ITILFOUNDATION

ITILv3FoundationNotes:LastMinutesRevisionNotes
BYEDWARDCHUNGAPRIL15,2015

[ITILv3FoundationNotes]Listedherearethekeyconceptsand
factsfortheITILv3FoundationCertificationExam.Iusedthisasthe
lastminuterevisionnotesformyITILFoundationexamjustbefore
theexam.

ServiceManagementasaPractice
ITILisbestpracticesguidance.ITILshouldbeusedwithother
bestpracticeapproaches,e.g.standards,industrypractices
andproprietaryknowledgetotailorfortheparticularneedsofan
organization.
WhyITILissuccessful:ITILisbasedontheapproachofadopt
andadapt.ITILissuccessfulbecauseitisnonprescriptive,
vendorneutralbestpracticesforservicelifecycle.
Servicesgroups:i)core(businesscriticalservices)ii)enabling
(supportthecoreservices)iii)enhancing(addvaluetothe
core).
Typesofcustomers:i)internalcustomers(basedinthesame
organizationastheserviceprovider)ii)externalcustomers
(outsideoftheorganizationoftheserviceprovider).
Servicetypes:i)TypeI(internal,withinindividualbusiness
units)ii)TypeII(shared,providingservicessharedacrossa
numberofbusinessunits)iii)TypeIII(external,providing
servicestoexternalcustomers).
Stakeholdertypes:i)customers(individualsorgroupsthatbuy

goodsorservices)ii)users(usetheservicesonadailybasis)
iii)suppliers(externalpartiesprovidingservicesthatsupport
/enableITservices).
Characteristicsofprocesses:measureable,respondtoatrigger,
deliveraspecificresultanddelivertoacustomerorstakeholder
Definitionsoftheimportantterms:service,ITservice,outcome,
servicemanagement,ITservicemanagementandITservice
provider.
Automationimprovesefficiencyandeffectiveness.Automation
andtheuseoftechnologyenableprocessenhancementand
improvements.
Corestagesoftheservicelifecycle:i)servicestrategy,ii)
servicedesign,iii)servicetransition,iv)serviceoperation,
v)continualserviceimprovement.
ITILcorepublicationsaresupplementedwithcomplementary
guidance.Thecomplementaryguidancecanbespecificto
particularindustriesorprovidecontextforadoption.

ServiceStrategy
Purpose,objectivesandscopefortheService
Strategy:purposeprovidethestrategyfortheservice
lifecycleobjectivesthedefinitionofstrategyandgovernance
controlscopedefineastrategytomeetthecustomers
businessobjectivesandtomanageservices.
Definitionofutilityandwarranty:utilityensuresthatthe
serviceisfitforpurposewarrantyensuresthattheserviceis
fitforuse.Bothareimportanttoensuredeliveryofvalueto
customers.
Definitionofresourcesandcapabilities:resourcesusedin
thedeliveryofaservice(e.g.financialcapital,human
resources)capabilitiestheorganizationsabilitytoperform
andachievevalue(e.g.processes,tacitknowledge).
Roleofgovernance:providesthestructureandstandardization
formanagementofservices
Roleofriskmanagement:ensuresarepeatableand
manageableprocessfordealingwithrisks(riskmanagementis
toidentify,document,analyzeandmitigateagainstthelikelihood
ofriskstoaproject/service).
Patternsofbusinessactivity(PBA):importanttounderstand
thestrategicandtacticalapproachesforthemanagementof

resourcesandcapabilitiesefficientlyandcosteffectivelyto
realizeorganizationalgoals.
Serviceportfoliomanagementprocess:ensuresanappropriate
mixofservicesbeingdeliveredanddeveloped.
Componentsofserviceportfolio:i)servicepipeline(servicesin
themaking)ii)servicecatalog(customerfacingviewofthelive
operationalservices)iii)retiredservices(decommissioned
services).
Financialmanagementprocess:i)budgeting(plansITservices
expenditure)ii)ITaccounting(accountfortheexpenditureonIT
services)iii)charging(chargesthecustomerforITservices).
Financialmanagementiscentraltounderstandingvaluefor
services.
Businesscase:atoolfordecisionmakingonwhetheranIT
serviceistobedeveloped.
Businessrelationshipmanagement:connectscustomerand
serviceprovideratastrategiclevel.
Businessrelationshipmanagementvsservicelevel
management:businessrelationshipmanagementfocuseson
strategicrelationshipwiththecustomerwhereasservicelevel
managementisoperational.

ServiceDesign
Purpose,objectives,andscopeofservicedesign:consider
howtheservicewillberunandmanagedwhenitis
operationalforbothnewandchangedservices.
Goodservicedesignisvaluabletobusiness:ensures
servicesfulfillthebusinessrequirementsofcapacity,continuity,
availabilityandsecurity.Gooddesignalsoensuressmooth
transitiontooperation.
Keyoutputservicedesignpackage
Fourpspeople,processes,productsandpartners
FivekeyaspectsofservicedesignSTAMP:i)Solution
(fulfillsthebusinessrequirementandenablesthebusiness
process)ii)managementinformationsystemsandTools
(ensurethattherightinformationisavailablewhenrequired)iii)
technicalArchitectureiv)Measurements(ensuretheserviceis
functionalasintended)v)newandchangedProcesses(that
needtobedeveloped,includingbothbusinessprocessesand
servicemanagementprocesses).

Purpose,objectives,andscopeofservicelevel
management(SLM):SLMensuresthatnewandcurrentIT
servicesare(tobe)deliveredtoagreedspecificandmeasurable
targets
Basicconceptsofservicelevelmanagement:definitionof
servicelevelrequirementsandtheroleoftargetsinassessing
thelevelofservicebeingdelivered
Differencebetweenserviceprovidersandsuppliers.
SLMactivities:definitionanddocumentationofservicelevel
targetsandnegotiationwiththebusinessandwith
stakeholderstoagreeontargetsthatarebothchallengingand
yetachievable.
Underpinningcontractsandoperationallevel
agreements:toensurethattargetsareachievable
SLAMreport(RAGreport):monitor,measureandreview
servicelevelachievements
SLAstructures:servicebased,customerbasedandmultilevel
SLAs
Servicelevelmanagement:buildsarelationshipwiththe
businessunitsbyunderstandingtheirrequirementsandhowit
deliversaservicethatmeetstheserequirements(note:service
levelmanagerandthebusinessrelationshipmanagerbuild
relationshipswiththebusinessondifferentlevels).SLMtracks
customersatisfactionlevelsandtakesactiontoimprovethem.
InterfacebetweenSLMandotherprocess:e.g.business
relationshipmanagement,incidentandrequestmanagement,
suppliermanagementandcontinualserviceimprovement.
Servicecatalog:adatabaseorstructureddocumentforalllive
ITservices,includingthoseavailablefordeployment,forming
oneofthethreeserviceportfolioelements.Twotypes/viewsof
servicescustomerfacingservicesandsupportingservices.
Servicecatalogserviceinformation:servicedetails,status,
interfaces,anddependenciesandthewayinwhichthis
informationisusedbyotherprocesses,suchasservicelevel
management.
Availability:endtoendavailability,measurementofavailability
takesintoaccountonlyagreedservicetime(excludingagreed
downtimeandoutofhoursavailability).
Availabilityconcepts:reliability(howlongaservicefunctions
withoutinterruptions)resilience(componentfailureswithout

affectingservice)maintainability(howquicklyaservicecan
restore)serviceability(howquicklyathirdpartycanresponse
andfixthefailure)
Informationsecuritypolicy:itistheresponsibilityofthe
informationsecuritymanagertothenensuretherequiredlevel
ofprotection(asdeterminedbybusiness)isprovided
Confidentiality(restrictingaccesstodatatoauthorized
users),integrity(maintainingdatafreeofanycorruptionor
unauthorizedchange)andavailability(abletobeaccessed
whenrequired)ofdata.
Suppliermanagement:understandthelinkbetween
underpinningcontractsaspartofservicelevelmanagementand
themanagementofsuppliers
Differentcategoriesofsuppliers:strategic,tactical,
operationalandcommodity
Capacitymanagement:providesthecurrentandfuture
capacityandperformancethatthebusinessrequires,whenit
requiresit,andatacostitcanafford.
ITservicecontinuitymanagement(ITSCM):responsiblefor
providinganagreedlevelofserviceintheeventofamajor
disruptiontonormalworkingconditionsaspartofbusiness
continuitymanagementandpreventorreducetheimpactof
suchanevent.
Designcoordination:providesasinglepointofcoordination
andcontrolforallservicedesignactivitiesandprocesses,
compilestheservicedesignpackageandensuresqualityand
consistencyacrossdesignsandconformanceofdesignsto
governancerequirements.Italsoensuresthesuccessful
handoffofaservicefromstrategytodesign/transition.
Rolesandresponsibilitiesofserviceowner:accountablefor
ensuringthedeliveryoftheserviceandliaisewithprocess
ownerstoensureservicestandard
Therolesandresponsibilitiesoftheprocessowner,the
processmanagerandtheprocesspractitioner:i)process
owner(onlyone)accountableforensuringthesuccessful
deliveryofaprocessacrossallservicesandtakesaleadrolein
ensuringthattheprocessoutcomesmatchtheobjectivesii)
processmanagers(canbeseveral)responsibleformanaging
thedaytodayimplementationoftheprocessbytheprocess
practitionersiii)processpractitionerresponsibleforcarrying

outtheprocesstasksunderthedirectionoftheprocess
manager(s).
PurposeoftheRACImodel(Responsible,Accountable,
ConsultedandInformed):definerolesandresponsibilities
withinprocesses,onlyonepersoncanbeaccountableforeach
activityandeveryactivitymusthaveatleastoneresponsible
andoneaccountableperson.

ServiceTransition
Purpose,objectivesandscopeofservice
transition:purposeensurenew,modifiedorretiredservices
meettheexpectationsofthebusinessasagreedobjectivesto
planandsuccessfullymanagereleasesintoproduction,
ensuringgoodknowledgetransferandexpectationsettingfor
thedeliveryofthenewormodifiedservicescope
includesplanning,build,testing,evaluation,implementationand
deploymentofnewormodifiedservicesintooperationorthe
retirementofservices.
Servicetransitionprovidesvaluetothebusiness:deliver
changesthatareplanned,built,tested,evaluated,implemented
anddeployedaccordingtoexpectationandspecification
Purpose,objectivesandscopeofchangemanagement
process:purposetoprovidecontrolledchangeobjectives
tomanagechangesinacontrolledmanner,manageriskand
meettheneedsofthebusinessscopeonlyITchanges
Changemodel:usedtoassistwithmanagementoftheprocess
byprovidingasetofpredefinedstepsforcommonlyidentified
situations.
Standardchange:followsachangemodelthatrespondstoa
predefinedtriggerandhaslowrisks.
Emergencychange:followsanadjustedprocessflow,
assessmentandauthorizationmayincludeECAB,testingmay
bereducedanddocumentationmaybecompletedlateron.
Normalchangeprocessflowstepsandactivities
AllchangesshouldbedocumentedinanRFC,andthisshould
beloggedinachangerecord,whichiscapturedaspartofthe
CMS.
Achangeproposalisneededifthechangehasamajorimpact
onbusinessintermsofrisk,cost,orresources.
Assessmentofchanges:includebenefits,costs,risks,

resourcesandrelationshipsforthechange.
Outputofchangeprocess:changeschedule(CS)and
projectedserviceoutage(PSO)usedtocommunicatechange
timescalesandimpactwithstakeholders.
Remediationplan:allowsmitigationagainstpotentialfailure
andreturntonormalifachangefails.
Changesauthorization:changesareauthorizedbythechange
authoritywithconsiderationofthesize,risk,costandbusiness
impactofthechange.
Changemanagement:responsibleforthecoordinationofthe
deploymentofthechangeneedtoworkwithreleaseand
deploymentmanagement.
Onceachangehasbeendeployed,itwouldbe
reviewed.Thechangerecordisclosedifitmeetsthe
acceptancecriteriaforsuccess.
Changeadvisoryboard(CAB):responsibleforassessing
changesandmakingrecommendationforauthorization.
Purpose,objectivesandscopeofthetransitionplanning
andsupportprocess:ensuresthatalltransitionsaremanaged
efficiently.
Purpose,objectivesandscopeoftheserviceassetand
configurationmanagementprocess:ensuresaccurateand
reliableinformationabouttheassetsarecaptured.
Configurationmanagementsystem:integratesinformation
abouttheinfrastructureandprovideacomprehensiveviewof
theconfigurationitems(CI)andtheirrelationships
Configurationmodel:providesamodeloftheservices,assets,
andinfrastructurebycapturingthedetailsofeachconfiguration
itemandtheirrelationshipsConfigurationbaseline:thestate
oftheinfrastructureataspecificpointthatisreviewedand
agreedupon,tobeusedfortrending,comparisonand
planning.Snapshot:captureoftheinfrastructureatapointin
time.
Definitivemedialibrary:aspecificsecureareasetasidefor
managingsoftwaremedia(includingphysicalandelectronic
storesformastercopiesanddocuments)
Purpose,objectivesandscopeofknowledge
management:ensuresknowledgeisavailableintherightplace
attherighttimetoenableinformeddecisions,reducingtheneed
forknowledgerediscovery.

DIKWmodel:DataInformationKnowledgeWisdomisusedto
transitionfromdatatoinformationtoknowledgetowisdom
Serviceknowledgemanagementsystem:anoverarching
systemformanagingknowledgerelatingtoservice
managementbyintegratingalltheexistingdatasourcesfrom
servicemanagementprocesses
Purpose,objectivesandscopeofthereleaseand
deploymentmanagementprocess:ensuresthatreleasesare
planned,scheduledandcontrolledforsuccessfuldeploymentof
servicesintoproduction.
Releasepolicy:describesthemannerinwhichreleaseswillbe
carriedoutandprovidesdefinitionsforreleasetypes
Fourphasesofthereleaseanddeploymentmanagement
process:i)releaseanddeploymentplanning,ii)releasebuild
andtest,iii)deploymentandiv)reviewandclose.

ServiceOperation
Purposeoftheserviceoperation:todelivertheservicesthat
havebeendesignedandtransitionedasefficientlyaspossible.
Escapedfaultswillbeidentifiedandresolvedandservicewillbe
optimizedandinlinewiththeSLAsagreedpreviously.
Serviceoperationensurethatthebusinessbenefitsfrom
theserviceasplannedbydeliveringtheservicesefficiently
andwithinservicetargets.
Serviceoperationfunctions:technicalmanagement,
applicationmanagement,IToperationsmanagement,andthe
servicedesk.
Technicalandapplicationmanagementfunctions:provide
resourcestotheotherlifecyclestagesandspecifythe
operationaltasksthatserviceoperationstaffmembersshould
carryout.
Applicationdevelopmentvsapplicationsupport
Operationsmanagement:operationscontrol(e.g.console
management)vsfacilitiesmanagement(e.g.monitoring
environmentalconditions).
Servicedeskfunction:skillsandattributesthatservicedesk
staffmembersshouldpossessbusinessawareness,technical
awareness,customerfocus,etc.
Servicedeskstructures:local,central,virtual,andfollowthe
sun

Purposeandobjectivesofincidentmanagement:areactive
processtoreducedowntimebyresolvingincidentsquickly(to
restoreservicebutnottoidentifythecause).Definitionofterms:
majorincidents,incidentmodels,anincident,aproblemanda
servicerequest.
Priority=businessimpactxurgency
Incidentandproblemmodels
Lifecycleofanincidentandescalationtypes
Purpose,objectivesandscopeofproblemmanagement:a
problemistheunknown,underlyingcauseofoneormore
incidentsproblemmanagementistofindtherootcauseof
incidentsandremoveittopreventrecurrence
Workaroundandaknownerror:someproblemsmightnot
resolvedifitisnotcosteffectivetoimplementthefix(known
errorasstoredinknownerrordatabase),workaroundwouldbe
createdtobypasstheerrors
Evenvsalert:events(achangeofstatethathassignificance
forthemanagementofaCI)andalerts(afailureorabreachof
athreshold)
Roleofeventmanagementinautomation:passiveandactive
monitoringtoreducedowntime
Purposeobjectivesandscopeofaccessmanagement:not
justgrantingaccessbutalsorestrictingorremovingitas
required.

ContinualServiceImprovement
Purpose,objectives,andscopeofContinualService
Improvement:toensureITservicesareinlinewithbusiness
needsandnotsimplytomeetservicetargets,tobecarried
outonaregularbasisforallserviceareas.
StepsoftheCSIandDemingcycle:CSIidentifythe
approachtakentomanageaserviceimprovementinitiativeand
ensureittomeettheobjectivesofthebusiness.DemingCycle
Plan,Do,Check,andAct.
PurposeoftheCSIregister:totrackandmanage
improvementinitiativestakenbytheITservice
provider,maintainedbytheCSImanager.
Typesofmeasures:criticalsuccessfactorsandkey
performanceindicators
Threetypesofmetrics:technical,process,and

service:interacttoprovideacompletemeasurementofthe
service
Baselines:functionasacomparisonbasistoverify
improvement.
Sevenstepimprovementprocess:usedtomanagegathering,
analysisandpresentationofdata.
Relationshipbetweensevenstepimprovementprocess
andtheDIKWknowledgemodel/Demingcycle.