external customers and is offered to meet business objectives defined in the organization’s strategy.An external customer-facing IT service is also a business service in its own right, since it is used to conduct the business of the organization with external customers.Depending on the strategy of the organization, the service is either provided free of charge (many government agencies provide services to the public for no fee), or it is billed directly to the person or organization using the service. In other cases, the service may be provided free to the customer, but paid for by a third party, such as an advertiser or sponsor. These services are managed using a contract – even a simple online agreement constitutes a contract of sale and purchase with terms and conditions.”

Quoted text source is ITIL® Service Lifecycle Suite 2nd Edition, 2011. Copyright © AXELOS Limited 2014. Material is reproduced under license from AXELOS.Sam

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My Notes


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Concept of Service

Types of Customers

Internal Customers

ExternalCustomers

People or departments working in the same organization

People not employed by the organization or separate legal entities

Customer

types of customersCustomers can be both internal and external. Both internal and external customers must be given an agreed level of Service along with the same customer Service levels. Given below is an example of both types of customers.

internal“…..the marketing department is an internal customer of the IT organization because it uses IT services. The head of marketing and the CIO both report to the chief executive officer (CEO). If IT charges for its services, the money paid is an internal transaction in the organization’s accounting system – i.e. not real revenue.”

external“…an airline might obtain consulting services from a large consulting firm. Two-thirds of the contract value is paid in cash, and one-third is paid in air tickets at an equivalent value.”Quoted text source is ITIL® Service Lifecycle Suite 2nd Edition, 2011. Copyright © AXELOS Limited 2014. Material is reproduced under license from AXELOS.


2.4Concept of Service Management

2.3Concept of Service

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2.4 concePt of service mAnAgement

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Concept of Service Management

Service Management: Is a professional practice that is globally supported by qualification schemes and standards.

Must transform capabilities and resources into valuable Services.

“Service Management: A set of specialized organizational capabilities for providing value to customers in the form of services.”


Service Management is a set of specialized organizational capabilities that provides value to customers in the form of Services. It is a professional practice that is supported by a vast body of knowledge, experience, and skills. The core of Service Management lies in the act of transforming capabilities and resources into valuable Services. An organization without appropriate Service Management in place will not have the required capabilities that can transform resources that by themselves have low intrinsic value for customers. On the other hand, if a Service Provider’s capabilities are mature, the quality of Service that the customers wants will be produced in a timely and cost-effective manner.

capabilities: y Take the form of functions and processes for managing Services over a Lifecycle. y Represent an organization’s capacity, competency, and confidence for action.

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Concept of Service Management

Challenges of Service ManagementSome challenges of Service Management capabilities are: They are intangible in nature.

The demand for capability is tightly linked to the assets of the customer.

They involve high level of contact for Service producers and consumers.

The Service output and Service capacity are perishable.

Some challenges of Service Management capabilities are:

y They are intangible in nature. Capabilities are difficult to measure, control, and validate. y The demand for capability is tightly linked to the assets of the customer. Customers and customer

assets, such as processes, applications, documents, and transactions, arrive with demand and enhance the production of Services.

y They have a high level of contact for Service producers and consumers. The absence of buffer between the creations of the Service Provider’s Service and the customer’s consumption of that Service makes Service Management capabilities difficult to achieve.

y The Service output and Service capacity are perishable. Service Providers need to ensure that they provide a steady supply of demand from customers and assure the customers of a consistent and quality Service.

Service Management had its origins in the airlines, banking, hotel, and phone businesses. It is now adopted by IT as a Service-oriented approach to manage applications, infrastructure, and processes.

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Concept of IT Service Management

“IT service management (ITSM): The implementation and management of quality IT services that meet the needs of the business. IT service management is performed by IT service providers through an appropriate mix of people, process and information technology.”


itsmThe meaning of IT keeps changing depending on the various perspectives of the business and people. As a result, these perspectives need to be recognized and balanced to communicate the value of ITSM and to know the context for how the business looks at the IT organization.

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Concept of IT Service Management

IT Service Management Meanings

IT Service Management

A collection of systems, applications

and infrastructures

An organization with its own set of capabilities and

resources

A category of business assets and

is treated as an investment

A category of services utilized by

business and treated as an expense

some meanings of itsm are: y “IT is a collection of systems, applications and infrastructures which are components or sub-

assemblies of a larger product. They enable or are embedded in processes and services. y IT is an organization with its own set of capabilities and resources. IT organizations can be of

various types such as business functions, shared services units and enterprise-level core units. y IT is a category of services utilized by business. The services are typically IT applications

and infrastructure that are packaged and offered by internal IT organizations or external service providers. IT costs are treated as business expenses.

y IT is a category of business assets that provide a stream of benefits for their owners, including, but not limited to, revenue, income and profit. IT costs are treated as investments.”


Using the principles of Service Management, all IT organizations must act as Service Providers to make sure that organizations deliver the needs of the customers. To carry out ITSM effectively and efficiently, IT Services should be managed from the business perspective.

The IT Service Provider must communicate to the customer if the Services required cannot be delivered according to the agreed level of performance or cost. To know that a good relationship exists between an IT Service Provider and its customers, the IT Service Provider needs to maintain a balance between the three aspects listed below. The aspects are:

y The customer receives an IT Service that meets its needs. y The IT Service is at an acceptable performance level.

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y The cost of the IT Service is affordable.

ITIL defines an IT Service Provider as someone who “provides IT services to internal or external customers.”Quoted text source is ITIL® Service Lifecycle Suite 2nd Edition, 2011. Copyright © AXELOS Limited 2014. Material is reproduced under license from AXELOS.

A Service Level Agreement (SLA) is used to document agreements between an IT Service Provider and a customer. It lists the IT Services, defines the Service level targets, and identifies the responsibilities of the IT Service Provider and the customer. A single SLA can cover multiple IT Services or customers.

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Concept of Stakeholders in Service Management

TeamsInternal Stakeholders

Functions, groups, and teams deliver the services within the organization.

Functions

Groups

External StakeholdersCustomers buy goods and services.

Users use IT services directly and on a day-to-day basis.

Suppliers are third parties that supply goods and services.

Customers

Suppliers

Users

stakeholders in service managementStakeholders are important to an organization, project, or Service. They are interested in the activities, targets, resources, or deliverables from Service Management. Some examples of stakeholders are organizations, Service Providers, customers, consumers, users, partners, employees, shareholders, owners, and suppliers.

internal stakeholders are functions, groups, and teams that deliver Services.

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external stakeholders are:

customers y Buy goods or Services. y Define and agree to the Service level targets.

Users y Are people who use the Service every day. y Use IT Services directly. y Are sometimes customers who use these Services.

suppliers y Are third parties who are responsible for supplying the goods or Services needed for delivering

IT Services. y Examples are commodity hardware and software vendors, network and telecom providers, and

organizations that outsource Services


2.5Processes and Functions

2.4Concept of Service Management

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2.5 Processes And fUnctions

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Processes and Functions

“Process: A process is a structured set of activities designed to accomplish a specific objective. A process takes one or more defined inputs and turns them into defined outputs.”


Processes are measurable and performance driven. They help managers measure cost, quality, and other variables and help practitioner’s measure duration and productivity. Processes must also meet the expectations of all internal or external customers. A process exists to deliver a specific, identifiable, and countable result.

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Process Characteristics

Measurable: Performance driven

Cost, quality, duration, productivity, and so on

Specific results: Delivery of a specific result

Individually identifiable and countable

Customers:

Delivery of results to a customer or stakeholder

Meeting customer expectations

Could be internal or external

Respond to a specific event: Traceable to a specific trigger

characteristics of ProcessesThe characteristics of processes are:

y they are measurable: A process is driven by performance because managers measure cost, quality, and other variables while practitioners are concerned with duration and productivity.

y They give specific results: A process exists to deliver a specific result that is individually identifiable and countable. However, it is not possible to count the number of completed Service Desks as compared to the number of Changes.

y they are customer-oriented: The result of each process is delivered to a customer or stakeholder, who may be internal or external to the organization. The process must meet the expectations of the customer or stakeholder.

y They respond to specific events: A process — whether ongoing or iterative — should be traceable to a specific trigger.

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Process Model

Process enablers

Process resourcesProcess resources Process capabilitiesProcess

capabilities

Process control

Process objectivesProcess objectives

Process feedbackProcess feedbackProcess documentation

Process documentation

Process ownerProcess owner Process policyProcess policy

Including processReports and reviews

Process outputs

Process

Process activitiesProcess activities Process rolesProcess roles

Process improvementsProcess improvementsProcess proceduresProcess procedures

Process work instructionsProcess work instructions

Process metricsProcess metrics

Triggers

Process inputs

Process Model


Process modelIn the diagram, a process is shown as a set of structured activities designed to accomplish a specific objective. There are clearly defined inputs, activities, and results, along with documented process roles and a continual improvement loop.

A trigger, which may be an input or an Event, initiates a process or an activity within a process. For example, Service failure may trigger the Event Management and Incident Management processes.

To deliver outputs that are reliable, a process can consist of any of the roles, responsibilities, tools, and management controls. Organizations should document and control the processes once you define them. A process that is in control can be repeated and managed. Consequently, you should build measurements and metrics into the process to control and improve it. Organizations should ensure that they incorporate process analysis, results, and metrics regularly in the management reports and process improvements.

In other words, processes are measurable and performance-driven. They help managers measure cost, quality, and other variables and help practitioners measure duration and productivity. Processes must also meet the expectations of all internal or external customers. A process exists to deliver a specific, identifiable, and countable result.

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Functions: Provide structure and stability to organizations.

Are self-contained units of organizations, with their own capabilities and resources.

Rely on processes for cross-functional coordination and control.

Have their own knowledge base, built from experience.

Can result in functional silos if there is a lack of coordination or an inward focus.

“Function: A function is a team or group of people and the tools they use to perform one or more processes or activities."


According to ITIL, a function is a team or group of people and the tools it uses to perform one or more processes or activities. A function also has the specialized resources needed to generate the desired outcomes. In large organizations, functions maybe divided and performed by several departments and teams, and groups or functions can also be embedded within a single organizational unit, such as the Service Desk. On the other hand, in small organizations, an individual or a group can perform multiple functions, for example, a technical management department performing the functions of a Service Desk.

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Functions GroupPeople performing similar

activities on different technologies into different

organizational structures or different companies

TeamTeam members can work

virtually or in multiple locations towards a mutual

objective but not in the same organization structure

DepartmentBased on hierarchical

reporting structure, where managers are responsible

for the execution of the activities

DivisionComprises of a number of

departments being grouped together, geographically or

product wise

Functions

different functionsFor a successful Service Lifecycle, you should clearly define the roles and responsibilities that are needed to perform the processes and activities in each stage of the Lifecycle. You should establish, manage, and assign roles to individuals and to suitable structures of the organization, such as teams, groups, or functions. The groups, teams, departments, and divisions can be defined as:

group y Are a number of people who have similarities with one another. y Refer to people who perform similar activities although they may work on different technologies

or report into different organizational structures or even different companies. y Are not formal organizational structures but define common processes across organizations.

team y Are formally organized and recognized groups. y Are people working together but not in the same organization structure to achieve a common

objective. y Can be co-located or work in multiple locations and operate virtually. y Are useful for collaboration, for dealing with a temporary or transitional situation.

department y Are formal organizational structures that perform a specific set of defined activities on a continuing

basis. y Have a hierarchical reporting structure with managers being responsible for the execution of

activities and the daily management of departmental staff.

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division y Refers to a grouped number of departments such as geographical or product line groupings. y Is self-contained generally.

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Change Manager Role

Incident Management

Problem Management

Change Management

SoftwareDevelopment Operations Service Desk Desktop Support

IT Management

ORGANIZATIONAL MATRIX

Only the size, structure, and culture of an organization can actually determine if it is a function, role, activity, or set of processes.

ITIL describes four functions — Service Desk, Technical Management, IT Operations Management, and Application Management — in detail.

The Service Desk acts as the Single Point of Contact (SPoC) for customers when there is a disruption in Services, for Service Requests, or for Requests for Change (RFCs).

Technical Management provides the detailed technical skills and resources required to support continuing IT Services operation and IT infrastructure management.

IT Operations Management executes the day-to-day live activities that are required to manage IT Services and the supporting IT infrastructure. IT Operations Management also conducts IT operations control and facilities management.

Application Management manages applications throughout their Service Lifecycle. It supports and maintains live applications and plays a crucial role in the design, testing, and improvement of applications that are part of IT Services.

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2.6The RACI Model

2.5Processes and Functions

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2.6 the rAci modeL

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The RACI Model

RACIRACI is an example of an authority matrix, which can be used within organizations to indicate roles and responsibilities in relation to processes and activities.

Customer Change Sponsor

Service Desk

Change Manager

Change Coordinator CAB ECAB Change

BuilderChange Tester Etc.

1.0 Recordthe RFC R R A

2.0 Review the RFC I A R

3.0 Assess and Evaluate Change

R/A R R C/I I

R = Responsible A = Accountable C = Consulted I = Informed

the rAci modelOrganizations must clearly define all roles when designing a Service or a process. The RACI Model offers a close, succinct, and easy way of tracking who does what in each process and allows speedy and confident decision making.

RACI is an acronym for what the four main roles should be:

y responsible: The person or people responsible for accurate execution or getting the job done. y Accountable: The person who has ownership of Service quality and the result. Only one person

is accountable for one task. y consulted: The people who are consulted and whose opinions are sought. Their involvement is

through input of knowledge and information. y informed: The people who are kept updated on the progress of a Service. They receive

information about process execution and quality.

Some organizations use the RACI definitions but shift the order to Accountable, Responsible, Consulted, and Informed (or ARCI). However, the meanings and usage of RACI continue to be unchanged.

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ITIL® Foundation with Apollo 13

Documents

Transcript of ITIL® Foundation with Apollo 13