ITIL Intermediate Course: PPO Student Handbook (Reference material_r3.2.0)

ITpreneurs™ Service Management

reference material

Planning, Protection, and Optimization release 3.2.0 itil® intermediate

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www.ITpreneurs.com

Copyright © 2012 ITpreneurs. All rights reserved

Copyright Copyright and Trademark Information for Partners/Stakeholders. ITIL® is a registered trademark of the Cabinet Office. IT Infrastructure Library® is a registered trade mark of the Cabinet Office. The Swirl logo™ is a trade mark of the Cabinet Office. All contents in italics and quotes is from the ITIL® Service Lifecycle Suite © Crown copyright 2011 Reproduced under licence from the Cabinet Office. All other text is based on Cabinet Office ITIL® material. Reproduced under licence from the Cabinet Office.

Copyright © 2012 ITpreneurs. 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, or translated to another language without the prior consent of ITpreneurs Nederland B.V. The language used in this course is US English. Our sources of reference for grammar, syntax, and mechanics are from The Chicago Manual of Style, The American Heritage Dictionary, and the Microsoft Manual of Style for Technical Publications.

ITIL Planning, Protection, and Optimization, Classroom course, release 3.2.0

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Contents

i

LIST OF ICONS V

LIST OF ACTIVITIES (REFER TO WORKBOOK) NA

GENERAL TRAINING TIPS NA

ACKNOWLEDGEMENTS VI

FOLLOW US VII

COURSE INTRODUCTION 1

Introductions 2

Course Introduction 2

Course Learning Objectives 3

Unique Nature of the Course 4

COURSE AGENDA

UNIT 1: INTRODUCTION TO PPO 11

Summary of Unit 1 39

UNIT 2: CAPACITY MANAGEMENT 43

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Summary of Unit 2

UNIT 3: AVAILABILITY MANAGEMENT 107


UNIT 4: IT SERVICE CONTINUITY MANAGEMENT 181


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UNIT 5: INFORMATION SECURITY MANAGEMENT 237


UNIT 6: DEMAND MANAGEMENT 279


UNIT 7: ROLES AND RESPONSIBILITIES 319

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UNIT 8: TECHNOLOGY AND IMPLEMENTATION CONSIDERATIONS 339


APPENDIX A: CASE STUDY (REFER TO WORKBOOK) NA

APPENDIX B: MIND MAP EXCERCISE 409

APPENDIX C: GLOSSARY 411

APPENDIX D: SYLLABUS 505

APPENDIX E: ANSWERS (REFER TO WORKBOOK) NA

APPENDIX F: DIAGRAMS (MACRO VIEW) 527

APPENDIX G: RELEASE NOTES 531

STUDENT FEEDBACK FORM (REFER TO WORKBOOK) NA

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Copyright © 2012, ITpreneurs Nederland B.V. All rights reserved. v

LIST OF ICONS

student understand a particular topic in detail

confusing

Refers to space for the students to take notes

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Copyright © 2012, ITpreneurs Nederland B.V. All rights reserved.vi

product suite.

ITpreneurs’ Course Reviewers

ITpreneurs’ Course Exercise Writers

ACKNOWLEDGEMENTS

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www.ITpreneurs.com

Copyright © 2012 ITpreneurs. All rights reserved

Before you start the course, please take a moment to:

“Like us” on Facebook

“Follow us” on Twitter

"Add us in your circle" on Google Plus

"Link with us" on Linkedin

"Watch us" on YouTube

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Copyright © 2012, ITpreneurs Nederland B.V. All rights reserved. 1

Course Introduction

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Copyright © 2012, ITpreneurs Nederland B.V. All rights reserved.2

INTRODUCTIONS

2

Course IntroductionIntermediatePlanning, Protection, and Optimization

Course Introduction Course Learning Objectives Unique Nature of the CourseIntroductions

Welcome!Please share with the class:

®)

COURSE INTRODUCTION

3


OverviewPlanning, Protection, and Optimization (PPO) is part of the ITIL Intermediate Capability stream.The PPO course helps you understand and implement ITIL best practices related to:

Processes

Availability Management

Capacity Management

IT Service Continuity Management (ITSCM)

Information Security Management (ISM)

Demand Management

Roles


Availability Management Process Manager

Capacity Management Process Manager

ITSCM Process Manager

ISM Process Manager

Demand Management Process Owner

Demand Management Process Manager

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Overview

COURSE LEARNING OBJECTIVES

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Course Learning Objectives At the end of this training, you will have gained the knowledge and skills to:

importance of Service Managementprinciples, purpose, and objectives of

interact with other Service Lifecycle

processes, activities, methods, and functions used in each of the

how to use the PPO and functions to achieve

how to measure PPOimportance of IT security

technology and implementation considerations

challenges, Critical Success Factors (CSFs),and Risks

Course Introduction Course Learning ObjectivesIntroductions

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UNIQUE NATURE OF THE COURSE

not be delivered

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Course Delivery Method

This course will not be delivered in the traditional mode of “technical training”.

Participate in your learning experience.

Internalize learning to take your final examination.

Apply new, practical experience.

You will benefit

when you:


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My Notes

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Sample from the Student Reference Material and Workbook


Student Materials

Student Reference Material:

Student Workbook:

Mock Exam

The Royal Chao Phraya Hotel Case Study

activities.

because of IT challenges at the Royal Chao Phraya hotel. The scenarios are often Sample

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challenges lead to business challenges and setbacks.

Important information on Intermediate-level syllabi:

COURSE QUALIFICATION SCHEME

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Course Qualification Scheme Course Agenda and Exam Details

© Crown Copyright 2011 Reproduced under licence from the Cabinet Office

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 Agreements

ITIL Qualification Scheme and CreditAssignment

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Service Design

Availability Management

IT Service Continuity

Capacity Manager

Availability Manager

IT Service Continuity Manager

Continual Service Improvement

Improvement Process

Measurement Management

Reporting Management

CSICSI

OSAOSA

SSSS SDSD STST SOSO

PPOPPO RCVRCV SOASOA

CSICSI

OSAOSA

SSSS SDSD STST SOSO


CSICSI

OSAOSA

SSSS SDSD STST SOSO


Processes RolesLegend:

Service Strategy

Demand Management

SS PPO SOA

SD PPO

SD PPO

SS PPO

Information Security Management

Information Security Manager

Demand Manager


Adapted from ITIL Core© Crown Copyright 2011 Reproduced under license from the Cabinet Office

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Note:

COURSE AGENDA AND EXAM DETAILS

Course Prerequisites:Capability courses

Lifecycle coursesIT experience are highly desirable.

9


Duration: 1.5 hours

Questions: 8 Multiple-Choice Questions

Each question has 4 Answer Options

Scoring Scheme: Most Correct Answer: Worth 5 marksSecond Best Answer: Worth 3 marksThird-Best Answer: Worth 1 markDistracter: No marks

Format: Closed-book, online, or paper-based examination

Pass Score: 28/40 or 70%

Distinction Score:Contact Hours: 30-hour formal training with Accredited Training Organization (ATO)

Personal Study Hours by APMG: 12 hours Provisions for additional time relating to languageCandidates completing an exam:

their mother tongue, andam is not their primary business language, have a

maximum of 120 minutes to complete the exam and are allowed the use of a dictionary

Exam Details


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My Notes

Useful Tips for Writing the Exam:

questions.

Note:

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Unit1Introduction to PPO

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Unit 1 : Introduction to PPOIntermediatePlanning, Protection, and Optimization

The Big “Why”What is Planning, Protection, and Optimization (PPO)?What does PPO do for you?What does PPO do for your organization?Why PPO?

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OverviewPPO:

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My Notes

Overview

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Unit Learning ObjectivesAt the end of this unit, you will be able to:

purpose, objectives, and value of Service Design inrelation to PPO.

role of the PPO processes in the Service Lifecycle.basics of Service Design.

processes within PPO practices support the Service Lifecycle, including their roles and responsibilities.

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Topics Covered in This Unit1.1 Purpose, Objectives, and Value of Service Design1.2 The Lifecycle in Context1.3 Basics of Service Design1.4 Role of Design Coordination within PPO1.5 Group/Individual Exercise

1.1 PURPOSE, OBJECTIVES, AND VALUE OF SERVICE DESIGN

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1.2 The Lifecycle in Context 1.3 Basics of Service Design 1.4 Role of Design Coordination within PPO

Purpose, Objectives, andValue of Service Design1.1

“The purpose of the service design stage of the lifecycle is to design IT services, together with the governing IT practices, processes and policies, to realize the service provider’s strategy and to facilitate the introduction of these services into supported environments ensuring quality service delivery, customer satisfaction and cost-effective service provision.”

(Source: Service Design book)

“The objective of service design is to design IT services so effectively that minimal improvement during their lifecycle will be required.”

(Source: Service Design book)Purp

ose

Obj

ectiv

es

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Purpose and ObjectivesCore Guidance Reference — SD 1.1.1

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ScopeService Design:

iate and innovative IT Services to

1.2 1.3 1.41.1

Scope of Service DesignCore Guidance Reference — SD 1.1.2

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The IT infrastructure

Applications

a process.

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Value of Service Design

1.2 1.3 1.41.1

Value of Service DesignCore Guidance Reference — SD 1.1.4

“Adopting and implementing standard and consistent approaches for service design will:

Reduce total cost of ownership (TCO) Cost of ownership can only be minimized if all aspects of services, processes and technology are designed properly and implemented against the design.

Improve quality of service Both service and operational quality will be enhanced through services that are better designed to meet the required outcomes of the customer.

Improve consistency of service This will be achieved by designing services within the corporate strategy, architectures and constraints.

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Ease the implementation of new or changed services Integrated and full service designs and the production of

Improve service alignment Involvement of service design from the conception of the service will ensure that new or changed services match business needs, with services designed to meet service level requirements.

Improve IT governance By building controls into designs, service design can contribute towards the effective governance of IT.

Improve effectiveness of service management and IT processes Processes will be designed with optimal quality and cost effectiveness.

Improve information and decision-making Comprehensive and effective measurements and metrics will enable better decision-making and continual improvement of services and service management practices throughout the service lifecycle.

Improve alignment with customer values and strategies For organizations with commitments to concepts such as green IT or that establish strategies such as the use of cloud technologies, service design will ensure that all areas of services and service management are aligned with these values and strategies.”

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Target Audience



Organizations

and external

improve services through the effective application of Service Management principles and a service lifecycle approach

consistent managed approach across all Service Providers in a supply chain or value network

out to tender for their Services

Professionals

Managers

Target AudienceCore Guidance Reference — SD 1.1.5 Sam

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Just Concluded T R A N S I T I O N

1.2The Lifecycle in Context

1.1Purpose, Objectives, and Value of Service Design

Coming Up

1.2 THE LIFECYCLE IN CONTEXT

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The ITIL Service Lifecycle

Continualservice

improvement Service transition

Servicestrategy

Service operation

Servicedesign

Adapted from The ITIL service lifecycle © Crown Copyright 2011 Reproduced under licence from the Cabinet Office

The ITIL Service LifecycleCore Guidance Reference — SD 1.2

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Service Design

Service Transition

Service Operation

resolution.

CSI


1.3Basics of Service Design

1.2The Lifecycle in Context

Coming Up

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1.3 BASICS OF SERVICE DESIGN

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Service Design Basics

“Adopting and implementing standardized and consistent approaches for Service Design will:

Enable projects to estimate the cost, timing, resource requirement and risks associated with the Service Design stage more accurately.Result in higher volumes of successful change.Make design methods easier for people to adopt and follow.Enable Service Design assets to be shared and reused across projects and services.Reduce delays from the need to redesign prior to completion of Service Transition.Improve management of expectations for all stakeholders involved in Service Design including customers, users, suppliers, partners and projects.Increase confidence that the new or changed service can be delivered to specification without unexpectedly affecting other servicesor stakeholders.Ensure that new or changed services will be maintainable andcost-effective.”




Cost-effective Service is not possible without Service Design.

Service Design BasicsCore Guidance Reference — SD 3.1

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The business/customersRequirements

Change proposal& service charters

Servicestrategy

StrategiesPolicies

Servicedesign

Servicetransition

Serviceoperation

Continualservice

improvement CSI register, improvementactions and plans

Achievementsagainst targets

Operational/liveservices

Businessvalue

Solutiondesigns

ArchitecturesStandards

Service design packages

New/changed/retired services

Testedsolutions

SKMS updatesImplementation

of transition plans

Serviceportfolio

Servicecatalogue

Serv

ice

know

ledg

em

anag

emen

t sys

tem

Resources andconstraints



Adapted from Integration across the Service Lifecycle © Crown Copyright 2011 Reproduced under licence from the Cabinet Office

Lifecycle.

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Businessprocesschange

Businessrequirementsand feasibility

Businessprocessdevelopment

Businessprocessimplementation

Businessbenefitsrealization

IT servicerequirement IT service

IT Service Lifecycle



Service Design and Overall Business Change

Adapted from The Business change process © Crown Copyright 2011 Reproduced under licence from the Cabinet Office

Service Design and Overall Business ChangeCore Guidance Reference — SD 3.1.2

” Once accurate information on what is required has been obtained and signed off with regard to the changed needs of the business, the plan for the delivery of a service to meet the agreed need can be developed. The role of the service design stage within this overall business change process can be described as the design of appropriate and innovative IT services, including their architectures, processes, policies and documentation, to meet current and future agreed business requirements.”

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Scope and Flow of Service Design

B usin e s sP roc e ss 3B u sin e ss

Pr oc es s 2B u sine s sP ro ce ss 6Bu sin e ss

P roce ss 5Bu sin e ssPro ce ss 9B usin e s s

P ro ce ss 8

The businessBusiness service A Business service B Business service C

Businessprocess 1

Businessprocess 4

Businessprocess 7

SLAs Service A B C D E F G

IT Service Provider

Servicestrategy

Servicetransition

Serviceoperation

Continualservice improvement

Support teams

Suppliers

Service managementprocess




Service managementprocess 1

2

3

4

5

Design of processesService Design

Design of managementinformation systems and tools

Design of service solutions

Design of technology architecturesand management architectures

Design of measurementmethods and metrics

Service knowledgemanagement system

ServiceportfolioService

catalogue

23

5 6 8 9

Adapted from Scope and Flow of Service Design © Crown Copyright 2011 Reproduced under licence from the Cabinet Office



Scope and Flow of Service DesignCore Guidance Reference — SD 3.1.3

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Aspects of Service Design



and tools to ensure that they are capable of supporting the new or changed Service.Systems and

Tools

capability to operate, support, and maintain the new or changed Service. Processes

required metrics for the new or changed Service.

Technology Architectures and

Systems

architectures and management systems are consistent with and capable of operating and maintaining the new Service.

Service Solution e aligns with all other Services.

Aspects of Service Design

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Value to the BusinessThe business focus in IT Service Management (ITSM) enables an IT Service Provider organization to:

“Align IT service provision with business goals and objectivesPrioritize all IT activities based on business impact and urgency, ensuring critical business processes and services receive the most attentionIncrease business productivity and profitability through the increased efficiency and effectiveness of IT processesSupport the requirements for corporate governance with appropriate IT governance and controlsCreate competitive advantage through the exploitation and innovation of IT infrastructure as a wholeImprove service quality, customer satisfaction and user perceptionEnsure regulatory and legislative complianceEnsure appropriate levels of protection on all IT and information assetsEnsure that IT services continue to be aligned with changing businessneeds over time.”




Value to the BusinessCore Guidance Reference — SD 3.1.4

The focus on business processes supported and business value provided is a

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Demonstrating Business ValueTo ensure that Service provision is linked to business value, the Service Provider can:

ensure that critical business processes receive the most attention.s and report what is relevant to the

users, for example, customer satisfaction and business value.astructure because new components are

of focus on business services and processes.

Services focus on IT measurements linperformance.

related to critical business processes. Use information within the Service

1.2 1.3 1.4 within PPOPurpose, Objectives, and1.1

Demonstrating Business Value

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Comprehensive and Integrated Service DesignIt is essential that IT systems and Services are designed, planned, implemented, and managed appropriately for the business as a whole. The requirement then is to provide Services that:

1.2 1.3 Basics of Service Design 1.4 within PPOPurpose, Objectives, andValue of Service Design1.1

Comprehensive and Integrated Service DesignCore Guidance Reference — SD 3.1.5

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processes and activities.

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The Four P’s

People

Processes Products/Technology

Partners/Suppliers



The Four P’s

process, products and partners.

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Comprehensive and Integrated Service Design (Contd.)The following are actions that need to be undertaken from the onset of Service Design to ensure that the solution meets the requirements of the business:

rvice solution should be added to the overall Service Portfolio from the concept phase.dated to reflect the status through any incremental or iterative

development.em analysis, there will be a need to understand the Service Level

Requirements (SLRs) for the Service when it goes live.must ascertain if customer’s requirements can

be met with current resources and capabilities.

for IT Services will need to be involved to set the budget.sk assessment should be conducted on Services

well before implementation. Services well in advance of live operation to

prepare and train the staff.

also need to be made aware of new Services to allow them to plan for effective operational support of the Services.

the implementation and build into theChange schedule.

ed if procurement is required forthe new Service.

1.2 The Lifecycle in Context 1.3 1.4 Role of Design Coordination within PPO


Comprehensive and Integrated Service Design (Contd.)

the business.

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Service Composition DiagramBusiness Service Management

Business Service A (delivered to business customers)

Requirements/demand:

IT service management

Utility:name, description,purpose, impact, contacts

Warranty:service levels, targets,service hours, assurance,responsibilities

Assets/resources:systems, assets,components

Assets/Capabilities:processes, supportingtargets, resources

Assets/capabilities:resources, staffing, skills

Businessprocess 1

Businessprocess 2

Businessprocess 3

Policy, strategy,governance,compliance

SLAs/SLRsincludingcost/price

OLAscontracts

Supportingservices

Supportteams Suppliers

Infrastructure Environment Data Applications

Service

Servicemanagement

processes

IT service



Adapted from Service Composition © Crown Copyright 2011 Reproduced under licence from the Cabinet Office

Zoomed graphic provided in Appendix F.

The composition of a Service

“Business process To define the functional needs of the service being provided – for example, telesales, invoicing, orders, credit checking

Service The service itself that is being delivered to the customers and business by the service provider – for example, email, billing.

Policy, strategy, governance, compliance The elements defined by the organization to direct activity and thereby ensure adherence to organizational goals and objectives

SLAs/SLRs The documents agreed with the customers that specify the level, scope and quality of service to be provided, either now for an existing service (SLAs) or in the future for a new service (SLRs)

Infrastructure All of the IT equipment necessary to deliver the service to the customers and users, including servers, network circuits, switches, personal computers (PCs), telephones

Environment The environment required to secure and operate the infrastructure – for example, data centres, power, air conditioning

Data The data necessary to support the service and provide the information required by the business processes – for example, customer records, accounts ledger

Applications All of the software applications required to manipulate the data and provide the functional requirements of the business processes – for example, enterprise resource management, financial or customer relationship management applications

Supporting services Any services that are necessary to support the operation of the delivered service – for example, a shared service, a managed network service

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Operational level agreements (OLAs) and underpinning contracts Any underpinning agreements necessary to deliver the quality of service agreed within the SLA

Support teams Any internal teams providing support for any of the components required to provide the service – for example, Unix, mainframe, networks

Suppliers Any external third parties necessary to provide support for any of the components required to provide the service – for example, networks, hardware, software

Service Management processes Any processes needed by the service provider to ensure the successful provision of the service.”

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Setting Direction, Policy, and Strategy for IT Services



Many companies have a committee consisting of senior management roles from the business and IT organizations to ensure that business and IT Services remain synchronized.

This committee has overall accountability for setting governance, direction, policy, and strategy for IT Services. The function of an IT Strategy or Steering Group (ISG) is to act as a partnership between IT and the business.

The group should provide the vision, set direction, and determine priorities of individual programs and projects to ensure that IT is aligned and focused on business targets and drivers.

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Setting Direction, Policy, and Strategy for IT ServicesCore Guidance Reference — SD 3.1.6

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Setting Direction, Policy, and Strategy for IT Services (Contd.)The ISG will include discussions on all aspects of the business that involve IT Services, as well as any proposed or possible Change at strategic level. Subjects for the ISG to discuss may include:

“Reviewing business and IT plans To identify any changes in either area that would trigger the need to create, enhance or improve servicesDemand planning To identify any changes in demand for both short- and long-term planning horizons; such changes may be increases or decreases in demand, and concern both business-as-usual and projectsProject authorization and prioritization To ensure that projects are authorized and prioritized to the mutual satisfaction of both the business and ITReview of projects To ensure that the expected business benefits are being realized in accordance with project business cases, and to identify whether the projects are on schedulePotential outsourcing To identify the need and content of sourcing strategies for the IT service provisionBusiness/IT strategy review To discuss major changes to business strategy and major proposed changes to IT strategy and technology, to ensure continued alignmentBusiness continuity and IT service continuity The group, or a working party from the group, is responsible for aligning business continuity and IT service continuity strategiesPolicies and standards The ISG is responsible for ensuring that IT policies andstandards, particularly in relation to Financial Strategy and Performance Management,are in place and aligned with the overall corporate vision and objectives.”




Setting Direction, Policy, and Strategy for IT Services (Contd.)

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The IT Steering/Strategy Group



Service Portfolioenables the ISG to:

Direct and steer the selection of investment

Ensure the realization of

projects

Manage required business pipelines

Select, prioritize, and

plan

The IT steering group sets the direction for policies and plans from the corporate to the operational level of an organization.

The IT Steering/ Strategy Group The IT steering group sets the direction for policies and plans operational level of

“Direct and steer the selection of investment in those areas that yield the greatest business value and Return on Investment (ROI)

Perform effective programme and project selection, prioritization and planning

Exercise effective ongoing governance and active management of the ‘pipeline’ of business requirements

Ensure that the projected business benefits of programmes and projects are realized.”

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Optimizing Design Performance



The optimization of design activities requires the implementation of documented processes, together with an overriding Quality Management System (QMS).

The Impact of the activities on all stages of the Lifecycle should be measured when considering the improvement and optimization of Service Design activities.

Service Design measurements and metrics should look at the amount of activity needed for rework and improvement.

Optimizing Design PerformanceCore Guidance Reference — SD 3.1.7


1.4Role of Design Coordination Within PPO

1.3Basics of Service Design

Coming Up

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1.4 ROLE OF DESIGN COORDINATION WITHIN PPO

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Design CoordinationThe Design Coordination process:

oordination and control for all activities and processes within the Design Stage.

e comprehensive and appropriate designs through well-coordinated action.

Design CoordinationCore Guidance Reference — SD4.1

Provider to do just this.

be used to determine the level and rigour or attention to be applied in design coordination for each design. Some organizations take the perspective that all changes, regardless of how small in scope, have a ‘design’ stage, as it is important that all changes have clear and correct plans for how to implement them.”

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Design Coordination InterfacesService Portfolio Management

Change Management

Financial Management for IT Services

Transition Planning and Support

Strategy Management for IT Services

Release and Deployment Management

Service Validation and Testing

Change Evaluation

Service Level Management

Availability Management, Capacity Management, IT Service Continuity Management, and Information Security Management (ISM)

Supplier Management

InterfacesCore Guidance Reference — SD4.1.6.4

Service Portfolio Management:

Change Management:

Financial Management for IT Services:

Business Relationship Management:

Transition planning and support:

Strategy Management for IT Services:

Release and Deployment Management:

Service validation and testing:

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Change evaluation:

Service Level Management (SLM):

Availability Management, Capacity Management, IT Service Continuity Management, and Information Security Management (ISM) processes: Each of these processes is actively involved

Supplier Management: To ensure that the contributions of suppliers to design activities are appropriately

in this area.

to Changes.

can proceed.


1.5Group/Individual Exercise

1.4Role of Design Coordination Within PPO

Coming Up

1.5 GROUP/INDIVIDUAL EXERCISE

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Summary of Unit 1

Introduction to PPOUnit Roadmap SummaryOverviewUnit Learning Objectives Learning Objectives of the Unit.

1.1 Purpose, Objectives, and Value of Service Design

Purpose“The purpose of the service design stage of the lifecycle is to design IT services, together with the governing IT practices, processes and policies, to realize the service provider’s strategy and to facilitate the introduction of these services into supported environments ensuring quality service delivery, customer satisfaction and cost-effective service provision. ”

Objectives“The objective of service design is to design IT services so effectively that minimal improvement during their lifecycle will be required. “

Scope

o o o o The overall design constraints

Value of Service Design

o o o o IT governance o o o

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Target Audience

Professionals

IT Architects

1.2 The Lifecycle in Context

1.3 Basics of Service Design Service Design Basics

Reduce delays

IT Service Design and Overall Business Change

Scope and Flow of Service Design

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Value to the Business

Align IT service provision Ensure appropriate levels of protection

Comprehensive and Integrated Service Design

Setting Direction, Policy, and Strategy for IT Services

Potential outsourcing Business continuity and IT service continuity Policies and standards

Optimizing Design Performance

1.4 Role of Design Coordination within PPO

Key process interfaces include: Transition planning and support Change evaluation

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Unit2Capacity Management

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Unit 2 : Capacity ManagementIntermediatePlanning, Protection, and Optimization

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The Big “Why”What do you understand by “capacity?”What is Capacity Management?How important is it for organizations to understand the importance of Capacity Management?

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My Notes

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ITIL defines capacity as:“The maximum Throughput that a Configuration Item or IT Service can deliver whilst meeting agreed Service Level Targets. For some types of CI, Capacity may be the size or volume, for example a disk drive.” (Source: Service Design book)

ITIL defines Capacity Management as:“The Process responsible for ensuring that the Capacity of IT Services and the IT Infrastructure is able to deliver agreed Service Level Targets in a Cost Effective and timely manner. Capacity Management considers all Resources required to deliver the IT Service, and is concerned with meeting both the current and future capacity and performance needs of the business.”(Source: Service Design book)

Service Level Targets. For some types of CI, Capacity may be the size or volume, for example a disk drive.”

“The Process responsible for ensuring that the Capacity of IT Services and the IT Infrastructure are able to deliver agreed Service Level Targets in a cost effective and timely manner. Capacity Management considers all Resources required to deliver the IT Service, and is concerned with meeting both the current and future capacity and performance needs of the business.”

planning process.

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Business Capacity Management (BCM)

Service Capacity Management (SCM)

Component Capacity Management (CCM)

business planning efforts.

This addresses the supply of IT This focuses on the technology

resources.

Case Study Connection

IT Connection

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OverviewCapacity Management:

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Unit Learning Objectives:At the end of this unit, you will be able to:

purpose and objectives of Capacity Management.scope of Capacity Management.

apacity Management as a process togenerate business value.

policies, principles, and basic concepts of Capacity Management.activities, methods, and techniques that enable Capacity

Management, and understand how they relate to PPO.triggers, inputs, and outputs of Capacity Management and its

interfaces with other processes. key metrics can be used to demonstrate the efficiency and

effectiveness of successful Capacity Management.

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Topics Covered in This Unit:2.1 Purpose and Objectives2.2 Scope of Capacity Management2.3 Business Value of Capacity Management2.4 Policies, Principles, and Basic Concepts2.5 Activities, Methods, Techniques, and Relationship with Other Processes2.6 Triggers, Inputs, Outputs, and Interfaces with Other Processes2.7 Information Management2.8 Critical Success Factors and Key Performance Indicators for Successful Capacity

Management2.9 Challenges and Risks2.10 Group/Individual Exercise2.11 Sample Test Question

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My Notes

2.1 PURPOSE AND OBJECTIVES

Core Guidance Reference — SD 4.5.1

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2.2 Scope of Capacity Management 2.3 Business Value of

Capacity Management 2.4 Policies, Principles,and Basic ConceptsPurpose and Objectives2.1

Purp

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Obj

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“The purpose of the capacity management process is to ensure that the capacity of IT services and the IT infrastructure meets the agreed capacity and performance related requirements in a cost-effective and timely manner. Capacity management is concerned with meeting both the current and future capacity and performance needs of the business.”


“The objectives of capacity management are to:

Produce and maintain an appropriate and up-to-date capacity plan, which reflects the current and future needs of the business

Provide advice and guidance to all other areas of the business and IT on all capacity-and performance-related issues

Ensure that service performance achievements meet all of their agreed targets by managing the performance and capacity of both services and resources

Assist with the diagnosis and resolution of performance- and capacity-related incidents and problems

Assess the impact of all changes on the capacity plan, and the performance and capacity of all services and resources

Ensure that proactive measures to improve the performance of services are implemented wherever it is cost-justifiable to do so.”



2.2Scope of Capacity Management

2.1Purpose and Objectives

Coming Up

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ITIL Intermediate Course: PPO Student Handbook (Reference material_r3.2.0)

Documents

Transcript of ITIL Intermediate Course: PPO Student Handbook (Reference material_r3.2.0)