Itil MALC Manual Alumno Nov12 PDF

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© Copyright 2012
ISBN: 978-84-8414-086-3
Edición noviembre 2012
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ITIL® Intermediate
Gestión del Servicio a lo largo del Ciclo de Vida
| manual del alumno |

ITIL® is a Registered Trade Mark of the Cabinet Office
The Swirl logo™ is a Trade Mark of the Cabinet Office
EXIN is the Examination Institute for Information Science
Índice de Contenidos
Introducción
IT Infrastructure Library®
El Esquema de Certificación ITIL®
La Certificación ITIL® Intermediate: Gestión del Servicio a lo largo del Ciclo
de Vida
Descripción del Examen
Descripción y Planificación del Curso
Estructura del Curso
PARTE 1: Fundamentos Teóricos para la Gestión del Servicio a lo

largo del Ciclo de Vida
Conceptos fundamentales del ciclo de vida
Gestión de la comunicación y de los proveedores
Integración de los procesos de gestión del servicio a lo largo del ciclo de vida
del servicio
Gestión de los servicios a lo largo del ciclo de vida del servicio
Gobierno y organización
Métricas
Implementación y mejora de la capacidad de la Gestión de Servicios
PARTE 2: Caso de Estudio y Prácticas de Gestión del Servicio a lo

largo del Ciclo de Vida
Presentación
Caso de Estudio
Modelo de Examen de Práctica (Sample Paper) 1
Modelo de Examen de Práctica (Sample Paper) 2
Apéndice A. El Esquema de Certificación en Cifras
Apéndice B. Taxonomía de Bloom
Bibliografía
Página vii
Introducción Gestión del Servicio a lo largo del Ciclo de Vida
IT Infrastructure Library®
ITIL® (IT Infrastructure Library®) es un estándar público que describe las
Mejores Prácticas para la Gestión de Servicios TI. Proporciona un marco de
trabajo para el Gobierno de las TI, centrándose en la medición y la mejora
continuas de la calidad del servicio entregado, tanto desde un punto de vista
empresarial como del destinatario del servicio. Esta perspectiva es uno de los
motivos principales del éxito de ITIL® a nivel mundial, y ha contribuido a su uso
masivo y a los beneficios clave obtenidos por aquellas organizaciones que han
implementado las técnicas y procesos en su actividad empresarial. Algunos de
estos beneficios incluyen:
- Aumento de la satisfacción del usuario y del cliente respecto de los
servicios TI
- Mejora de la disponibilidad del servicio, lo que redunda en un incremento
de ingresos y beneficios
- Reducción de costes financieros derivados de la duplicación/repetición
de tareas, pérdida de tiempo, mejora de la gestión de los recursos…
- Ahorro de tiempo para invertir en nuevos productos, servicios y
mercados
- Mejora en la toma de decisiones
- Optimización del riesgo
ITIL® fue publicado entre 1989 y 1995 por Her Majesty’s Stationery Office
(HMSO) en el Reino Unido en representación de la Central Communications
and Telecommunications Agency (CCTA) – ahora integrada en la Cabinet
Office. Al principio su uso estuvo limitado al Reino Unido y Holanda
principalmente. Entre los años 2000 y 2004 se publicó la segunda versión como
un conjunto de libros revisados.
La versión inicial de ITIL® consistía en una librería de 31 libros asociados que
cubrían todos los aspectos de la provisión de servicios TI. Esta primera versión
fue revisada y sustituida por 7 libros mejor conectados y consistentes (ITIL®
V2) consolidados en un marco de trabajo global. Esta segunda versión obtuvo
aceptación internacional y actualmente es utilizada en muchos países por miles
de organizaciones como la base para una provisión de servicios TI eficiente.
En el 2007, ITIL® V2 fue mejorada y consolidada en una tercera versión, como
respuesta a los avances significativos en tecnología y a los nuevos retos
emergentes para los proveedores de servicios TI en forma de nuevos modelos
y arquitecturas: outsourcing, servicios compartidos, utility computing, cloud
computing, virtualización, servicios web, y comercio móvil.
Página viii
Esta nueva versión consiste en 5 libros principales que cubren el ciclo de vida
del servicio, junto con una Introducción Oficial. Cada uno de los cinco libros
cubre una fase del ciclo de vida, desde la definición y análisis iniciales de los
requisitos de la organización en la Estrategia del Servicio y el Diseño del
Servicio, a través de la migración hacia un entorno real en la Transición del
Servicio, hasta la operación y mejora en la Operación del Servicio y la Mejora
Continua del Servicio.
En el 2011, la Cabinet Office publicó una actualización a esta última versión

como parte de su compromiso con la mejora continua con el fin de mejorar la
consistencia, la claridad y la estructura a lo largo de las 5 publicaciones.
El Ciclo de Vida del Servicio
ITIL® is a Registered Trade Mark of the Cabinet Office

© Crown copyright 2011. Reproduced with permission from the Cabinet Office
Página ix
Esquema de Certificación ITIL®

El esquema de certificación ITIL® proporciona un enfoque modular al marco de
trabajo ITIL® y comprende una serie de certificaciones enfocadas en diferentes
aspectos de las Mejores Prácticas de ITIL®.
En este esquema, existen 4 niveles de certificación:
- Nivel Fundamentos de la Gestión de Servicios TI con ITIL®
- Nivel ITIL® Intermediate (intermedio)
- Nivel ITIL® Expert (experto)
- Certificación ITIL® Master
La estructura modular del esquema ofrece a los candidatos flexibilidad en
cuanto a las diferentes disciplinas y áreas de ITIL®, así como mayor
accesibilidad de cara a la obtención de las distintas certificaciones.
El programa de certificación de ITIL® se basa un sistema de créditos. Se
requieren al menos 22 créditos para obtener el nivel de certificación ITIL®
Expert in IT Service Management.
Nivel Fundamentos de la Gestión de Servicios TI con ITIL®

El nivel Fundamentos ofrece una visión general de la estructura, conceptos
clave y terminología utilizados en el Ciclo de Vida del Servicio de ITIL®. El
objetivo es facilitar una comprensión general de los principales vínculos entre
las diferentes fases del ciclo de vida, los procesos utilizados y su contribución a
la práctica ITIL® de la Gestión de Servicios.
Concretamente, los candidatos a la certificación obtienen conocimientos en las
siguientes áreas:
- La Gestión de Servicios como Práctica
- El Ciclo de Vida del Servicio
- Principios y modelos genéricos
- Conceptos genéricos
- Selección de procesos
- Selección de roles
- Selección de funciones
- Tecnología y arquitectura
- Esquema de certificación ITIL®
Esta certificación está dirigida a:
- Personas que requieren un conocimiento y comprensión básicos del marco
de trabajo ITIL® y cómo se puede utilizar para mejorar la calidad de la
gestión de servicios TI en una organización
- Profesionales TI que trabajan en una organización que ya ha adoptado y
adaptado ITIL®, y necesitan conocerlo para poder contribuir en el programa
de mejora continua del servicio
Página x
El examen del nivel Fundamentos utiliza los niveles 1 y 2 de la Taxonomía de

Bloom, y evalúa la capacidad de los candidatos para comprender conceptos
básicos, describirlos y demostrar una comprensión básica de las prácticas de
ITIL®. (Ver Apéndice B: Taxonomía de Bloom)
La obtención de esta certificación satisface el requisito de acceso al siguiente
nivel de certificación del esquema: el nivel Intermediate.
Características del examen:
- 40 preguntas de opción múltiple
- 60 minutos
- Válido 2 créditos para el nivel de certificación ITIL® Expert
Nivel ITIL® Intermediate (intermedio)

El nivel Intermediate comprende dos trayectorias de certificación, cada una de
las cuales está basada en una serie de módulos, así como de un módulo final
obligatorio. Cada uno de dichos módulos tiene asignado un examen de
certificación correspondiente.
- Módulos del Ciclo de Vida del Servicio (5)
- Módulos de Capacidad (4)
- Módulo Gestión del Servicio a lo largo del Ciclo de Vida (1)
Este nivel de certificación está dirigido a:
- Personas que requieren conocimientos avanzados de los elementos de la
práctica de la gestión de servicios ITIL® del ciclo de vida del servicio y cómo
implementarlos para mejorar la calidad de la gestión de servicios dentro de
una organización
- Profesionales TI que desempeñan roles asociados con la planificación
estratégica, la ejecución y el control dentro de un modelo de negocio
basado en el servicio, con el fin de obtener una mayor comprensión de las
funciones y procesos del ciclo de vida del servicio
- Personas interesadas en obtener el nivel de certificación ITIL® Expert en la
Gestión de Servicios TI, para el cual éstos son módulos necesarios
- Personas que quieren progresar hacia el nivel de certificación ITIL® Master
en la Gestión de Servicios TI, para el cual la certificación ITIL® Expert es un
prerrequisito
- Personas interesadas en especializarse en cualquiera de las áreas del ciclo
de vida del servicio o de capacidades
Los exámenes del nivel Intermediate utilizan los niveles 3 y 4 de la Taxonomía
de Bloom, y requieren que los candidatos tengan una comprensión profunda de
los aspectos objeto de examen y que puedan demostrar cómo aplicar y
ejecutar los conceptos en el lugar de trabajo. (Ver Apéndice B: Taxonomía de
Bloom)
Página xi
- Módulos del Ciclo de Vida del Servicio

La serie de módulos del Ciclo de Vida del Servicio está centrada en cada una
de las fases del ciclo de vida del servicio. Los módulos son:
- Estrategia del Servicio
- Diseño del Servicio
- Transición del Servicio
- Operación del Servicio
- Mejora Continua del Servicio
Cada módulo de la serie cubre una introducción al Ciclo de Vida del Servicio,
los principios, procesos, funciones y actividades dentro de cada fase, junto con
consideraciones sobre la tecnología y la implementación.
Cada uno de estos módulos otorga 3 créditos
- Módulos de Capacidad
La serie de módulos de capacidad está centrada en agrupaciones basadas en
roles. Cada grupo contiene un combinado de procesos y roles de la gestión de
servicios ITIL® con el objetivo de ofrecer a los candidatos un conocimiento
equilibrado de las prácticas ITIL® que tienen una interacción y dependencia
directas en su uso diario.
Los módulos de Capacidad y sus áreas de conocimiento respectivas son:
- Planificación, Protección y Optimización
o Gestión de la Disponibilidad
o Gestión de la Capacidad
o Gestión de la Mejora Continua del Servicio
o Gestión de la Demanda
o Gestión de Riesgos
o Gestión de la Seguridad de la Información
- Ofertas y Acuerdos del Servicio
o Gestión de la Cartera de Servicios
o Gestión del Nivel de Servicio
o Gestión del Catálogo del Servicio
o Gestión de la Demanda
o Gestión de Suministradores
o Gestión Financiera
- Entrega, Control y Validación
o Gestión de Cambios
o Gestión de Entregas y Despliegues
o Gestión de Validación y Pruebas del Servicio
o Gestión de la Configuración y Activos del Servicio
o Gestión del Conocimiento
Página xii
o Peticiones de Cambio
o Evaluación del Servicio
- Análisis y Soporte Operativo
o Gestión de Eventos
o Gestión de Incidencias
o Peticiones de Cambio
o Gestión de Problemas
o Gestión de Accesos
o Centro de Servicio al Usuario
o Gestión Técnica
o Gestión de Operaciones TI
o Gestión de Aplicaciones
Cada uno de estos módulos otorga 4 créditos.
Cada uno de los módulos (ya sean los del Ciclo de Vida o los de Capacidad)
constituye una certificación independiente, conducente hacia la certificación
ITIL® Expert en la Gestión de Servicios TI.
Tipología de todos los exámenes del nivel ITIL® Intermediate:
- Es necesario tener aprobado el examen ITIL® Version 3 Foundation
Examination (o bien el de la versión V2 más el examen puente de
actualización V2-V3)
- 8 preguntas de opción múltiple basadas en un caso concreto. Cada
pregunta presenta 4 posibles respuestas: una de ellas puntúa con 5 puntos,
otra con 3 puntos, otra con 1 punto, y la restante no recibe ninguna
puntuación
- 90 minutos
- Válidos 3 ó 4 créditos, en función de la trayectorias de certificación a la que
pertenezca el examen
- Módulo Gestión del Servicio a lo largo del Ciclo de Vida
Este módulo completa las trayectorias de certificación del Ciclo de Vida y de
Capacidad, centrándose en los conocimientos complementarios necesarios
para implementar y gestionar las habilidades asociadas con el uso de las
prácticas del ciclo de vida. Incluye aspectos tales como:
- Introducción a aspectos de gestión empresarial para la gestión de servicios
TI
- Gestionar la planificación e implementación de la gestión de servicios TI
- Gestión del cambio estratégico
- Gestión del riesgo
- Funciones de gestión
- Comprensión de los retos organizativos
Página xiii
- Evaluación de un proyecto a lo largo del ciclo de vida

- Comprensión de las guías complementarias de la industria
Para alcanzar el nivel ITIL® Expert, este examen de certificación es obligatorio
para todos los candidatos.
Características del examen:
- Es necesario tener el nivel de certificación Fundamentos de la Gestión de
Servicios TI con ITIL® V3 (o bien el de la versión V2 más el examen puente
de actualización V2-V3) más los 15 créditos adicionales procedentes de la
selección de módulos del nivel Intermediate
- 10 preguntas de opción múltiple basadas en un único caso de estudio,
recibido y analizado con antelación, con escenarios breves adicionales que
sitúan en contexto cada pregunta. Cada pregunta presenta 4 posibles
respuestas: una de ellas puntúa con 5 puntos, otra con 3 puntos, otra con 1
punto, y la restante no recibe ninguna puntuación
- 120 minutos
- Válido 5 créditos para el nivel de certificación ITIL® Expert
Nivel ITIL® Expert

El nivel de certificación ITIL® Expert está dirigido a aquellas personas
interesadas en demostrar un nivel superior de conocimientos en ITIL®.
Esta certificación se obtiene tras la acumulación de los créditos necesarios en
los dos niveles de certificación anteriores del esquema (fundamentos e
intermedio), por lo que no es necesario realizar un examen específico.
Los créditos necesarios para este nivel de certificación son 22, 2 de los cuales
deben provenir del nivel Fundamentos como primer paso obligatorio, y 5 del
módulo Gestión del Servicio a lo largo del Ciclo de Vida, como paso final
obligatorio.
Para obtener los 15 créditos restantes, los candidatos pueden escoger entre los
módulos del Ciclo de Vida del Servicio (a razón de 3 créditos por módulo) o
bien los módulos de Capacidad (a razón de 4 créditos por módulo), esperando
que haya un programa equilibrado en su conjunto.
La obtención de este certificado satisface el requisito de acceso para optar al
siguiente nivel de certificación ITIL® Master, el nivel más elevado del esquema.
ITIL® Master
Los candidatos al nivel de certificación ITIL® Master deben estar en posesión
de la certificación ITIL® Expert. Para obtener este nivel, los candidatos deben
ser capaces de explicar y justificar cómo han seleccionado y aplicado una serie
de conocimientos, principios, métodos y técnicas de ITIL®, así como técnicas
Página xiv
de soporte a la gestión, para conseguir los resultados esperados en una o

varias actividades de carácter práctico.
Para ello, serán evaluados en diversos aspectos de implementación de la
Gestión de Servicios TI en un sentido amplio, tales como (aunque no limitados
a):
- Gestión del cambio cultural y organizativo
- Responder al cambio en la industria
- Capacidad de mejora continua en la gestión de servicios TI
- Prepararse para una auditoria y la certificación
- Prepararse para actuar como consultor y/o instructor ITIL®
Asimismo, se recomienda que puedan aportar una experiencia en la gestión de
servicios TI.
La certificación Master está basada tanto en la teoría de la gestión de servicios
TI como en la evidencia experimental, por lo que los sistemas de evaluación
pueden incluir:
- Casos de estudio estandarizados
- Exámenes escritos en los que es posible consultar literatura
- Combinación de preguntas de opción múltiple, de respuesta breve o de tipo
ensayo
- Defender una tesis
- Simulaciones
El examen utiliza los niveles 5 y 6 de la Taxonomía de Bloom, y requieren que
los candidatos sean capaces de identificar soluciones a situaciones realistas.
(Ver Apéndice B: Taxonomía de Bloom)
Página xv
Sistema de asignación de créditos en el esquema de certificación

ITIL®
Página xvi
Certificación ITIL® Intermediate.

El módulo Gestión del Servicio a lo largo del Ciclo de Vida completa la
trayectoria de certificación de la serie de módulos del Ciclo de Vida del
Servicio. Su estudio garantiza amplios conocimientos de los contenidos de las
publicaciones de ITIL®, centrándose en objetivos de gestión y supervisión, en
los procesos, las funciones y las actividades, y en las interfaces e interacciones
entre los procesos cubiertos en las cinco publicaciones oficiales.
Este curso presenta una perspectiva integral de la Gestión TI y hace uso de
todas las actividades del ciclo de vida relacionadas con aspectos de Gestión
Empresarial de los Servicios TI, de Planificación e Implementación de la
Gestión de Servicios TI, de Gestión del Cambio Estratégico, de Gestión del
Riesgo, de Funciones de Gestión, de Retos Organizativos, de Evaluación de
Proyectos, así como de las Guías Complementarias de la Industria.
La certificación Gestión del Servicio a lo largo del Ciclo de Vida es
especialmente adecuada (aunque no excluyente) para profesionales dedicados
a áreas TI, tales como:
- Chief Information Officers (CIOs)
- Gestores TI Senior
- Responsables TI
- Supervisores
- Profesionales de las TI
- Gestores de Operaciones TI
- Personas que necesitan un nivel de conocimientos a nivel de gestión e
implementación del Ciclo de Vida del Servicio con ITIL®, ya sea para
implantarlo en una organización, para completar su trayectoria para obtener
el nivel de certificación ITIL® Expert o como requisito para progresar hacia
el siguiente nivel de certificación ITIL® Master.
Página xvii
Descripción del Examen:

ITIL® Intermediate Qualification: Managing across the Lifecycle
El examen ITIL® Intermediate Qualification: Managing Across the Lifecycle

Certificate completa la trayectoria de certificación de la serie de módulos del
Ciclo de Vida del Servicio, conducentes a la certificación ITIL® Expert in IT
Service Management.
El examen está basado en los niveles 4 (Analizar) y 5 (Evaluar) de la
Taxonomía de Bloom, por lo que requieren que los candidatos tengan una
comprensión profunda de los aspectos objeto de examen y que puedan
demostrar cómo aplicar y ejecutar los conceptos en el lugar de trabajo. (Ver
Apéndice B: Taxonomía de Bloom)
Tipología del examen
Diez (10) preguntas de elección múltiple basadas en un único

caso de estudio, recibido y analizado con antelación, con
escenarios breves adicionales que sitúan en contexto cada
pregunta.
Tipo de
Pregunta Las respuestas obedecen a un tanteo gradual, esto es: cada
cuestión tiene 4 posibles opciones de respuesta; la mejor
respuesta vale 5 puntos, la segunda mejor vale 3 puntos, la
tercera vale 1 punto y la respuesta incorrecta (o distracter) no
puntúa.
120 minutos si se realiza el examen en la lengua materna
Duración 150 minutos (30 minutos adicionales) si se resuelve en inglés o
en una lengua que no sea la materna (en cuyo caso se permite el
uso de un diccionario)
Idioma Disponible en inglés
Formato Online o en papel
Curso preparatorio en un centro de formación acreditado (ATO)
Certificado ITIL® Version 3 Foundation Examination (o bien el de
Prerequisitos la versión V2 más el examen puente de actualización V2-V3).
15 créditos adicionales procedentes de la selección de módulos
del nivel Intermediate
Supervisado Sí
Libro Abierto No. No es posible consultar literatura ni apuntes
Aprobado 35/50 o 70%
Válido 5 créditos para la certificación ITIL® Expert in IT Service
Créditos
Management Certificate
Página xviii
Literatura recomendada para la preparación del examen

- Service Strategy; Cabinet Office
- Service Design; Cabinet Office
- Service Operation; Cabinet Office
- Service Transition; Cabinet Office
- Continual Service Improvement; Cabinet Office
Ver también: Esquema de Certificación ITIL®. Nivel ITIL® Intermediate

(intermedio)
Página xix
Descripción y Planificación del Curso:

ITIL® Intermediate. Gestión del Servicio a lo largo del Ciclo de
Vida
Objetivos
El objetivo de este curso es proporcionar a los asistentes los conocimientos
necesarios sobre cuestiones relacionadas con la Gestión del Servicio a lo largo
del Ciclo de Vida, tales como:
- Conceptos fundamentales del ciclo de vida

- Gestión de la comunicación y de los proveedores
- Integración de los procesos de gestión del servicio a lo largo del ciclo de
vida del servicio
- Gestión de los servicios a lo largo del ciclo de vida del servicio
- Gobierno y organización
- Métricas
- Implementación y mejora de la capacidad de la Gestión de Servicios
Participantes
Este curso está dirigido a profesionales TI, responsables de servicios TI,
directores y responsables de Informática, supervisores, gestores de procesos
ITIL® y personal de operaciones que necesiten adquirir o ampliar
conocimientos en los procesos relacionados con la Gestión del Servicio a lo
largo del Ciclo de Vida.
Duración
El curso tiene una duración de 30 horas distribuidas según detalle:
- Fundamentos Teóricos para la Gestión del Servicio a lo largo del Ciclo de
Vida –15 horas
- Caso de Estudio y Prácticas de Gestión del Servicio a lo largo del Ciclo de
Vida – 15 horas
(Ver sección: Estructura del Curso)
Planificación
El curso está basado en el Programa de Estudio del certificado ITIL®
Intermediate Qualification: Managing across the Lifecycle propuesto por The
APM Group Limited - The Cabinet Office's Official Accreditor.
Está diseñado desde un punto de vista teórico-práctico, de manera que los
fundamentos teóricos reciben una correspondencia práctica que permite
analizar y evaluar (niveles 4 y 5 de la Taxonomía de Bloom) los contenidos de
acuerdo con una situación (caso de estudio) real.
Página xx
Para cada unidad didáctica se detalla la siguiente información:

Nivel de dificultad, de acuerdo con la Taxonomía de Bloom
Descripción de la unidad temática
Objetivos formativos que se pretende conseguir
Contenido de la unidad (puntos a cubrir)
Literatura oficial en la que se basan los temas presentados1
Temario
1. Key concepts of the service lifecycle
- Nivel de dificultad: 5
This learning unit represents a brief re-cap of key concepts in the ITIL service
lifecycle, looked at from a strategic and managerial perspective, as an
introduction and foundation for the rest of the syllabus.
This unit considers both the perspective of integrating service management
processes across the lifecycle and the perspective of managing services across
the lifecycle.
To meet the learning outcomes and examination level of difficulty, the candidate
must be able to evaluate, justify, check, co-ordinate, detect, monitor, test, judge,
analyse, differentiate, organize, attribute:
- Managing services and service management (Any 2.1.1 - 2.1.3)
- The service lifecycle:
o The five stages of the service lifecycle and how they interact with each
other (Any 1.2)
o Considering services from end-to-end: justification, design, measuring,
testing, deploying, operating and looking for ways to improve (Any 2.4)
- Service value across the different stages of the service lifecycle:
o How service strategy elements dictate what constitutes value, and how
value is defined and measured (SS 1.1.4, SS 3.2.3)
o Realizing business value in service operation (SO section 3 up to and
including 3.1.1)
o Testing and demonstrating the service value in service transition (ST
4.6.3)
o Monitoring service measurements and using them to support all stages
of the service lifecycle (SO 5.1.2.12)
1
SS, SD, ST, SO, CSI: literatura oficial ITIL® edición 2011: Service Strategy, Service Design,
Service Transition; Service Operation; Continual Service Improvement; Cabinet Office
Página xxi
- Other key concepts:

o Core, enabling and enhancing services (SS 3.2.2.4, SS table 3.5)
o Organizing for service management (Any 2.2.3)
o Use of the RACI model to define and clarify roles and responsibilities,
particularly in interfaces between processes and between service
lifecycle stages (SD 3.7.4.1 – 3.7.4.2)
o Risk assessment and risk management (SS 5.6.5, SD 4.1.5.4, SO 8.3,
CSI 5.8.12, Any appendix 'Risk Assessment and Management')
o Sharing knowledge across the service lifecycle, and the use of
knowledge management (Any 2.2.5, ST 4.7.4 (not including 4.7.4.3), ST
4.7.5.1, ST 4.7.5.2, CSI 5.8.11)
2. Communication and stakeholder management
This learning unit covers the value of good communication and ensuring its flow
across the service lifecycle. It also addresses the effective co-ordination of
interaction with both the business and suppliers as key stakeholders.
must be able to evaluate, check, co-ordinate, detect, monitor, test, judge,
- Co-ordination of business relationship management across the service
lifecycle (SS 4.5.5.5) and the role of business relationship management in
communication (SS 6.8.8)
- Stakeholder management and communication (Any 2.1.5, ST 5.3)
- The value of good communication and ensuring its flow across the service
lifecycle:
o The use of service models to aid communication on service strategy and
value creation (SS 3.4.7, SS 8.3.1.2)
o Communication during service design (SD 4.1.5.3, SD 4.2.4.2)
o Communication during service transition (ST 5.1)
o Communication during service operation (SO 3.6)
o Communication during continual service improvement (CSI 8.5)
3. Integrating service management processes across the service lifecycle
This learning unit addresses how to build service management capabilities in
order that services flow through the service lifecycle. It includes interfaces
between key processes and lifecycle stages.
Página xxii
- The integration of service management through the service lifecycle (Any

figure 2.9, any 2.4.2)
- The impact of service strategy on other service lifecycle stages (SS 8.3)
- The value of a service lifecycle perspective when designing service solutions
(SD 3.7.1, including SD figure 3.8)
- The inputs and outputs of processes and stages in the service lifecycle (SS
3.9, SD 3.12, ST 3.3, SO 3.8, CSI 3.12, Any appendix 'Examples of inputs
and outputs across the service lifecycle')
- The value to business and the interfaces of all processes in the ITIL Service
Strategy core publication:
o Strategy management for IT services (SS 4.1.3, SS 4.1.6.4)
o Service portfolio management (SS 4.2.3, SS 4.2.6.4)
o Financial management for IT services (SS 4.3.3, SS 4.3.6.4)
o Demand management (SS 4.4.3, SS 4.4.6.4)
o Business relationship management (SS 4.5.3, SS 4.5.6.4)
Design core publication:
o Design co-ordination (SD 4.1.3, SD 4.1.6.4)
o Service catalogue management (SD 4.2.3, SD 4.2.6.4)
o Service level management (SD 4.3.3, SD 4.3.6.4)
o Availability management (SD 4.4.3, SD 4.4.6.4)
o Capacity management (SD 4.5.3, SD 4.5.6.4)
o IT service continuity management (SD 4.6.3, SD 4.6.6.4)
o Information security management (SD 4.7.3, SD 4.7.6.4)
o Supplier management (SD 4.8.3, SD 4.8.6.4)
Transition core publication:
o Transition planning and support (ST 4.1.3, ST 4.1.6.4)
o Change management (ST 4.2.3, ST 4.2.6.4)
o Service asset and configuration management (ST 4.3.3, ST 4.3.6.4)
o Release and deployment management (ST 4.4.3, ST 4.4.6.4)
o Service validation and testing (ST 4.5.3, ST 4.5.6.4)
o Change evaluation (ST 4.6.3, ST 4.6.6.4)
o Knowledge management (ST 4.7.3, ST 4.7.6.4)
Operation core publication:
o Event management (SO 4.1.3, SO 4.1.6.4)
o Incident management (SO 4.2.3, SO 4.2.6.4)
o Request fulfilment (SO 4.3.3, SO 4.3.6.4)
o Problem management (SO 4.4.3, SO 4.4.6.4)
o Access management (SO 4.5.3, SO 4.5.6.4)
Página xxiii
- The value to business and the interfaces of the seven-step improvement

process, along with the role other processes play (CSI 4.1.3, CSI 4.1.6.1,
CSI 4.1.7, CSI 4.1.8, CSI 4.1.9, CSI 4.1.10)
4. Managing services across the service lifecycle
This learning unit takes a high-level, holistic view of service management, from
the perspective of managing services and service components through the
service lifecycle. It focuses on capturing customer and stakeholder needs,
measuring service value to ensure that needs are met, and balancing potential
conflicts and competing issues with regards to challenges, critical success
factors and risks.
- Identification and assessment of customer and stakeholder needs and
requirements across all service lifecycle stages, and ensuring appropriate
priority is given to them (SD 3.3, SD 3.4, SD 3.5)
- How the service design package (SDP) provides a link between service
design, service transition and service operation (SS 8.3.1.2, SD 4.1.1, ST
4.1.4, ST 4.1.5.2)
- Managing cross-lifecycle processes to ensure appropriate impact and
involvement at all required service lifecycle stages:
o Flow of knowledge/experience/skills between lifecycle stages (ST 6.7.1,
SO 3.4)
o Involve service transition in early stages of the service lifecycle (ST
3.1.12)
o Involve operations staff, business users and other relevant stakeholders
in service rehearsals (ST 4.4.5.2 service rehearsals)
- Implementing and improving services, using key sources of information for
identifying the need for improvement:
o Service level management (SLM) review meeting – reviewing
management information and trends to ensure that services are meeting
agreed service levels (SD 4.3.5.6, CSI 3.6)
o Customer satisfaction surveys (SS 4.5.4.4, SD 4.3.5.7, SO 6.3.5.1, SO
table 6.1)
o Reviewing business trends and changed priorities, and keeping ahead of
business projections (SS 4.1.5.1 – 4.1.5.4)
- The challenges, critical success factors and risks of the service lifecycle
stages, and potential conflicts and competing issues across the service
lifecycle (SS 9.1 – SS 9.3, SD 9.1 – SD 9.3, ST 9.1 – ST 9.3, SO 9.1 – SO
9.3, CSI 9.1 – CSI 9.3)
Página xxiv
5. Governance, roles, people, competence and the organization

This learning unit concentrates on governance and the organizational structure
required for successful management and delivery of IT services across the
service lifecycle.
Starting with the need for governance, it covers the people skills and
competencies, the types of service providers and organizational structures.
- Governance:
o The importance and impact of good governance on service management
(SS 5.1)
o The use of governance in sourcing (SS 3.7.5)
o The role of the IT strategy or steering group in setting direction, policy
and strategy for IT services (SD 3.1.6)
o The application of governance in change management, through change
authorization to ensure the integrity of live services. The role of the
change advisory board (CAB) (ST 4.2.5.5, ST 4.2.5.10)
o The support from management systems to ensure appropriate
governance (Any 2.3.2, SS 5.2)
- Organizational structure, skills and competence:
o The challenge and application of organizational development (SS 6.1)
o Assessing and applying various organizational structures for service
management, and combining several perspectives in matrix
organizations (SS 6.3, SS 6.4, SS 6.7, SD 6.2.3, ST 6.2.1, ST 6.3, SO
6.2.1)
o Skills and competence (Any of SS 6.10, SD 6.5, ST 6.6, SO 6.9, CSI 6.6)
- Service provider types and service strategies:
o The different service provider types, and the implication of choosing a
specific type (SS 3.3, SS 8.1 up to but not including 8.1.1)
o The selection of appropriate service delivery strategies (SD 3.11.2,
including SD table 3.5)
6. Measurement
This learning unit focuses on the types of measurements that can be used to
support the monitoring of service management activities and IT services
throughout the service lifecycle.
Página xxv
- Measuring and demonstrating business value (SD 3.1.4)
- Determining and using metrics:
o Service measurement (CSI 3.9)
o Service, process and technical metrics (CSI 5.5 up to but not including
5.5.1)
o CSFs and KPIs (CSI 5.5.1, CSI 5.5.1.1, CSI 5.5.1.2)
o Using measurements and metrics to validate, justify, direct, intervene
(CSI 5.5.5)
- Design and development of measurement frameworks and methods:
o Design and development of a service measurement framework (CSI
5.4.1, CSI 5.4.4)
o Designing measurement methods and metrics (SD 3.7.5)
o Monitoring and control systems (SO 5.1)
o Monitoring, reporting and control (SO 5.1.1)
o Monitor control loops (SO 5.1.2 excluding 5.1.2.6)
- Use of event management tools to increase visibility of the infrastructure and
IT service delivery (SO 7.2, CSI 7.1.3)
7. Implementing and improving service management capability
This learning unit covers various techniques for implementing service
management capability and for assessing service management maturity and
performance to enable effective service management improvement. It also
addresses how organizational change can be best achieved.
- Implementing service management
o Understanding the high-level goals and objectives of the organization.
Identifying the external (legislation, competitors, etc) and internal
(organizational structure, culture, etc) drivers (CSI 3.1, CSI 3.5)
o Service strategy implementation taking a service lifecycle approach (SS
8.2)
- Assessing service management
o Assessing the current situation regarding service provision:
> Strategic assessment (SS 4.1.5.1 – 4.1.5.3)
> SWOT analysis (CSI 5.5.9)
> Gap analysis and IT service management maturity
assessment (CSI 5.2.5, CSI 5.3.10.1)
Página xxvi
> ISO/IEC 20000 certification (CSI A.6)

> Six Sigma (CSI A.15)
> COBIT (CSI A.5)
> CMMI (CSI A.13, CSI Table 5.3)
o Assessing current and defining future required maturity levels, quality
and cost of provision (SS 4.1.5.14, SS 4.2.4.12, CSI 5.2, CSI figure 5.2)
o Using benchmarking to identify need for improvement for each service
lifecycle stage (CSI 5.3)
- Improving service management
o Planning for improvement with short-, medium- and longerterm
improvement initiatives (CSI 3.4)
o Using the CSI approach and Deming Cycle to ensure that the
organization continues to move forward with continual improvement (CSI
figure 3.1, CSI 3.8)
o The seven-step improvement process, to measure progress and enable
potential improvements to the service lifecycle to be identified (CSI 4.1.5)
- Key considerations for implementation and improvement of both the practice
of service management and the services themselves:
o Having the appropriate business case which shows the return on
investment or the return on value (SS 3.6 up to SS 3.6.2, SS 4.2.3, SS
5.6.6, CSI 5.6)
o Stakeholder change management (SS 6.2, ST 5.2, CSI 8.4)
- Key considerations when planning and implementing service management
technologies (SO 8.5)
Material didáctico y literatura recomendada

Los participantes reciben el material didáctico correspondiente a los contenidos
impartidos durante el curso:
- ITIL® Intermediate. Gestión del Servicio a lo largo del Ciclo de Vida.

Edición 2011. (Manual del Alumno v.1.0). Mediagora, SL. ISBN: 978-
84-8414-089-4
Asimismo, como material de referencia se recomienda consultar la siguiente
bibliografía:
Página xxvii
Estructura del Curso

El curso se estructura en dos partes diferenciadas, aunque absolutamente
complementarias:
- PARTE 1: Fundamentos Teóricos para la Mejora Continua del Servicio
- PARTE 2: Caso de Estudio y Prácticas de Gestión del Servicio a lo largo
del Ciclo de Vida
La primera de ellas presenta la vertiente más teórica del curso; enfocada al
desarrollo y comprensión de los distintos contenidos presentados en los
manuales oficiales de ITIL®. Comprende una duración de 15 horas y está
formulada siguiendo el Qualification Syllabus oficial de contenidos publicado
por The APM Group Limited - The Cabinet Office's Official Accreditor.
La segunda parte comprende el estudio de un caso y la resolución de una serie
de preguntas relacionadas con dicho caso. Se desarrolla durante 15 horas y
presenta dos objetivos claramente definidos:
- Mejorar la preparación del alumno a la hora de enfrentarse al examen
oficial
- Incrementar los contenidos presentados durante la parte teórica del
curso; concretamente focalizando dichos contenidos en supuestos de
aplicación práctica relacionados con lo aprendido previamente
La estructuración del presente curso en base a dicho formato responde al
particular enfoque de ITIL®, el cual va mucho más allá de la mera presentación
y comprensión de contenidos puramente teóricos. Así, el objetivo principal es
acercar al alumno a un nivel superior de aplicación de las buenas prácticas
recogidas en los distintos manuales de ITIL®.
Página xxviii
PARTE 1
| Fundamentos Teóricos para la Gestión del Servicio
a lo largo del Ciclo de Vida |
ITIL® Intermediate
Gestión del Servicio
a lo largo del Ciclo de Vida
Course objectives
• To give students the skills to support an organization’s service delivery

across the whole of the service lifecycle
• To build on knowledge gained during preceding lifecycle and capability
courses
• To focus on strategizing, planning, using and measuring ITIL practices in
a functional model using:
o Integrated lifecycle stages
o Integrated processes
o Shared data, information and knowledge
• To enable the student to gain competencies in:
o Key concepts of the service lifecycle
o Governance and organization
o Integrating service management processes across the service lifecycle
o Communication and stakeholder management
o Implementing and improving service management capability
o Managing services across the service lifecycle
o Measurement
2
1
Course and examination requirements
• Candidates for the training and examination should fulfil the

following requirements:
o Hold the ITIL Foundation Certificate or equivalent (2 credits)
o Have obtained a minimum of 15 further credits through formal
intermediate or approved complementary qualifications
o Complete an approved training course
o Have reviewed and studied their foundation and intermediate level
knowledge gained from previous ITIL courses (recommended)
o Are familiar with the syllabus and the lifecycle publications
(recommended)
Examination information
• The ITIL Qualification: Managing across the Lifecycle

• Closed book, supervised exam
• 10 multiple choice, gradient scored questions based on a
single case study
• Questions have 4 possible answers worth 5, 3, 1, 0 marks
• 120 minutes to complete
• Pass:
o 70% required or 35 out of 50 marks
2
The structure of ITIL qualifications
Advanced
Level
5 Days
Expert
Level
3 Days
5 Days
Intermediate
Level
3 Days
Foundation
Level
Key concepts of the service

lifecycle
3
Introduction
• This section contains a brief recap of the key concepts in

the service lifecycle
• It considers the perspectives of:
o Integrating service management processes across the lifecycle
o Managing services across the lifecycle
Agenda
• Managing services and service management

• Service value across the different service lifecycle stages
• Other key concepts including:
o Service types
o Organizing for service management
o Use of the RACI model
o Risk assessment
o Sharing knowledge across the service lifecycle
4
Services and
service management
ITIL and IT service management
Support for a market

sector or technology
Core publications
Supporting products including

process maps, templates,
training
10
5
The overall picture
Business IT service provider

customer
Service
Process
Warranty and utility
Business process
Value created
Function
Function
Function
Function
Service
Process
Service
Resources and capabilities
11
Services and IT services
• A service is a means of delivering value to customers by

facilitating outcomes that customers want to achieve,
without the ownership of specific costs and risks
• An IT service is made up of a combination of information
technology, people and processes and should:
o Directly support the business processes of one or more customers
o Document its service level targets in a service level agreement
12
6
Types of service
Enhancing services Customers

Services that are added
to a core service to
make it more exciting or
enticing to the customer
Core service
Delivers the basic
outcomes desired by one
or more customers
Enabling services
Services that are
needed in order for a
core service to be
delivered
13
What is service management?
• Service management is a set of specialized organizational

capabilities for providing value to customers in the form of
services
• These capabilities take the form of functions and processes
for managing services over a lifecycle
• The capabilities represent a service organization’s capacity,
competency and confidence for action
• The act of transforming resources into valuable services is
at the core of service management
14
7
Value
• Value is defined by customers

Business
• Value is characterized by the level to which the outcomes
service meets customer expectations
• Value is also dependent on customer’s
preferences and perceptions which will be
influenced by the mix and price of services on
VALUE
offer Preferences Perceptions
• Value changes over time in response to
changing business circumstances
Components of
value
15
Value creation
VALUE Positive Negative

difference difference
Losses
from
utilizing
Gains from the service
utilizing
the service Economic
Net
value of
difference
service
Based on DIY
or existing
arrangements
PLUS MINUS EQUALS
Reference
Value
16
8
Service assets used to deliver services

Management
Organization
Prospects
Create
Competitors
value
Regulators Service provider
Suppliers Processes
Influence
Capabilities
Knowledge
Goods/
Demand Coordinate,
services
control, and
Consume deploy
People Asset
assets
types
Customers
Resources
Supply
Generate returns Information
(or recover costs)
Applications
Infrastructure
© Crown copyright 2011. Reproduced with permission from the Cabinet Office Financial capital
17
Overview
of the service lifecycle
9
The lifecycle approach to service management
19
Service lifecycle summary
• Service strategy
o Value creation begins here with understanding organizational
objectives and customer needs
o ITIL Service Strategy provides guidance on how to use service
management as a strategic tool to satisfy business needs
o Asks why something should be done before asking how
• Service design
o Service design turns service strategy into the blueprint for delivering
the business objectives
o ITIL Service Design provides guidance for the design of services
(new or changed) and service management processes
• Service transition
o ITIL Service Transition provides guidance for the development and
improvement of capabilities for introducing new and changed
services into live service operation
20
10
Service lifecycle summary (cont.)
• Service operation
o Service operation is where strategic objectives are ultimately
realized and embodies practices in the management of the day-to-
day operation of services
o ITIL Service Operation provides guidance on achieving effective and
efficient delivery and support of services to ensure value for the
customer, user and the service provider
• Continual service improvement
o Continual service improvement combines principles, practices and
methods from quality management, change management and
capability improvement
o ITIL Continual Service Improvement provides guidance on service
improvement through better strategy, design, transition and
operation of services
21
Continual feedback and the service lifecycle
Service strategy
strategies, policies,
standards Feedback
lessons learned Feedback
for improvement lessons learned
for improvement
Service design
Plans to create and modify
Output services and service
management processes Feedback
lessons learned Feedback
for improvement lessons learned
for improvement
Service transition
Manage the transition of a
Output new or changed service
and/or service management Feedback
process into production lessons learned
for improvement
Service operation
Day-to-day operations of
Output services and service
management processes
Continual service improvement

Activities are embedded in the service lifecycle
22
11
Service strategy value to the business

• Enables activities performed by the service provider to be linked
to outcomes that are critical to internal or external customers
• Enables the service provider to have a clear understanding of
what types and levels of service will make its customers
successful
• Enables the service provider to respond quickly and effectively to
changes in the business environment
• Supports the creation and maintenance of a portfolio of
quantified services which enables the business to achieve a
positive return on its service investments
• Facilitates communication between the customer and the service
provider
• Provides the means for the service provider to organize itself so
that it can provide services in an efficient and effective manner
23
Service design value to the business
• Reduce total cost of ownership

• Improve quality and consistency of service
• Ease of implementation
• Improve service alignment and performance
• Improve IT governance
• Improve the effectiveness of service management and IT
processes
• Improve information and decision making
• Improve alignment with customer values and strategies
24
12
Service transition value to the business
• Enables higher volumes of successful change

• Enables service transition assets to be shared and re-used
across projects and services
• Reduces delays from unexpected clashes and
dependencies
• Reduces the effort spent on managing the service transition
test and pilot environments
25
Service transition value to the business (cont.)
• Increases confidence that the new or changed service can

be delivered to specification without unexpectedly affecting
other services or stakeholders
• Ensures that new or changed services will be maintainable
and cost-effective
• Improves control of service assets and configurations
26
13
Service operation value to the business
• Service operation is where the actual value of services is

seen from a customer viewpoint
• Be aware that this value can be limited by:
o Ineffective planning for the costs of ongoing management of services
o The ability to obtain funding to fix design flaws
o The ability to obtain funding for improving the efficiency of service
operation, including training
o The willingness to maintain continual improvement of services that
are operational and not experiencing particular problems
27
Continual service improvement across the service

lifecycle
• Service operation and CSI need to agree on which areas

need to be monitored and for what purpose
• Monitoring should focus on detecting exceptions and
resolutions
• CSI require regular performance reports in order to
recognize improvement opportunities
• Monitoring for CSI will change over time
28
14
Discussion point
• Using your skill and experience describe how a typical

service, such as the on-line banking mentioned in the case
study would traverse the service lifecycle
29
Organizing for service

management – functions,
processes and roles
15
Organizing for service management
Groups
Function Team
Role
Departments Division
31
Functions across the lifecycle
• Functions are units of organizations specialized to perform

certain types of work and be responsible for specific
outcomes
• They are self-contained with capabilities and resources
necessary for their performance and outcomes
• Capabilities include work methods internal to the functions
• Functions have their own body of knowledge, which
accumulates from experience
32
16
Functions across the lifecycle (cont.)
• They provide structure and stability to organizations

• Functions are a way of structuring organizations to
implement the specialization principle
• Functions typically define roles and the associated authority
and responsibility for a specific performance and outcomes
• Coordination between functions through shared processes
is a common pattern in organization design
33
Processes
• 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 that provide transformation towards a goal, and
utilize feedback for self-reinforcing and self-corrective
action, function as closed-loop systems
• Processes:
o Are measurable
o Have specific identifiable and countable results
o Deliver results to customers or stakeholders
o May be ongoing or iterative but should be traceable to a specific
event
• Service management processes are applied across the
lifecycle
34
17
Organizational context
• When designing a service or process it is essential that all

roles are clearly defined to enable fast and effective
decision making
• This can be done using a RACI responsibility matrix to:
o Clarify operational roles, responsibilities and relationships
o Define levels of accountability
o Coordinate participation in every business activity
• This will help to:
o Agree what activities need to be done
o Define and agree accountabilities
o Improve communication
o Avoid duplication of effort
o Get jobs done, properly, on time
o Avoid blame culture
35
RACI matrix to illustrate service level management

across the lifecycle
Financial management
Service level manager
Business relationship
Operations manager
management teams
Change manager
Process owner
Technical and
Service desk
applications
Service
Customer
manager
level
management
Document SLRs C R A
C I
Design Negotiate SLA C R C CI C I A
Transition Negotiate SLA C R C CI C C A
Monitor performance
Measure customer satisfaction R R R R A
Measure customer
Measure customer satisfaction
satisfaction R C C R A
Produce service
Produce servicereports
reports R I I C R R A
Conduct service review C R I C C C A
Review SLA C R C R C C C I A
Operation Log and manage complaints I I A
R C R I
CSI Identify service improvements R C C,I R R R R C A
R = responsible, A = accountable, C = consulted, I = informed
36
18
Functional analysis
• After completing a RACI matrix an analysis by function

should take place looking at:
o Are there a lot of ‘As’ – if so then duties may not be segregated
properly, this can cause a bottleneck and delay decisions
o Are there a lot of ‘Rs’ – if so then this function may be overloaded –
are the responsibilities in the right place?
o No empty spaces – looks like this function is doing the whole task –
is that how it should be?
o Does the level and type of participation match the function’s
qualifications?
37
Activity analysis
• Following on from the previous slide we should now look

across the activity rows and analyse:
o Is there more than one A - this is an error as accountabilities should
not be shared
o No ‘As’ – there should be as someone needs to be accountable
o More than one ‘R’ – that is OK – but it needs to be checked that the
roles understand how this will work – or no-one may take the
responsibility
o Many ‘Cs’ – do we need to ask so many roles? It may slow the
process down
o No ‘Cs’ or ‘Is’ – are communication channels open in the
organization? If not this can lead to poor decisions being made
38
19
Discussion point
• The specific roles within ITIL service management all

require specific skills, attributes and competences from the
people involved to enable them to work effectively and
efficiently
• Paint a profile of the type of skills and competences that
could be used in job advertisements which would be
common to each of the following posts:
o Service desk analyst
o Service level manager
o Problem manager
39
Managing and assessing risks
20
Risk management
• Risk management is carried out throughout the service

lifecycle
• Executing a service strategy should include a plan to deal
with risks:
o Identifying risks – naming and documenting
o Analysing risks – quantifying impact and probability
o Managing risks – agree, implement and review the action plan
41
The value of effective risk management to the lifecycle
• Risk management begins at the earliest stage of the

lifecycle and continues throughout the operational life of a
process or service
• Risk management is an essential part of the decision
making process at each and every stage of the lifecycle for
example:
o Poorly thought out business case (strategy)
o Lack of feasibility of technical solution (design)
o Evaluating if the release is ready for deployment (transition)
o Risk of unavailability of the service (operation)
o Not discussing improvement opportunities with the business (CSI)
42
21
The balanced approach to risk
• Risk taking is inevitable if an organization is to achieve its

objectives
• Risks must always be balanced against the potential
rewards associated with the need to change
• The aim is to support better decision-making through a good
understanding of risks and their likely impact
43
Reasons for a risk management process
To demonstrate To comply with legal and

To exploit opportunities regulatory requirements
by enabling innovation conformance to best
through new practice and standards e.g. Data Protection Act,
technologies e.g. ISO 20000, COBIT, Sarbanes-Oxley, EU
ISO 27001, etc. Directives, etc. etc.
To achieve and To manage external

demonstrate true changes in culture,
corporate governance political environments
and address other
policy initiatives Delivering business etc.
services
To control acquisition (or
To avoid the impact of development) of new
failure (perceived or products or services
actual) through public
or commercial through appropriate
embarrassment, procurement and
To maintain business
financial loss continuity and service contractual arrangements
provision through
To adapt to changes in adversity e.g. failure by To manage suppliers and
the market and/or suppliers, security breach ongoing services
customer needs or natural disaster
© Crown Copyright 2011 Reproduced under licence from the Cabinet Office 44
22
Risk analysis and management methodology
Assets Threats Vulnerabilities
Analysis
Risks
Management Countermeasures
45
Risk profiling
Most Severe
X
Event 3 X
X Event 4
Event 2 X
Severity
Event 5
Plan Reduce
X
X Event 6
Event 1
Least Severe
X
Event 7
Accept Manage
Least Likely Most Likely
Likelihood of Occurrence
46
23
Example risk register
Risk Owner Description Prob- Impact Exposure Proposed actions Date raised
No. ability
1 HGT 3 3 9 Manage…….. 22/11/08
2 KIL 4 5 20 Reduce…….. 03/12/08
3 PTY 1 1 1 Accept……… 12/11/08
4 LKM 1 4 4 Plan……….... 14/09/08
Key
Probability Impact Status
5 - > 80% 5 - Critical RED – Not yet addressed or progressed
4 - > 60% 4 - High AMBER – Being addressed and some progress made
3 - > 40% 3 - Medium GREEN – Being addressed and significant progress
made
2 - >=20% 2 - Low
BLUE – Risk management action taken and completed
1 - < 20% 1 - Negligible
47
Sharing knowledge
24
The value of shared knowledge
• During the service lifecycle an organization needs to focus

on retrieving, sharing and utilizing its knowledge
• This will reduce the need to rediscover knowledge and
therefore increase efficiency and reduce costs through
problem solving, dynamic learning, strategic planning and
decision-making
• Having the right knowledge at the right time in the right
place will facilitate better decision making
• Good management and utilization of knowledge will
increase the intellectual capital of the organization
49
Example of data and information in the SKMS
50
25
Example SKMS architecture
Asset and Self

Governance Quality Services Service
Portal config. service
Presentation view mgt view view desk view
view view
layer
Search, browse, retrieve, update, publish, subscribe, collaborate
Knowledge Query and Performance

Reporting Modelling Monitoring
processing analysis management
layer
Service knowledge management base

Information Integrated CMDB and other integrated data and information
integration
layer Meta
Schema Reconciliation Extract Transform Mining
data
Other External
Service Unstructured
CMDBs DML structured database
Data layer portfolio data
data links
Discovery Collection Audit
51
Knowledge management process overview
Knowledge Knowledge transfer Data and Using the SKMS

management information
strategy management
Establish
requirements
Learning styles
Define architecture
Knowledge visualization management
Knowledge procedures
identification,
Driving behaviour
capture and Evaluation and
maintenance improvement
Transfer media
52
26
Summary
• This module covered some of the key concepts of the

service lifecycle from the perspectives of
o Integrating service management processes across the lifecycle
o Managing services across the lifecycle
• Topics covered included
o The fives stages of the lifecycle and their interactions
o The role of service strategy in deciding service value
o Organizational considerations
o Risk management and knowledge sharing
53
Governance and organization
27
Introduction and agenda
• This section covers governance and the organizational

structures for successful management and delivery of IT
services
• Agenda
o Service provider types and service strategies
o Organizational structure, skills and competencies
o Governance and service management
55
Service provider types

and strategies
28
Service strategy concepts - service provider types
• Type I – Internal service provider

o Typically business functions embedded within the business units
they serve
• Type II – Shared services unit
o The shared services unit is normally a consolidated autonomous unit
which may serve many business units as direct customers
• Type III – External service provider
o Customers can pursue sourcing strategies requiring services from
external suppliers
o These suppliers can offer competitive prices and drive down costs by
consolidating demand
57
Service strategy implementation
Market
Customer space
Strategic perspective
Strategic positions
Service management
plans Feedback
Feedback
Patterns of execution
(through the lifecycle)
58
29
Sourcing strategy
Multi-vendor
Selective outsourcing sourcing
Consortium
Prime
Best-in-class Direct control
capabilities
Traditional
Full service outsourcing sourcing
Shared services
Internal
Internal sourcing
59
The service sourcing staircase
• best-in-class transaction costs

• leverage external expertise for CSI
Multi-vendor
• increased flexibility to adapt to
outsourcing customer demands
• turnkey availability
• ability to integrate merger and
Scale ceiling acquisition activity quickly
• focus on core capabilities

• lower predictable cost of service
Single-vendor • guaranteed service levels
outsourcing
Capability • turnkey availability
ceiling • freedom from retaining non-core employees
• cost reduction via service standardization, simplification and

Internal automation
shared
• resource pooling through economies of scale
service
• improved performance metrics
60
30
Sourcing structures
Option Description
Insourcing In house development and support
External development and support – well
Outsourcing defined – formal arrangement
Combination of in/outsourcing, or group of
Co-sourcing or multi-sourcing outsourcers
Partnership Strategic partnerships
Re-location of entire business function or
Business process outsourcing process e.g. call centres
Formal arrangements for the supply of on-
Application service provision demand software applications
Business expertise utilizing advanced
Knowledge process outsourcing specialist skills
Specific pre-defined services, usually on-
Cloud demand
Different sources from different vendors, often
Multi-vendor representing different sourcing options from
the above
61
Discussion point
• In the case study the corporate vision is firmly focused on

rapid expansion with aggressive targets
• Based on this the business executive board in conjunction
with the CIO have reviewed the current sourcing strategy
• They have produced a high level strategy with the following
key sourcing options:
o Selectively out-source non-core services e.g. statement production
o Enter into partnerships with key organizations in the insurance sector
o Future requirement to engage with “cloud” providers to facilitate
growth of internet banking
• What would be the main advantages and disadvantages of
the chosen approaches?
62
31
Organizational structure
Organizational development
• Service management orientation may require organizational

change
• The choice of which organizational design is right for an
organization depends upon on strategic objectives and the
trade-offs between distinct design choices
• Organizational design often wavers over time
o Organizations performing well tend towards a decentralized structure
with local management autonomy
o Organizations experiencing difficulties tend towards a centralized
structure where local managers have less or no autonomy
• The challenge is to decide how best to manage the
organization in the context of the centralized-decentralized
spectrum
64
32
The centralized-decentralized spectrum
Functional IT
leadership
Unresponsive Group-wide Excessive
perspective cost to group
Scale
No BU ownership economies Users control
of systems IT priorities Variable
Control of BUs have standards of IT
No BU control of standards competence
ownership
central overhead costs
Critical mass Responsive Unnecessary
to BU needs reinvention
Doesn’t meet every of skills
Pooled
BU’s needs No synergy
experience
Synergy
Centralized Federated Decentralized
© Crown copyright 2011. Reproduced with permission from the Cabinet Office 65
Organizational development
• There is no one best way to organize

• As strategy develops and matures, managers should plan
for organizational development
• An organization’s age and size affects the structure and
roles and responsibilities must change as organizations
grow and mature
• Service orientation brings a need for efficiency and
discipline
• The risk is that more formality and complexity leads to
organizational structures that are too rigid and bureaucratic
• Organizational development can occur over time (evolution)
or as a result of management upheaval (revolution)
66
33
Stages of organizational development

Stages of organizational development
Services through collaboration
Stages of management upheaval

Challenge of bureaucracy
Services through coordination
Challenge of control
Services through delegation
Challenge of autonomy
Services through direction
Challenge of leadership
Services through network
67
Organizational departmentalization
• As functional groups become larger and include many types

of people, it they can be thought of as departments
• Departments can be oriented by:
o Function – for specialization and pooling of resources
o Product – for servicing businesses with new and diverse products
(usually adopted by manufacturers)
o Market space or customer – for providing differentiation in the form of
increased knowledge of and response to customer preferences
o Geography – for providing services in close geographical proximity,
reducing travel and distribution costs and exploiting local knowledge
o Process – for providing end-to-end coverage of a process
• Organizations may adopt hybrids of these structures
68
34
Strategic considerations
Structure Strategic considerations

Functional Specialization
Common standards
Small size
Product Product focus
Strong product knowledge
Market space (or Service unique to segment

customer) Customer service
Buyer strength
Rapid customer service
Geography On-site services
Proximity to customer for delivery and support
Organization perceived as local
Process Need to minimize process cycle times
Process excellence
Organizational design
• The starting point for organizational design is strategy
Organizational
Strategic forces Process focus
structure
Partnership High
Collaboration
Control and harmonization
Coordination
Process and
decentralization
Delegation
Structure and centralization
Directive
Speed and creativity
Network
Low
70
35
Organizational design steps
Strategy • Clearly defined strategic

criteria drive the flow
Departmental structure
Key processes
Organizational structure
Key people
Roles and responsibilities
Performance measures
Training and development
71
Governance and
service management
36
What is governance?
• Governance is the system by which organizations are

directed and controlled
• In particular, governance is concerned with the potential
abuse of power and the need for openness, integrity and
accountability in the decision-making processes of the
organization
73
The importance of governance
• Governance is the single overarching area that ties IT and

business customers together
• Services are one way of enabling governance for
organizations
• All changes to IT services must take into account existing
and potential future governance issues
74
37
Governance - strategy, policy and plan
STRATEGY
Sets direction
POLICY
Rules about boundaries,
how decisions are made
and how money is spent
PLAN
What the organization actually decides to
do
75
Discussion point
• Using the case study, highlight any areas that have

significance or a bearing on the governance of IT
• Are there any risks to IT governance that you have already
identified within your risk log?
• Are there any additional risks from a governance
perspective that need to be added to the risk log?
76
38
Governance activities
IT governance
Evaluate
Direct Monitor
proposals
Service portfolio
IT plans
Business Performance
policies
proposals conformance
Business
77
Who governs? – roles in governance
• Governor(s)
o A person or group specifically appointed to ensure the organization
adheres to rules and policies and fulfils its mission
o May not be managers in the organization that they govern
• Executive
o A group of senior managers responsible for the day-to-day
governance on behalf of the governors and execute the governance
policies
o Members of the executive have a dual role of governance and
management
• Chief executive officer (CEO)
o Provides the link between the governors and the executive
78
39
The governance of IT
• The standard for corporate governance of IT is ISO/IEC

38500
• ISO/IEC 38500 refers to ‘corporate governance of IT’
implying that IT must complies with the policies and rules of
the organization
• Normally the chief information officer (CIO) or senior IT
manager enforces corporate governance within the IT
service provider
• The CIO may also be part of the executive that defines and
translate governance for managers
79
Governance bodies
Chairperson
Governors Company secretary
(responsible for corporate
governance)
Treasurer
Corporate officers
Chief executive officer

Chief financial officer
The executive
Chief operations officer
(responsible for execution and
enforcement of corporate Chief administrative officer
governance) Chief marketing officer
Chief information officer
Senior business executives
IT steering group Chief information officer

(responsible for defining how
Chief information officer direct reports
IT works with other business
areas to execute corporate Business leaders
governance and strategy Business relationship managers
80
40
The role of the IT steering group
Corporate strategy and plans

• To ensure that business
and IT services remain
IT steering group
synchronized by:
o Prioritizing investment
opportunities in relation to
corporate and business
Business strategy and plans strategy
o Ensuring that the projected
business benefits of
investments are realized
IT strategy and plans
Service portfolio
81
IT steering group (ISG)
• A committee formed to ensure that business and IT services

remain synchronized
• Functions as a partnership between IT and the business
• Carries overall accountability for setting the following for IT
services:
o Governance
o Direction
o Policy
o Strategy
82
41
Service strategy and governance
• Governors are responsible for the strategy of the

organization
• For organizations, strategy is normally managed by the
executive or a dedicated strategy and planning department
reporting to the CEO
• Each part of the organization should produce its own
strategy grounded in the corporate strategy
• For internal IT service providers, strategy management may
be overseen by the CIO and the IT steering committee
83
Service strategy and governance (cont.)

• The service portfolio
o An integral part of fulfilling governance since the nature, content and
investment costs of services are directly related to whether the strategy is
achievable
• Financial management for IT services
o Evaluates what investment is required to execute service strategies
o Ensures that strategies are executed within the appropriate costs
o Measures whether the strategy was achieved within the defined limits
• Demand management
o Demand management helps to define the boundaries within which the
strategy will be effective in terms of business activity and service
performance
• Business relationship management
o Defines requirements and performance of services to customers
o Makes it possible for customers to comply with corporate governance in their
organizations
84
42
Sourcing governance
• Weaknesses in governance often cause sourcing strategies

to fail
• Areas that can improve weaknesses include:
o A governance body – to make decisions related to sourcing
relationship
o Governance domains – covering specific areas of the service
sourcing strategy
o A decision rights matrix – e.g. a RACI chart for decision making
o Effective supplier management – to manage contracts and external
suppliers
85
Governance in change management
• Change management plays an essential part in helping the

business to achieve its governance targets
• Changes should be evaluated from the context of
governance related issues (e.g. security, legal etc.)
• Authorization of changes should also be subject to
governance to ensure the integrity of live services from
inappropriate changes
• The culture of the organization will influence the manner in
which changes are authorized
86
43
Governance in change management – authority matrix
Business Risk level 1

Communications executive High cost
decisions board
high risk
actions
IT Risk level 2
management
board e.g. Affects multiple
services or areas
Risk level 3
CAB or ECAB e.g. Affects local or
service group
Risk level 4
Change manager
e.g. minor
Communications (normal) change
escalations, risks,
issues Risk level 5
Local
authorization e.g. standard
change
87
The role of the CAB or ECAB in the governance of

changes
• The CAB or ECAB should consider:

o The impact the change will make on the customer’s business
operation
o The effect on the infrastructure or customer service
o The impact on other services or projects
o The impact on non-IT infrastructure
o The effect of not implementing the change
o IT, business and other resources required to implement the change
o The current change schedule and projected service outage
o Additional ongoing resources after implementation
o Impact on continuity, capacity, availability, service levels, security,
data, test scripts, implementation scripts
o Impact on operational activities
88
44
Management systems supporting governance
A management system is “a framework of policy, processes, standards, guidelines

and tools that ensures an organization, or part of it, can achieve its objectives”
Quality management system Service management system
Governance
Environmental system Information security

management system
89
Summary
• Organizational considerations for service strategy include:

o Applying the centralized-decentralized spectrum
o Adopting appropriate departmental structures
o A logical approach to organizational design using defined strategic
criteria, departments, functions and processes
90
45
Summary
• Governance is what defines the common directions, policies

and rules that both the business and IT use to conduct
business
• Governance is expressed in a set of strategies, policies and
plans
• The organization strategy forms the foundation for how the
organization will be governed and managed
• The governance and strategy of IT must be grounded on the
governance and strategy of the organization
91
Implementing and improving

service management capability
46
Introduction
• This learning unit covers the various techniques required to:

o Implement service management
o Assess service management
o Improve service management
• It also addresses:
o Key considerations for the implementation and improvement of both
the service management practice and the services themselves
o Key considerations when planning and implementing service
management technologies
93
Agenda
• Implementing service management

• What is the vision?
• Where are we now? – assessing service management
• Assessment tools
• Where do we want to be? – gap analysis
• How do we get there? – the CSI register
• Did we get there? – the seven-step improvement process
• How do we keep the momentum going? – the Deming Cycle
• Key considerations for implementation and improvement
94
47
Implementing
service management
The service lifecycle
• Although it may not be formally in place the

service lifecycle is the recommended
method for implementing and improving
service management
• It will also help to ensure all aspects are
covered:
o People
o Process
o Products
o Partners
96
48
Lifecycle approach to implementing service

management
• Setting the strategy

o Current state assessment
o Target state definition
o Gap analysis
o Project identification
o Project planning and estimation
o Project consolidation
o Roadmap
97

management (cont.)
• Designing service management processes, tools and organizational

structure according to requirements
• Designers are not always free to design the most appropriate solution
because it does not fall within imposed constraints
Effectiveness
Compliance with
Resource constraints Desired
standards and
including schedules solution
regulations
Acceptable Existing
Copyrights, patents solution commitments
and trademarks
Other constraints:
Values Policy, governance etc.
and
Capability constraints
ethics
Technology Comparative unit
constraints costs
Efficiency
49

management (cont.)
• Transitioning service management

o Service management processes and tools will be built or purchased
(and customized if necessary), tested and deployed
• Operating service management
o Execution of service management processes
o Overall responsibility remains with service provider executives
99

management (cont.)
• Continual improvement of service management

o Assessment of the metrics of each process and evaluation of the
effectiveness and efficiency of each process
o Revision of the requirements for metrics and information as the
processes mature
o Identification of opportunities for improvement of processes
o Evaluation of whether ITSM and services are meeting the objectives
set, and plans to address the situation if they are not
100
50
The CSI approach
101
What is the vision?
51
Contents of a vision
• A description of what the organization intends to become in

the future
• A vision is created by senior management and is used to help
influence culture and strategic planning
• It should:
o Have a customer/user focus
o Be consistent with the goals, objectives and values of the organization
o Try to change the focus of the people locked into the current state
o Align business and IT strategies
• It should cover:
o All aspects of what is to be delivered
o Outcomes
o Characteristics
o Behaviours
103
Contents of a vision (cont.)
• The length of a vision is variable according to need,

however:
o It should be easily communicated – and therefore not too long
o If it is too big people will not read it
• It should be created under the control of the person leading
the initiative but:
o Must have senior management sign-off
o Normally created in a workshop environment
• Uses for a vision include:
o Clarify the direction of an initiative
o Motivate people to take action to move toward the vision
o Coordinate activities of different people or groups
o Represent the view of senior management
104
52
Vision killers
• The following are factors which may derail the visioning

process:
o Tradition
o Fear of ridicule
o Stereotypes (people, conditions, roles)
o Complacency of some stakeholders
o Fatigued leaders
o Short term thinking
o People who will disagree with all suggestions from the team
105
Sample vision
• Our vision is to build total brand value by innovating to deliver consumer

value and customer leadership faster, better and more completely than
our competition. This vision is supported by two fundamental principles
that provide the foundation for all of our activities:
o Organizational excellence
o Core values
• Attaining our vision requires superior and continually improving
performance in every area and at every level of the organization
• Our performance will be guided by a clear and concise strategic
statement for each business unit and by an ongoing quest for excellence
within all operational and staff functions
• This quest for excellence requires hiring, developing and retaining a
diverse workforce of the highest calibre. To support this quest, each
function employs metrics to define, and implements processes to
achieve, world-class status
106
53
High level goals and objectives
• Implementing service management will only be successful if

there is a good understanding of the vision, mission, high
level goals and objectives of the business
• This vision, mission, goals and objectives should then be
used to drive the IT vision, mission, goals and objectives
• In turn the IT vision, mission, goals and objectives will help
set the direction and priorities for improvements
107
The business questions
What is the The question should be asked by the IT service provider to

The business must be involved in the
vision? understand what the ultimate and long term aims are
answers to these questions
This is a question every business should start out asking as

Where are
we now?
this creates a baseline of data for services currently being
delivered
Where do we
want to be?
This is often expressed as business requirements
What improvement initiatives are required in the short,

How do we
get there? medium and long term? These initiatives should be
logged in the CSI register
This is documented through monitoring, reporting and reviewing

Did we get
there? of service level achievements and actual performance against
targets identified by the business requirements
108
54
Where are we now?
Assessing the current situation
• Understanding the current situation regarding service

provision
• The capability and maturity of the service management
processes should be assessed
• The assessments should cover all aspects of the processes
and their use including the:
o Vision, steering, objectives and plans
o Process maturity, functionality, usage, application, effectiveness and
efficiency together with ownership, management and documentation
o People, their roles, responsibilities, skills and knowledge
o Products (tools and technology) used to automate the processes
110
55
Assessments
• Assessments are a formal mechanisms for comparing the

operational process environment to the performance
standards
• Assessments can:
o Measure improvements that have already been made
o Identify potential shortcomings that could be addressed
• By conducting a formal assessment, an organization is
showing a significant commitment to improvement
111
Discussion point
• Organizations must conduct an assessment with the utmost

care and attention as the results of the assessment will
constitute the baseline for improvements
• What are the risks associated with conducting an
assessment?
o Consider both internal and external assessments
• What countermeasures would you consider to manage the
risks?
112
56
Assessment tools
ISO/IEC 20000
• An internationally recognized standard for ITSM

• Covers service providers who deliver services to internal or
external customers
• Aligned with other ISO management standards (ISO 9000
and ISO/IEC 27001 for example)
• A useful source of what is required from a service provider
and is therefore:
o A guide for those who wish certification
o A useful benchmarking tool even if certification is not required
114
57
Six Sigma
• A data driven process improvement approach that supports

continual improvement
• A measurement oriented approach
• Focuses on:
o Process improvement and defect reduction
o Reducing process variation by using statistical process control
measures
• Two sub-methodologies:
o DMAIC for process improvement
o DMADV for the creation of new processes
115
COBIT
• Control OBjectives for Information and related Technolgy

• A governance and control framework for IT management
• COBIT has:
o Maturity models for all processes to assist in benchmarking and
driving improvement
o An example RACI matrix for each process
o Goals and metrics which can be aligned to the business goals for IT
o COBIT online to assist with benchmarking against other
organizations
116
58
Capability Maturity Model Integration (CMMI)
• A process improvement method developed by the Software

Engineering Institute
• Provides the essential elements of effective processes
• Can be used to guide process improvement across a
project, division or an entire organization
• Suggests a point of reference for appraising current
processes
• Most maturity models are based on the CMMI approach
117
SWOT analysis
• A SWOT analysis starts with the definition of the desired

end state or objective
• It involves the reviewing and analysis of specific areas of an
organization
o Strengths are internal attributes of the organization that are helpful
to the achievement of the objective
o Weaknesses are internal attributes of the organization that are
harmful to the achievement of the objective
o Opportunities are external conditions that are helpful to the
achievement of the objective
o Threats are external conditions that are harmful to the achievement
of the objective
118
59
Discussion point
• If you were planning a SWOT analysis for an organization

o What internal factors would you take into consideration?
o What external factors would you take into consideration?
119
Where do we want to be?
60
Improving service management
• Understand and agree on the priorities for improvement

based on a deeper development of the principles defined in
the vision
121
Gap analysis
• A gap analysis allows comparison between where an

organization is currently and where it wants to be
• From this areas for improvement are identified
• The gap analysis can be performed at a strategic, tactical or
operational level
• It also provides a foundation for how much effort in time,
money and human resources is required to achieve a
particular goal or objective
122
61
Gap analysis – displaying the results
Service desk
5
Supplier Incident
4
3
Capacity Problem
2
1
Required
Actual
0
Availability Event
Industry average
ITSCM Change
SACM Release
123
Benchmarking
• Process maturity comparison

o Often when organizations perform a maturity assessment they want
to know how they compare with other organizations
o This diagram is from COBIT online and

shows average scores for a process
from four perspectives:
Overall
Industry
Organizational size
Geographic (regional)
o This can be very useful to allow gaps to
be recognized
124
62
Defining required maturity
Additional considerations:
• Added business value
Area where the • Quick gains
business runs • Costs
high risks RISK! • Resources
• Competing projects
• Culture
• Etc.
Value of
‘Largely overdoing IT’
IT processes
in relation to the
to the
low value of IT to
business
the business
Low
value
1 2 3 4 5
Low High
Maturity of IT processes
125
How do we get there?
63
• Produce plans to achieve higher quality service provision by

implementing or improving service management capability
and processes
• Detailed plans are required to move from “Where are we
now?” to “Where do we want to be?”
• Plans may be short, medium or long term
• Techniques that can be used include the CSI register to
help record and prioritize service management improvement
opportunities and initiatives
127
The CSI register
• The CSI register can provide a coordinated and consistent

view of many improvement opportunities
• Each opportunity should:
o Be categorized by size (amount of effort)
o Be defined as a long, medium or short term aim
o Show the benefits that will be achieved
o Have a priority (against the other opportunities)
• Note that the CSI register should be considered part of the
overall service knowledge management system (SKMS)
128
64
Did we get there?
Measuring progress
• Verify that measurements and metrics are in place and that

milestones were achieved
• Measuring progress and validating that:
o Achievements were met
o Process compliance is high
o Business objectives and priorities were met
• CSI techniques that can be used include using the seven-
step improvement process to measure progress
• This approach may also identify further improvements that
can be made
130
65
The seven-step improvement process
131
Using the seven-step improvement process for the improvement

of service transition capability
• Amongst the suggested CSFs for service transition is:

o Demonstrating improved customer and user satisfaction ratings
during service transition
• Use the seven-step improvement process to show how this
CSF would be measured
o Assume step 1 - identify the strategy for improvement - has been
completed and suitable satisfaction level targets have been agreed
132
66
The seven-step improvement process example
• Step 2 define what you will measure

o Devise suitable methods to survey the satisfaction levels of all
stakeholders:
Those involved in service transitions
Those affected by service transitions at all levels of the organization
o Plan how and when to carry out the surveys and who will be involved
• Step 3 gather the data
o Carry out surveys before commencing; during; after completing the
service transition activity
o Ensure ad-hoc feedback is captured during the service transition
• Step 4 process the data
o Consolidate and process the data by stakeholder type (e.g. high,
medium, low involvement)
133
The seven-step improvement process example (cont.)
• Step 5 analyse the data and information

o Compare the survey results with the targets set at step 1
• Step 6 present and use the information
o Communicate the results in a suitable format to interested parties
• Step 7 implement improvement
o Depending on the gap between actual and targets satisfaction
ratings, plan actions to close the gap that can be implemented during
the next transition activity
134
67
How do we keep
the momentum going?
• Keeping the momentum going

ensures that
o The service provider continues
to move forward
o Changes become embedded
o Further improvement
opportunities are identified
• CSI techniques that can be used
include:
o The seven step improvement
process (in particular steps 5, 6
and 7)
o The Deming Cycle (PDCA) to
enable steady ongoing
improvement (in particular the
check and act stages)
136
68
Key considerations
for implementation
and improvement
Key considerations for implementation and

improvement
• The role of service portfolio management

• Having the appropriate business case
• Stakeholder change management
138
69
The role of service portfolio management

• Significant service management improvement initiatives
should be entered into the service portfolio alongside other
opportunities for new and changed services
• This allows the outcomes expected to be compared with the
investment required across all of the service portfolio
• The result should be:
o Sound decisions being made about investments
o Major service changes and service improvement initiatives being
implemented only if there is a good business case that demonstrates a
clear return on investment
• Service portfolio management can be a tool for innovation for
the organization by enabling service providers to:
o Make decisions about whether investing in service management
improvement is a good idea
o Evaluate additional opportunities that the service management
improvements will open
139
Preparing a business case
• A business case should accompany major service

management improvement initiatives
• Business cases should be
o Easy to read
o Easy to understand
o Concise
o Complete
o Convincing
140
70
Business case
Business case structure
A. Introduction
Presents the business objectives addressed by the service management initiative
B. Methods and assumptions
Defines the boundaries of the business case, whose costs, whose benefits.
C. Business impacts
The financial and non-financial business case results
D. Risks and contingencies
The probability that alternative results will emerge
E. Recommendations
Specific recommendations
• The goal is to get a detailed analysis of business impact or benefits to

support strategic decision making
• The emphasis should be on the financial case
141
Establishing the business case
• The business case should articulate the reason for

undertaking the service management improvement
• It should contain, where possible, the data and evidence
relating to the costs and expected benefits
• The focus of the business case should be on both
o The financial return on investment (ROI) for the service provider
o The business value on investment (VOI) for the organization and its
customers
• It is important when developing a business case to ensure
that the success criteria are clearly defined, including how
and when they will be measured
142
71
Perspectives on benefits
• Improvements
o Outcomes that when compared to the ‘before’ state show desirable
changes in metrics
• Benefits
o The gains achieved through the implementation of improvements
(often described in monetary terms)
• Return on investment (ROI)
o The difference (as a percentage) between the benefit (saving) and
the money spent to achieve that benefit
• Value on investment (VOI)
o The extra value created by a benefit that includes non-monetary or
long term outcomes
143
What's in it for me?
• When creating the business case, the benefits across the

organization need to be considered
• As an example, the business case for an service
management capability improvement might include:
o For the business executives:
The benefits of the improvement expressed in business terms
What impact it has on my business
Revenue increase / cost reduction
VOI
o For the financial officers
The ROI
Payback time ?
o For the IT department
How does the ITIL benefit translate into a business benefit?
144
72
Business cases – potential difficulties
• Getting accurate cost estimates due to:

o Lack of established formulae
o IT service management projects changing in complexity and scope
over time
o Most of the costs being ongoing costs
• Quantifying indirect and intangible benefits
o Such as improved staff morale, better relationships, better control
over IT assets
• Obtaining accurate information about business and IT
performance
o Techniques to avoid this difficulty include direct interviews,
awareness campaigns, reviewing internal websites, contact with third
parties
145
ROI for service management improvement
• “Sounds like a good idea” is no longer an acceptable way of

making a decision of whether or not to proceed with an
improvement
• Organizations need a solid business case for expending
resources on improvement. This, however, can present
challenges such as:
o Limited experience in identifying measurable benefits
o Poor understanding about the difference between a benefit and ROI
o Intangible benefits are often difficult to quantify
o Success criteria are inadequately identified
o Measurement is not straightforward
o Failure to progressively measure and monitor benefits and returns
146
73
Calculating ROI
• Investment costs – what is paid • Gains – what the organization

out to make the improvement can gain from the investment
o Internal resource costs o Revenue and productivity gains
o Consulting costs as a result of less downtime
o Tool costs o Gains associated with less
o Required equipment costs rework
o Training costs o Gains from a reduction in, or the
elimination of, redundant work
• Often hard to define
• Normally relatively easily
identified
147
Return on investment
• ROI has significance in three areas:

o Business case
o Pre-programme ROI
Is it worth doing? (Screening decisions) – using the net present value
technique
Which shall we do first? (Preference decisions) – using the internal rate
of return technique
o Post-programme ROI
Retroactively analysing a service management investment
Particularly important if no pre-programme ROI performed
Service management improvement initiatives must continually
demonstrate their value otherwise future funding may be withdrawn or
reduced
148
74
Measuring benefits achieved
• The initial identification of benefits for a business case is an

estimate of those likely to be realized
• There is also a need to subsequently measure the benefits
actually achieved considering whether:
o The envisaged improvements were realized
o The benefits arising from the improvements were achieved
o The target ROI was achieved
o The intended value-added (VOI) was achieved
o The outcomes of the preceding points lead to further process
improvement actions being re-evaluated
o Enough time has passed before measuring the benefits
149
Stakeholder change management
• Implementing and improving service management capability

may require organizational change within the service
provider
• The approach should be carefully planned, especially where
people’s roles and responsibilities are likely to be affected
• ITIL Service Transition contains guidance on aspects of
stakeholder change management which is reviewed in this
section
• Further guidance and considerations are reviewed in the
section on communications and stakeholder management
(Syllabus section MALC02)
150
75
Organizational change for service management

implementation
• The process of organizational change
Implement
Diagnosis Determine Identify impediments
Acknowledge the The desired state Allocate

need for change responsibility
Unfreeze the
organization
Make the change
Freeze the
organization
151
Managing organizational and stakeholder change
Methods and
techniques Sourcing
The emotional changes
cycle of change
Monitoring
Roles,
progress
responsibilities
Managing
and the role of
service organizational
transition change Assessing
organizational
readiness
Strategy and
design
Organizational
Planning and change
implementing products
152
76

(cont.)
• The emotional cycle of change

o Understanding the emotional impact on stakeholder attitudes
• Roles and responsibilities
o Ensuring that communication activities are allocated to the right
people
• Strategy and design
o The approach and methods for the management of organizational
change should be subject to strategy and design considerations
153

(cont.)
• Planning and implementing

o Understanding the motivation, expected outcomes and success
criteria of organizational change
• Organizational change products
o The various deliverables of organizational change
• Organizational readiness assessment
o A checklist to ensure that the required roles and skills required by
organizational change have been identified
154
77

(cont.)
• Monitoring progress
o Regular checks throughout the many levels affected should be
performed and feedback from individuals and teams should be
sought
• Sourcing changes
o Dealing with the effects of supplier and sourcing changes
• Other methods and techniques
o E.g. J.P. Kotter’s “Eight steps to transform your organization”
155
Summary
• This section used the CSI approach as the basis for

improving service management capability and covered
o Various techniques for implementing service management capability
o Assessing and improving service management maturity
o Organization change considerations
156
78
Communication and
stakeholder management
Introduction and agenda
• This section covers the flow of good communication across

the lifecycle and the effective coordination of business and
supplier stakeholders
• Agenda
o Stakeholder management and communication
o The role of business relationship management in communication
158
79
Stakeholder management
and communication
Stakeholder management and communication
• Simple definition of a stakeholder:

o Anyone who can affect or be affected by a change or project
• Stakeholders may be individuals or groups
• Stakeholders can be inside or outside the organization
160
80
Stakeholder management and communication
• Key questions relating to stakeholder management:

o Who are the stakeholders?
o What are their interests and influences?
o What are the relationships between the stakeholders?
o How will the project or programme will engage with them?
o What information will be communicated?
o How will feedback will be processed?
161
Managing communications and commitment
• Service change may affect many people so stakeholder

buy-in is essential for successful service transition
• The ‘emotional state’ of stakeholders should be understood
and this will influence the method of approach
• It is important to identify
o Those who don’t need conversion – they are already in support of the
transition and don’t need a lot of attention
o Those who are strongly opposed and aren’t going to be persuaded –
spending time on these people may not be worthwhile as the effort is most
likely to be unrewarded at the moment
• The best use of time is to concentrate on those in between
162
81
Potential stakeholders
Business
Customer relationship Sponsor
manager
Service desk Project Supplier
User IT specialist Project manager
163
Stakeholder map and analysis
Strategy Design Transition Operation Improvement

Stakeholders
BRM
Sponsor
Supplier
Project
manager
IT specialist
Service desk
User
Customer
Prime interest Secondary interest
164
82
Power impact matrix
Influence
Highly influential. Does the project
Effort required to get manager need to
sponsor more involved be more influential?
and keep her there Perhaps the BRM can carry
Customer
more influence on the project
Sponsor BRM manager’s behalf
Project
manager
IT
Supplier specialist
User
Less influential, but effort may be

required to increase engagement.
Will become more influential later
Service desk
Engagement
165
Changes in stakeholder commitment
Key players Not No Helps it Makes it

committed resistance happen happen
Departing sponsor X O
New sponsor X
O
Business relationship OX
manager
User O X
Supplier O X
IT specialist O X
Project manager OX
Customer O X
Service desk O X
166
83
Communication using service models
• A service model is ‘a model that shows how service assets

interact with customer assets to create value…’
Service Configuration of (Structure)

model service assets
Activities, events, Service

(Dynamics) and interactions operation
167
Communication using service models (cont.)
• How will a service model help to plan and improve service

management capability?
• A service model will:
o Aid in communicating the intent of the service strategy
o Help to understand what it will take to deliver a new service
o Act as a starting point for designing and developing an SDP
o Identify critical service components to aid the design processes
o Illustrate how value is created
o Map the teams and assets that are involved in delivering a service
o Help to understand the impact of changes to existing services
o Assist in identifying what components can be re-used and what needs to be
bought in to create new services
o Identify the interface between technology, people and processes
168
84
The role of the service design package as a means of

communication
• Good communication is essential between the designers

and all relevant stakeholders, including:
o Business and IT strategists and planners
o Project management
o Customers and users
o Suppliers
o Relevant stakeholders from other lifecycle stages especially service
transition and service operation
• The service design package (SDP) is the key output from
the design stage and its contents will be form the basis of all
communication relevant to the project
• Communication through the design stage is primarily
handled by the design coordination process which is
responsible for the production and maintenance of the SDP
169
The role of the service catalogue as a means of

communication
170
85
Communication planning
Communication strategy
The key elements to consider
when planning for effective
es
Ide
communication
tiv
Communication
nti
jec
plan
fyi
ob
ng
s Ownership
es
an
Style
sin
dm
Delivery mechanisms
bu
ain
Competences – skills, training
the
tai
Other related ongoing activities
nin
of
Audiences internal and external

on
gs
Involve staff at all levels
i
vis
po
(stakeholder and operations)
ns
ga
Timescales
ors
ttin
Key success factors
hip
Se
Monitor audience feedback

Ensure the right message
meets the right people at
the right time!
Removing barriers of resistance – building partnerships

171
Communication path
The sequence of activities Define vision and team charters Current state
required to communicate
on a typical improvement Perform gap analysis
project
Obtain leadership team buy-in
Develop work packages and reporting tools
Establish contributing groups
Define communication plan
Produce baselines and define pilot
Agree individual and team targets
Plan how to get to targets and obtain feedback
Perform review and report

Predicted state
Review whole process
172
86
The communication plan
• The goal of a communication plan is to build and maintain

awareness, understanding, enthusiasm and support among
key influential stakeholders for the CSI programme
• Communication is not just a one way flow of information
• The plan must incorporate the ability to deal with responses
and feedback from the targeted audiences
173
The communication plan (cont.)
• The plan should include a role to:

o Design and deliver communications to the different CSI roles,
stakeholders and identified target audiences
o Identify forums for customer and user feedback
o Receive and deliver responses and feedback to the project manager
and/or process team
• Key activities for the communications plan include:
o Identifying stakeholders and target audiences
o Developing communications strategies and tactics
o Identifying communication methods and techniques
o Developing the communications plan
o Identifying the project milestones and related communications
requirements
o The tools and techniques to use
174
87
Defining the plan – considerations
• Who is the messenger? – make sure the person delivering

the communication is the right person
• What is the message? – define the purpose and objective
of the message, making sure the benefits of the CSI
programme are communicated
• Who is the target audience? – it could be anyone, but
knowing who you should be talking to will help decide who
will deliver the message
• Timing and frequency? – plan and execute
communications in a timely manner. Reporting is an
effective communication medium – but only if produced on
time and at an appropriate frequency
175
Defining the plan – considerations (cont.)
• Method of communication – it is important to have the

appropriate communication method for the audience. For
example:
o Email
o Intranet sites
o Reports
o Attending meetings
o Workshops
• Provision of a feedback mechanism – be sure to provide

a method allowing stakeholders to ask questions and
provide feedback
176
88
Communication transformation
Sharp,
focused
information
Vision
Communication lines
Strategic Transformation Vision and reason

for change
Tactical Transformation becomes less
understood
Operational Transformation
177
The role of meetings as a means of communication
• Purpose of a meeting is to communicate a common set of

objectives to a group of people
• Should be well controlled, brief and focused on facilitating
action
• A meeting may not be necessary if the information can be
disseminated automatically
• Examples of meetings:
o Operations
o Department, group or team
o Customer
178
89
The role of business

relationship management
in communication
Business relationship management role in

communication
Business
relationship New requirements
management
Requirements &
opportunities
Requests/suggestions
Service
provider
and Customer
process Service capabilities Service expectations
owners
Feedback, complaints, compliments
Service improvements, complaints resolution
180
90
Business relationship management throughout the

lifecycle
• The key activities within the business relationship

management process can more easily be understood when
looked at from a service lifecycle viewpoint
181
Business relationship management and service

strategy
IT strategy,
policies and Service portfolio
plans Opportunities, Existing lines of management
priorities, service
outcomes, and service
action plans packages or new
services?
Business
relationship
management
Patterns of
Cost/pricing business
Financial models activity Demand
management management
Forecasts and
investment appraisals
182
91

design
Project •Confirm and clarify customer requirements

management •On-going planning and communication
•Gain agreement for customer resources required by
project
Financial •Ensure costs are in line with forecasts
management for •Liaise with customer to manage cost deviations
IT services
Service level •Determine changes to existing services levels

management •Communicate new service level requirements
•Facilitate service level negotiations
Demand •Work with customer to define or confirm PBAs
management
183

design (cont.)
Service •Agree service description in the catalogue

catalogue
management
Availability •Assist in defining availability requirements and

management measures from the customer’s perspective
Capacity •Determine capacity requirements and performance

management priorities (usually via demand and service level
management)
IT service •Assist in determining business impacts of failure and

continuity recovery priorities
management
184
92

transition
Change •Raise change requests on customers’ behalf

management •Represent customers’ interests throughout change
process (examples; within CAB,
sign-off)
Knowledge •Ensure customers’ knowledge management

management requirements are included in plans
•Ensure customer related knowledge is captured in
SKMS
Service •Co-ordinates customer involvement in testing

validation and •Ensure testing plans adequately reflect customer
testing requirements
185

transition (cont.)
Release and •Coordinate release schedule according to business

deployment priorities and business calendar
•Liaise with customers to agree release mechanisms and
address customer concerns (examples; pilot, agree
known errors, training)
Change Coordinate any actions arising from the evaluation on

evaluation behalf of customer (e.g. extent of deviations)
186
93

operation
Incident •Vital point of contact during major incidents

management •Involvement in decision to invoke continuity
•Customer escalation point for incidents
•Provides business information to assist in incident
prioritization
Request Educate or assist customers to request standard

fulfilment services from service request catalogue
Can be first point of contact for requests where this will
help to enhance relationship
187
Business relationship management and CSI
Service •Key contact to identify customer reporting requirements

reporting •Reporting is central to service review, improvement
plans and customer perception
Service level Work with SLM to schedule and conduct service

management reviews
Coordinate actions from the reviews
Seven-step Facilitate the involvement of the customer to identify

improvement and communicate proposed improvement to services, or
process to the service management processes (e.g. incident
priorities)
188
94
Summary
• This section covered

o Techniques for identifying and managing stakeholders
o Communications planning
o How business relationship management can facilitate good
communication across the service lifecycle
189
Integrating service management

processes across the service
lifecycle
95
Introduction
• This learning unit covers how to build service management

capabilities in order that services flow through the lifecycle
• It also includes the interfaces between key processes and
lifecycle stages
191
Agenda
• The integration of service management through the lifecycle

• The impact of service strategy on other service lifecycle
stages
• The value of a service lifecycle perspective when designing
service solutions
• The inputs and outputs of processes and stages in the
service lifecycle
• The value to the business and the interfaces of all the
processes in each service lifecycle stage
192
96
The integration of service

management through the
lifecycle
Integration of service management
194
97
Integration
• Service management will be more effective if people

understand how processes interact:
o Throughout the lifecycle
o Within the organization
o With other parties (users, customers, suppliers)
195
Discussion point
• What difficulties might be encountered when attempting to

integrate processes with other parties (users or suppliers for
example)?
196
98
Integration (cont.)
• Process integration requires an understanding of:

o The context of use, scope, purpose and limits of each process
o The strategies, policies and standards for the processes and their
management
o Authorities and responsibilities of those involved in each process
o The information that flows between processes
Who produces it
How it is used by other processes
197
Integration (cont.)
• Integrating service management processes depends on:

o The flow of information across process and organizational
boundaries which depends on:
Implementing supporting technology and management information
across organizational boundaries – rather than in silos
• If processes are implemented, operated or changed in
isolation they can:
o Become a bureaucratic overhead that does not add value
o Damage or negate the value of other processes and services
198
99
Service lifecycle integration
• Stages of the service lifecycle also need to work together as

an integrated system to support the ultimate objective of
service management: Business value realization
• The SKMS enables integration across the lifecycle by
providing secure and controlled access to the knowledge,
information and data needed to deliver services
• The service portfolio represents all of the assets presently
engaged or being released across the lifecycle
199
Service lifecycle integration (cont.)
Requirements The business / customers
Service
Change proposals,
Service knowledge
strategy Resources,
service charters
Policies constraints
management
Strategies
system
Service
design SDP s
Standards
Solution Architectures
designs
Business
Service value
Implementation
transition SKMS of transition plans
Tested updates
New/changed
Service solutions
retired services
portfolio
Service Operational/live
operation Achievements
against targets services
Service
catalogue
Continual service
improvement CSI register, improvement
actions and plans
© Crown Copyright 2011 Reproduced under licence from the Cabinet Office 200
100
Continual feedback
• The strength of the service lifecycle is dependent upon

continual feedback throughout each stage
• This ensures service optimization is managed from a
business perspective
201
The impact of service strategy

on other service lifecycle
stages
101
Service strategy – its impact on other lifecycle

stages
• Service strategy supplies the direction, policies and

standards on how other lifecycle stages should be operated
• It also defines how services move through the lifecycle
• Service strategy sets:
o The broad direction for the design of services
o The objectives the services needs to achieve
o The outcomes the service needs to meet
203
Service strategy - its impact on service design
• Service strategy will define what is needed

o It creates boundaries within which design must work (policies and
standards)
o It sets levels of creativeness and innovation that are acceptable
• Service design will define in detail how that will be achieved
• Designs must be based on customer outcomes (defined in
terms of warranty and utility)
• Design will clarify the exact attributes needed to support the
outcomes
204
102
Aspects of design
• When a new or changed service is introduced or a service is

retired then:
o Its impact on the supporting processes needs to be considered
including:
Is the process currently effective and efficiently good enough to support
the service?
Does it have enough capacity?
Is the required knowledge and skills in place?
Will supporting management information allow acceptable reporting on
performance?
• If not acceptable then an aspect of the design must be the
required updates to the process(es)
205
Aspects of design (cont.)
• When considering the impact of strategy changes on

processes the following are useful sources of information:
o Service models
o Patterns of business activity
o Business impact analysis
o Business relationship management
o Risk
206
103
Discussion point
• Consider each of the items in the list below and list how you
feel they will add value when designing processes:
o Service models
o Patterns of business activity
o Business impact analysis
o Business relationship management
o Risk management
207
Strategy and transition
• It is through service transition that the necessary cultural,

organizational and service changes occur
• Service strategy impacts service transition in three key
ways:
o It moulds the strategy for how services should be transitioned
o States what needs to change, when and to what extent
o It will test and validate that services being introduced or changed
are able to achieve the required objectives and outcomes
208
104
Strategy and operation
• Strategies must be mindful of operational capabilities and

constraints
• Strategy must ensure operations are fully aware of the
outcomes required
o Designing and measuring operational activities should be based on
these outcomes
209
Strategy and CSI
• Defined strategies and desired outcomes are a basis for

evaluating whether services are successful
• CSI is an initiator of strategy:
o Through continual assessment and measurement it assists in
determining where a strategy needs to be changed and how it can
be made more effective
o It detects changes in the use and outcomes of services
o It determines the ongoing relevance of services
210
105
The value of a service lifecycle

perspective when designing
service solutions
The value of the lifecycle when designing services
• A formal and structured approach is required to produce a

new service:
o At the right level of cost
o With the ability to meet the required utility and warranty levels
o Within the agreed timeframe
• The approach must be iterative and incremental to meet
evolving and changing business needs
212
106

(cont.)
• The following diagram shows an example of a structured

approach. It should be noted:
o It is important that there is an effective transfer of knowledge
between all stages
o Project and operational staff must not work in isolation
o The SDP is key for defining the subsequent transition, operation and
improvement activities
o SAC are defined and satisfied to ensure the correct outcome is
achieved
o Change management is a coordinating element across the lifecycle
213

(cont.)
Business requirements Early life support Live
period operation
Design and development

Project (project team)
SAC SAC SAC SAC SAC SAC SAC
Document & Design Develop Build Test Deploy

agree business service service service service service
requirements solution solution solution solution solution
(strategy & design) (design) (design) (transition) (transition) (transition)
Strategy
SDP
Design Improvement
Transition
Transition and operation involvement Operation
Pilot Live
SLR SLR SLR SLR SLR SLR SLA SLA SLM
RFC Authorized Authorized for Authorized for Authorized for Authorized for Authorized for Review and
released for design development build and test deployment SLA pilot acceptance close
Change management
Plan and prepare Build and test Deploy and verify Review and
release release release (including ELS) close
Release and deployment management
214
107
The big picture
Customer
Strategy/Plans
Customers
Business Strategy/Plans
Work requests
Exec BCM BCM Key
Demand Capacity Plan & IT Financial ITSCM
Workload forecasts Plans + BIA
Management Management Service
Strategic info & Strategy/ Approval for
SIP requests Plans
Availability
bus cases All
Strategy
EXEC Plan Business
Budgets processes Continuity Plans
Strategy/ Business Budget Financial Info
Plans Budget BIA
Reqs & Forecasts Requirements Strategy/Plans
Budget Requests Exceptions
Resource
+ business cases
Service Design
Committed
All
Service processes
Resource Resource
Portfolio/
Management Reqs
Capacity Availability Risk Service
Catalogue Mgt pipeline
info
BIA ITSCM Customer
Management Management Management + All Transition
Risk/issues processes
Supplier Log
Strategy (updated)
Security Major
Skills Matrix incidents/breaches
Security
Incident Service
Supplier Details of
Incidents
Operation
Capability/Availability All breaches SRs
Policy Reports Change Risk/Issues Log
processes Access requests
Skills reqs; Stnd Changes
Org Chart Training 3rd party Change Information
Product & Security Continual
R&Rs Plan Risk Security
service Incidents
Assessment Service
info
Capability/Performance All Release Improvement
IT Job Reports processes Management Information
Incident
Security Access
descriptions Release Scope; + SVAT* CI Information
Policy Rights
Management
SAC;
Supplier Supplier Evaluation
SIPs reports
RFCs Release records
HR Management + Emergency
Updated PSO Impact Change Request
All and RFCs Incident
Assessment
Strategy processes RFCs raised to Information:
Plans SIPs resolve incidents (Multiple;
Supplier
Trend)
Performance
SIP Request Incident Diagnosed
Reports (via SCD)
Service SLAs
Problem CI Info
Asset problems Workarounds
Change
Reporting KPIs Change and updates
Availability Configuration
CSIP
Capacity Management CI data request
Management
SIP RFCs Known errors;
On- going SIP Information Knowledge
Service Asset and CI Info
Reporting Status reports base
Reports and
requests
Information Monitoring
SIP request SIPs SIP
business Finance Information
case
Approved/ Change
Schedule +
RFCs raised to Problem
Rejected/ resolve problems
Customer implemented PSO Management
feedback changes Potential
Complaint
Service Review Service Level SLAs/SLRs
All
All problems
Complaints + Customers
Reports Management
KPIs
reviews
processes
Auto RFCs
processes
Response
Auto
Problems
SIP requests Monitor Service Performance
Alerts Event
Monitoring (Information;
CSS – surveys unusual; exceptions) Management Auto
and responses Incidents
Business
Escalated Complaint
response
Relationship Annual Service Review
Availability
Availability
Complaint Management Alerts
Feedback & Escalation
Service * Service Validation & Testing
Portfolio / New & Existing
Catalogue SIP New & Existing
Services Customers
Mngt. Requests Service Offerings Capacity
Capacity
Alerts
SIP requests
215
Inputs and outputs of processes

and stages in the service
lifecycle
108
Inputs, outputs, value and interfaces
• Information flows between each of the service lifecycle

stages in the form of the documents, records and other
outputs of each of the processes
• Service management must add value to:
o The business of the customer of the service provider
o The service provider itself
217
Summary
• This module covered the various types of measurements

that can be used to monitor service management activities
and IT services through the service lifecycle
• Key concepts included were:
o Articulating business value through measuring
o The use of metrics, CSFs and KPIs
o The service measurement framework
o Monitoring and control systems and the use of tools
218
109
Managing services
Introduction
• This learning unit takes a holistic view of service

management and covers:
o Managing services and service components through the service
lifecycle
• It also addresses:
o Capturing customer and stakeholder needs
o Measuring service value to ensure those needs are met
o Balancing potential conflicts and competing issues across the
service lifecycle
220
110
Agenda
• Identifying and assessing customer and stakeholder needs

and requirements
o Ensuring appropriate priority is given to them across all service
lifecycle stages
• The role of the service design package
o How the service design package provides a link between service
design, service transition and service operation
• Managing cross-lifecycle processes
o Ensuring appropriate involvement at all lifecycle stages
• Implementing and improving services
o Using key sources of information
• Challenges, critical success factors and risks of the service
lifecycle stages
221
Identifying and assessing customer and

stakeholder needs
111
Identifying and documenting business requirements

and drivers
• To provide an appropriate catalogue of services, accurate

information on business requirements must be retained
• There is a need to develop and maintain a close, regular
and appropriate set of relationships with the business to
exchange information
• The information needs to be obtained and agreed in three
main areas:
o Information about the requirements of existing services
o Information about the requirements of new services
o Information about the requirements of retiring services
223
Discussion point
• For each of the three categories of information (new

services, existing services, retired services) identify three
types of information that would need to be obtained and
agreed
o From where would this information be obtained?
o Give examples of which service management process or function
would be interested in this information and why?
• Example – existing services information
o Information would need to be obtained about any anticipated
changes in the volumes of service transactions
o This could be used by:
Financial management for IT services in case the charge-back method
needs to be adjusted
Capacity management to assess the potential impact on component
capacity capability
224
112
Capturing business requirements - considerations
Identify
Identify Analyse,
Analyse,
Adopt
Adoptaa stakeholders
stakeholders document
documentand and
project
project and
approach andtheir
their prioritize
prioritize
approach needs
needs requirements
requirements
Determine
Determine
and
andagree
agree
budgets
budgetsand
and
funding
funding
Develop
Developthe
the
communications
communications
plan
plan
Resolve
Resolve
Sign-off
Sign-off potential
potential
requirements
requirements stakeholder
stakeholder
and
andagree
agreeaa conflicts
conflicts
change
changeprocess
process
225
Processes to be triggered
• Once the business requirements have been understood a

number of service management processes may be triggered
• Consider:
o Which processes might be triggered at this stage?
o Which functions may be alerted?
226
113
Processes to be triggered (cont.)
• Service portfolio management

o To ensure that information about the new solution is added and
updated in the service portfolio
• Service level management
o To capture the specific service level requirements (SLRs) so these
can be communicated to other processes such as capacity
management and availability management, and the SLA negotiation
can commence.
• Capacity management
o To model the SLRs using a suitable technique to provide information
on the viability of meeting the requirements once they are translated
into SLA targets.
• Financial management for IT services
o To gather the relevant financial in formation to set the required
budgets.
227
Processes to be triggered (cont.)
• An initial business impact analysis (BIA) and risk

assessment
o To provide useful information for many other service management
processes such as IT service continuity management, availability
management, information security management etc.
• Supplier management
o To manage any necessary procurements
• Change management
o So the change schedule can be updated
• Functions such as the service desk will need to be made
aware
o So plans for training staff in any new first-line support techniques can
be developed
228
114
The importance of a balanced design
• Satisfying the utility and warranty

requirements of a service design Strategy Governance
must be balanced against the
resources available in a required
timescale
• Remember that the business
es
Sc
requirements include not only the
urc
he
service functionality but also the
du
so
Re
le
cost and the schedule
Functionality
Business functionality
Management requirements
Legislative requirements
Regulatory requirements
229
Discussion point
• You are a member of the IT steering group of a large retail

organization
• The requirements for a major upgrade to the internet-based
ordering system have been signed-off, the timescales and
resource requirements agreed and the development project
has just been initiated
• During the steering group meeting, the business
representative says that the go-live date must be brought
forward by one month to stay ahead of the main competitor
• Consider the impact of this across the service lifecycle; what
factors should be considered when dealing with this
situation?
230
115
Balanced design
• When considering the balance, all stages of the service

lifecycle should be considered not just the design stage
• To achieve this the overall management of the design
activities needs to ensure that:
o Good communication exists between design activities and all those
involved in other lifecycle stages
o The latest versions of all appropriate IT plans and strategies are
available to all designers
o All of the architectural documents and design documents are
consistent with all IT policies and plans
231
Service requirements
• No service can be designed, transitioned and operated in

isolation
• The relationship of each service to its supporting
components and services must be clearly understood and
recognized
• All targets contained within supporting agreements, such as
OLAs and contracts, underpin those agreed between the
service provider and its customers
232
116
Basic service composition
Business
Process
IT service
Infrastructure Environment Data Applications
233
Discussion point
• Consider the basic service composition diagram

• Enhance the diagram by adding boxes, lines and text to
indicate the following service management elements
o Business services and outcomes
o Internal technical and application managements teams
o Suppliers and vendors
o SLAs, OLAs and underpinning contracts
o Supporting services
o Capabilities and resources
o IT service management processes
• Indicate and describe the positioning of policy and
governance
• Indicate and describe how the utility and the warranty of a
service is created?
234
117
Service requirements
• Service design must take a holistic approach to the design

of a new service
• This approach should consider:
o The service
o Its constituent components
o The inter-relationships between components, other services and
other service lifecycle stages
• Considering the design of a new service, give examples of
the impacts on other service lifecycle stages that should be
considered
235
Factors affecting service requirements and service

design
• The scalability of the service to meet future requirements
• The business processes and business units supported by the
service
• The IT service and the agreed business requirements for
functionality
• The service itself and its SLR or SLA
• The technology components used to deploy and deliver the
service
• The internally delivered supporting services and components and
their associated OLAs
• The externally supplied supporting services and components and
their associated underpinning contracts
• The performance measurements and metrics required
• The legislated or required security levels
• Sustainability requirements (environmental impact)
236
118
The role of the service design

package
Discussion point
• Within service design, the design coordination process is

responsible for the creation of the service design package
• What is the relationship between the service design
package and the other lifecycle stages?
238
119
Managing cross-lifecycle
processes
Managing cross-lifecycle processes
• Ensuring appropriate involvement at all required service

lifecycle stages
• The flow of knowledge and experience between lifecycle
stages
• The role of service transition
• The involvement of all stakeholders prior to service
deployment
240
120
Discussion point
• Consider the service management processes

• Give examples of:
o A process whose trigger and activities are carried out in just one
lifecycle stage
o A process which is triggered in one lifecycle stage and has activities
that continue in subsequent lifecycle stages
o A process whose trigger and activities could be carried out in more
than one lifecycle stage
• Justify your choices
241
Managing cross-lifecycle processes (cont.)
• The service provider must ensure that all processes are

o Documented
o Repeatable
o Consistent
o Measurable
o Deliver specific results
o Deliver value to stakeholders and beneficiaries
• The process owner has a key responsibility here
• Knowledge management can also ensure that knowledge
and experience flows across the service lifecycle
242
121
Managing cross-lifecycle processes (cont.)
• Impact on staff and roles

o Some people’s role may require them to perform activities that are
part of different processes, some of which may be within different
stages of the service lifecycle
o The same activity in a process may be carried out by different people
with different skills, tools and attitudes
o Some people may carry out the same activity in the same process
but at different stages of the lifecycle
• Give some examples of these
243
The flow of skill and experience
Service
Servicestrategy
strategy
Service design
Service
transition
Service
operation
• Input and influence cascades ‘downstream’

• Knowledge and experience feeds back ‘upstream’
244
122
The flow of skill and experience (cont.)
• Knowledge and experience can be allowed to flow through

the lifecycle by
o The direct involvement of other staff during service design, service
transition and service operation activities
o Indirect involvement via secondment or consultation
o Having a planned and deliberate continual service improvement
capability
o Having an effective cross-lifecycle knowledge management
methodology
245
The flow of skill and experience (cont.)
• Each service lifecycle stage takes its shape and inputs from
the strategy set by the service provider
• The service strategy must be communicated through the
service lifecycle
• For service design
o Service transition and service operation staff can provide subject matter expertise to
ensure that developers and architects establish and reassess the viability of service
designs
• For service transition

o Predicting and assessing the likely behaviour of IT systems and components will
depend on the skill and experience of operational staff
• For service operation

o Skills and experience in new technology can be improved by involving them in
upstream activities and by effective early life support
246
123
The role of service transition
• Service transition skills and techniques can bring cost

benefits if they are employed as early as possible in the
service lifecycle
• For example, service validation and testing can help to:
o Reduce the cost of rectifying faults by detecting them early in the
service lifecycle
o Avoid wasting resources by stopping changes that will not deliver the
expected benefits
247
Best practice in service transition
• Advice on ensuring early service transition involvement

includes
o Involve customers or business representatives in the planning and
design of service acceptance tests
o Involve users in planning and designing tests as much as possible
o Use previous experience to identify errors in service designs
o Design-in as early as possible the capability to check and
demonstrate service value
o Establish whether the risks of progressing with service designs are
acceptable by a formal evaluation process
248
124
Discussion point
• A retail organization has designed a business service which

allows customers in the shops to scan and pay for their
goods using automated self-service tills
• As part of the release and deployment, it has been decided
to carry out a full scale rehearsal of the new system in a
‘model’ shop and simulate a ‘typical’ day
• What opportunities does this provide for capturing and
sharing knowledge before, during and after the rehearsal:
o For the IT service provider?
o For all other stakeholders in the new business service?
249
Implementing and improving

services using key sources of
information
125
Implementing and improving services using key

sources of information
• Reviewing business trends, changed priorities, keeping
ahead of business projections
o Strategic assessment
o Analyse internal and external environment
o Define market spaces
• Service level management review meetings, reviewing
management information and trends
o Service review meetings
o Service level management in relation to CSI
• Customer satisfaction through the service lifecycle
o Customer satisfaction in service strategy
o Collating and measuring improving customer satisfaction
o Customer and user satisfaction surveys in service operation
o Techniques and tools
251
Reviewing business trends,

changed priorities and keeping
ahead of business projections
126
Strategic assessment
• Strategic assessment is part of the strategy management for

IT services process
• Its purpose is to enable a service strategy (or a strategy for
services) to be formulated by:
o Analysing the internal environment within the service provider
organization
o Analysing the external environment with which the service provider
organization interacts
o Arriving at a set of objectives to define a strategy
• The strategy can then identify the market spaces within
which the service provider will operate and those to avoid
• The strategic assessment can also be carried within each
market space to help formulate the service provider’s
strategy within that market space
253
Analysing the internal environment – strengths and

weaknesses
• Existing services
o How does the service provider differentiate itself?
• Financial analysis
o What is the cost of service provision and what is the return on
investment?
• Human resources
o What skills and capabilities does the service provider have?
• Operations
o How effective and efficient is the service provider at supporting and
delivering IT services?
254
127
Analysing the internal environment – strengths and

weaknesses (cont.)
• Relationship with business units

o How well does the service provider understand its and its customers’
requirements?
• Resources and capabilities
o How well does the service provider utilize its existing resources and
capabilities?
• Existing projects
o Are there major changes or projects that will change any of the
above?
255
Analysing the external environment – opportunities

and threats
• Industry and market analysis

o How much are other organizations investing in IT services and new
technology?
• Customers
o Who are the existing and potential customers and what kind of IT
services will they need in the future?
• Suppliers
o What will be the impact on the service provider of changes that
suppliers are forecasting for their products and services?
• Partners
o Are existing partnerships still relevant and are there opportunities for
new partnerships?
256
128
Analysing the external environment – opportunities

and threats (cont.)
• Competitors
o Who are the competitors and how do they differentiate themselves?
• Legislation and regulation
o How do these affect the service provider and do they represent an
opportunity for differentiation?
• Political
o Will political changes affect the service provider’s strategy?
• Socio-economic
o How will current economic forecasts affect the service provider?
• Technology
o What will be the impact of new technology on the service provider
and its customers?
257
Defining market spaces
• For the service provider, a market space defines an

opportunity to deliver value to customers
• For strategy management, current and potential market
spaces should be documented
• The strategic assessment will help the service provider
define market spaces
• It can then make decisions about
o Protecting and retaining its presence in existing market spaces
o Moving into new market spaces where opportunities have been
identified
258
129
Aligning the strategic assessment and market spaces
• A strategic assessment can also be carried out in every

market space that a service provider has identified an
interest in
• The strategy for a market space can be formulated by:
o Defining high-level customer outcomes
o Within these, defining unserved and under-served customer needs
o Identifying how those specific outcomes can be supported by IT
services
o Linking existing service assets to IT services to decide on which
market spaces can be best served and which to avoid
• The process can be applied to both internal and external IT
service providers although the influence of some of the
internal and external factors may be different
259
Service level management

review meetings, reviewing
management information and
trends
130
Service reviews
• Provide a good opportunity for initiating improvements

o Reactively by analysing the cause of service level breaches and
acting to prevent re-occurrence
o Proactively by facilitating discussions and information exchange
between the service provider and the customer which can lead to
improvement suggestions
• Review meetings should be minuted and actions assigned
so they can be followed up
• This is essentially part of the continual service improvement
stage of the service lifecycle
261
CSI and service level management
• Service level management can drive the service

improvement plan for a service which is a key part of
continual service improvement
• Service level management facilitates a service-based view
within the service provider and SLAs provide measures of
service quality
• The achievement of a level of service is often the one
service quality measurement that the service provider and
the customer can agree on
262
131
Customer satisfaction through

the service lifecycle
Discussion point
• Is there a difference between customer satisfaction and user

satisfaction?
• Is one more important than the other?
264
132
Customer and user satisfaction
• For the service provider, both views are important

• The customer may provide the funding or pay for a service
but it’s the user who is the consumer of the service
• Providing a service that satisfies both customers and users
is paramount for the service provider
• Business relationship management can play a major role
throughout the service lifecycle
265
Customer satisfaction and business relationship management

through the service lifecycle
• Service strategy
o Business relationship management ensures that customer objectives
and overall requirements are accurately understood
• Service design
o Business relationship management facilitates the communication
between the customer and the design teams
• Service transition
o Business relationship management ensures customers are involved in
change, testing, release and deployment activities
• Service operation
o Business relationship management and the service desk may be
involved in assessing both customer and user satisfaction
• Continual service improvement
o Business relationship management can interact with other processes
and functions to ensure that appropriate improvement initiatives are
identified and agreed with the business customer
266
133
Survey techniques and tools
• After-call survey • Group interviews

• Outbound telephone survey • Postal/email surveys
• Personal interviews • Online surveys
• Each method has its advantages and disadvantages and could be

applied to both customers and users
267
Challenges, critical success

factors and risks across the
service lifecycle
134
Discussion point
• Review the information about the challenges, critical success factors

and risks across the lifecycle
• For one of the service lifecycle stages, relate a selection of the
challenges, critical success factors and risks to the case study
• For example:
Service transition CSF Case study link
Understand and manage different This could be difficult to achieve

stakeholder perspectives and because the internal IT customers
establish stakeholder ‘buy-in’ appear unwilling to get involved in
implementing service changes
269
Summary
• This section covered

o Identification and assessment of stakeholder needs across the
lifecycle
o The importance and interfaces of the service design package
o Identifying and managing cross-lifecycle processes
o Improving services and identifying the need for improvement
o The challenges, critical success factors and risks of each of the
service lifecycle stages
270
135
Measurement
Introduction
• This learning unit focuses on the types of measurements

that can be used to support the monitoring of service
management activities and IT services throughout the
service lifecycle
272
136
Agenda
• Measuring and demonstrating business value

• Determining and using metrics
o Service, process and technical measurement
o Using critical success factors and key performance indicators
o Using measurements to validate, justify, direct and intervene
• The design and development of measurement frameworks
and methods
• Monitoring and control systems
o Monitor control loops
• The use of event management tools
o Increasing the visibility of the infrastructure and IT service delivery
273
Measuring and demonstrating

business value
137
Business value
• Fundamental principles of IT service management are to focus on:

o Supporting business processes
o Providing business value
• The service provider must be able to measure and demonstrate
business value
Business outcomes IT services

Business objectives IT assets
Business processes IT processes
and functions linked to and functions
275
Discussion point
• How can the service provider ensure that service provision

is linked to business value?
276
138
Determining and using metrics
Service measurement
• The principles of service measurement include:

o Baselines
o Validating, directing, justifying and intervening as reasons for
measuring
o Use of the seven-step improvement process
o Types of metrics – service, process, technology
o The need for critical success factors and key performance indicators
278
139
The design and development of

measurement frameworks and
methods
Service measurement frameworks
• One of the service design aspects is the design of

measurement methods and metrics for services
• These are documented in the service design package for
validation during service transition and eventual use in
service operation
280
140
Considerations for service measurement frameworks
• A sequence of trial and error may be required to ‘tune’ the

measurement framework
• The purpose of the framework is to provide a method for
service improvement
• IT goals and objectives must support business goals and
objectives
• Strong links are required between strategic, tactical and
operational goals and objectives across the enterprise
• Measurement must look ahead as well as look back
• The measurement framework should be
o Balanced
o Unbiased
o Able to withstand change
281
Considerations for service measurement frameworks

(cont.)
• Use the ‘vision’ to ‘measurement’ sequence to construct the

measurement framework
• KPIs should be qualitative and quantitative and balanced
across four categories:
o Compliance – are we doing it right?
o Quality – how well are we doing it?
o Performance – how fast (or slow) are we doing it?
o Value – is what we are doing making a difference?
282
141
The metrics tree

Business objectives and metrics
IT objectives and metrics
Overall service and customer Process 2

metrics Process 1
Service metrics Component 3

283
Discussion point
• Identify a selection of different stakeholders in the

organization who would have an interest in the information
at each level of the metrics tree
284
142
Monitoring
and control systems
Monitoring and control
The simple monitor control loop

• As well as measurement
frameworks, the service provider Norm
must monitor services,
components and processes as
part of the ongoing operational
management Control Compare
• The ‘activity’ here could be a
service, process or component
(or any configuration item
Monitor
Input Activity Output
286
143
The complex monitor control loop applied to IT

service management
Business executives and business unit managers
Service
1
Continual
strategy service
2 improvement
IT management and vendor account management
Service
Portfolios,
standards and
design
3
policies Service transition
Technical architectures
and performance
standards
Users
Norm Norm Norm
Control Compare Control Compare Control Compare
Monitor Monitor Monitor
Input Activity Output Input Activity Output Input Activity Output
Internal and external technical staff and experts

287
Discussion point
• A ‘closed’ monitor control loop monitors the environment

and responds to changes in that environment to influence
and control what is being monitored
• The complex monitor control loop for IT service
management has feedback loops along arrows 1,2 and 3
• Give a description of the kind of information that might be
fed back along each arrow (1,2,3) and what might be the
result?
288
144
The use of
event management tools
The use of event management tools
• It can be seen that the effectiveness of the IT service

management monitor control loop will depend on monitoring
CIs in the operational environment
• Event management tools can assist by detecting and
correlating events
• This can
o Support the information requirements of the monitor control loop and
various levels of complexity
o Collect data and information which is of use to many different
processes
290
145
Summary
• This module covered the various types of measurements

that can be used to monitor service management activities
and IT services through the service lifecycle
• Key concepts included were
o Articulating business value through measuring
o The use of metrics, CSFs and KPIs
o The service measurement framework
o Monitoring and control systems and the use of tools
291
146
PARTE 2
| Caso de Estudio y Prácticas de Gestión del Servicio

a lo largo del Ciclo de Vida |
Caso de Estudio y Prácticas de Gestión del Servicio

a lo largo del Ciclo de Vida
Las sesiones preparatorias de examen tienen el propósito de proveer al alumno
del nivel de competencia necesaria para que sea capaz de utilizar el
conocimiento teórico aprendido durante el curso en el ámbito profesional. Para
la consecución exitosa de este objetivo, el trabajo exhaustivo de las cuestiones
de examen permite a los candidatos aplicar los contenidos de ITIL® de manera
que puedan identificar correctamente la mejor secuencia posible de respuestas
ante una situación determinada. En este sentido, el conjunto de cuestiones
prácticas que se trabajan en las sesiones de preparación de examen analiza
los principales contenidos desde la perspectiva de la toma de decisiones, la
aplicación y la justificación lógica de la implementación.
Estructura y dinámica de las clases
El curso de preparación de examen se configura a partir de un caso de de
estudio y sus preguntas específicas, mediante las cuales se desarrollarán
determinados aspectos clave para el análisis, la aplicación y la implementación
de las buenas prácticas de ITIL®.
Durante el desarrollo de las sesiones, se trabajará cada una de las cuestiones
en base al siguiente esquema, a saber:
- Presentación de la pregunta: objetivos, alusiones teóricas y tiempo para su
resolución.
- Lectura, reflexión, propuesta y justificación de la solución a nivel individual.
- Análisis crítico de los diferentes grados de corrección de la solución a nivel
grupal.
- Conclusiones
¿Qué caracteriza cada pregunta?
Cada pregunta señala concretamente a uno o más puntos específicos del
contenido teórico definido por el Programa de Estudios (syllabus). En general,
los planteamientos que se trabajan en los exámenes de nivel intermedio de
ITIL® se refieren a la demostración, aplicación y toma de decisiones de
implementación en base a los conocimientos adquiridos.
No obstante, cabe destacar que cada pregunta puede presentarse en formatos
diversos, aludiendo a todo tipo de ámbitos industriales relacionados más o
menos con TI, en base a diagramas, tablas, esquemas y contenidos
específicos del manual oficial de ITIL® publicado por la Cabinet Office.
Página 149
Por lo tanto, no existe un formato único de pregunta-respuesta, sino que este

esquema puede obedecer a diversas maneras de tratar una misma cuestión.
Así, por ejemplo, para resolver un dilema referido a la mejor secuencia de
pasos para la implementación de una herramienta de gestión concreta (léase:
una CMDB, una práctica financiera, un procedimiento para la Gestión de
Cambios, etc.) la respuesta podría plantearse mediante argumentos que
justifican una serie de aspectos teóricos, o bien mediante una lista de
enunciados específicos con un orden concreto, o bien mediante tablas que
relacionan roles y tareas en base a un orden particular. Esta diversidad en la
tipología de planteamientos añade, sin duda, aún más dificultad a este tipo de
pruebas, por lo que parte del análisis desarrollado en clase se ajustará a la
necesidad de comprender y dominar cualquier tipo de respuesta que se nos
pueda sugerir.
Desarrollo de Habilidades
El curso de nivel Expert de ITIL® tienen como propósito general trabajar una
serie de contenidos teóricos y también el análisis de un caso y cuestiones para
posibilitar el desarrollo de una serie de habilidades en el alumno que le
permitan llevar a la práctica en el ámbito profesional los conocimientos
adquiridos.
Para ello, las preguntas de examen se centrarán en la práctica deliberada de
una serie de competencias basadas en:
- En nivel de ANALIZAR (nivel 4 de la Taxonomía de Bloom), es decir: el
candidato deberá ser capaz de descomponer un enunciado (expresado en
cualquier formato) en sus partes constituyentes para dotar al planteamiento
de mayor significación y claridad. Descomponer, discriminar, detectar,
diferenciar e ilustrar son tareas importantes en este nivel, y pueden ser
necesarias de cara a la puesta en práctica e implementación de los
contenidos teóricos aprendidos. En este nivel, la relevancia de las partes
constituyentes de una situación determinada se trabaja para comprender
más profundamente el todo.
- En nivel de EVALUAR (nivel 5 de la Taxonomía de Bloom), es decir, en la
capacidad del alumno para formular juicios de acuerdo a criterios
establecidos o estándares que permiten detectar inconsistencias dentro de
un proceso o producto. El candidato debe ser capaz de identificar si se trata
de incoherencias internas o externas y detectar errores, así como juzgar la
idoneidad de un procedimiento para un determinado problema, por lo que
se ve obligado a aplicar los primeros cuatro niveles de Bloom (Recordar,
Comprender, Aplicar y Analizar)
Página 150
Principales características de los exámenes de fase de ITIL®

Los exámenes oficiales de ITIL® son extremadamente complejos y tienen un
nivel de dificultad que dista gravemente del examen de fundamentos. En este
sentido, el gap es insalvable basando nuestras posibilidades tan solo en las
nociones principales. Debemos ser capaces de adaptarnos a cualquier tipo de
opción de respuesta que se nos presente en un examen oficial (tabla, gráfico,
lista de acciones, descripción detallada de una estrategia, etc.) Y tan sólo
conseguiremos tener alguna posibilidad si somos responsables y rigurosos,
haciendo un notable esfuerzo por dedicar las horas necesarias al estudio y
trabajo de la materia.
Un contexto limitado
Como hemos visto hasta ahora, las preguntas de examen ITIL® Expert se
estructuran de la siguiente manera:
- Descripción de un caso y su problemática.
- Enunciado de la pregunta (basada en una decisión sobre el escenario)
- Cuatro opciones de respuesta de 0, 1, 3 ó 5 puntos.
Por lo tanto, las principales tareas que debemos resolver son:
- Analizar el caso y comprender todas sus consideraciones
- Comprender y razonar correctamente la pregunta que se nos plantea que,
en la mayoría de los casos, tendrá un formato de “decisión”. Algunas de las
preguntas no están vinculadas al caso de estudio.
- Entender la lógica de las diferentes propuestas y saber diferenciarlas unas
de otras.
Una vez analizado el caso y comprendida la decisión que debemos tomar, la
tarea más compleja es, obviamente, determinar cuál es la respuesta correcta.
En la mayoría de ocasiones, la teoría nos ayudará a despreciar la opción
errónea, pero deberemos adquirir un modo de razonamiento concreto para
distinguir la respuesta más adecuada entre las demás. En este tipo de
exámenes se dice que “muchas veces, la respuesta correcta NO es la mejor
respuesta”.
¿Cómo podemos incrementar las posibilidades de identificar la respuesta más
correcta (5 puntos)? ¿Cómo se aprende a descubrir la opción de respuesta de
distracción (0 puntos)? Y entre las dos mejores respuestas, ¿cómo sé cuál es
mejor que la otra?
Página 151
Únicamente existen estas vías para asegurar el éxito en un examen de fase

para ITIL® Expert:
- Estudiar los apuntes tomados en clase y los ejercicios trabajados, prestando
especial atención a los diferentes razonamientos que se desarrollan en
función de cada punto teórico o tema.
- Estudiar el libro oficial publicado por la Cabinet Office para cada fase. Es
imprescindible concederle la máxima importancia al tiempo invertido en el
estudio y análisis lógico de los contenidos de los libros de ITIL®. Al margen
de lo familiar que nos resulten los conceptos y las actividades, o de la
experiencia profesional que podamos haber acumulado en este campo, se
hace necesario un concienzudo estudio que implica:
a) Entender los términos y conceptos fundamentales.
b) Memorizar objetivos, factores críticos de éxito, KPIs, actividades
de procesos, listas de beneficios, características, etapas, flujos de
trabajo, etc.
c) Elaborar apuntes y notas a medida que se trabaja el libro
d) Desarrollar esquemas para facilitar la comprensión y la
memorización
Si no dedicamos la atención, concentración, el tiempo y el esfuerzo
necesario a estas actividades de estudio nos será imposible identificar la
opción de respuesta incorrecta y, en el mejor de los casos, será muy difícil
discernir entre la mejor opción de respuesta y la segunda mejor opción.
- Práctica. Tanto en el transcurso de las clases teóricas como en el desarrollo
de las sesiones específicas de preparación de exámenes se ofrecen
numerosas técnicas, sugerencias e ideas para aprender a enfocar
correctamente cada tipo específico de pregunta. Es imperativo que
tomemos notas de todos estos detalles y, sobretodo, de los razonamientos
que justifican las opciones de respuesta (tanto si se trata de la opción más
correcta como si es el distracter). Debemos aprender por qué una opción de
respuesta es incorrecta (0 puntos), por qué es una opción de 1 solo punto,
por qué esa opción vale solo 3 puntos y por qué una determinada opción de
respuesta es la mejor. Y la única manera de aprender esto es partiendo de
una base: el conocimiento profundo de la teoría. Si no hemos estudiado la
teoría y no sabemos de memoria, al menos, el 50% del contenido del libro,
va a ser imposible que entendamos por qué una opción de respuesta es
mejor que otra.
Página 152
ITIL® Qualification:

MANAGING ACROSS THE LIFECYCLE (MALC)
CERTIFICATE
Case Study 1, version 1.0
CASE STUDY BOOKLET
This booklet contains the case study upon which at least 8 of the 10 examination questions will be
based. Within each question paper either 8, 9, or 10 questions will be based upon the case study.
Within the Question Booklet, any questions which state 'Please refer to the case study' are based
upon this case study. You are strongly advised to refer to the case study when answering these
questions. Failure to do so may result in experienced candidates selecting incorrect answers.
Questions which state 'This question does NOT use the case study' do not use the case study, and
may be answered without reference to it.
The case study describes an organizational situation and necessarily only provides a limited amount
of information. Where information is not provided (for example the case study may give no information
about a particular ITIL role or process), it should not be assumed that the role or process or other
aspect is absent in the organization. Nor should it be assumed that it is present in the organization.
When such information is important for any examination question, then it will be clearly specified in
the question-specific scenario on the question paper. No assumptions should be made based on the
absence of information in the case study.
© The Official ITIL Accreditor 2011

The Swirl logo™ is a trade mark of the Cabinet Office
ITIL® is a registered trade mark of the Cabinet Office
ITIL MALC Case Study 1 v1.0
This document must not be reproduced without express permission from The Accreditor.
Page 1 of 7
Case study to support the
ITIL Managing across the Lifecycle Examination
Background
A bank specializes in banking services for individuals and companies. The bank offers its services
through branch offices across the country and also through automated teller machines (ATMs), and
telephone and online banking. The bank has operated in its country of origin (HQ country) for many
years and has recently expanded its operations into overseas countries.
The bank offers several different types of accounts, including savings, loans, credit cards and cheque
accounts. All the accounts can be accessed by visiting a branch, by internet or by telephone. Internet
and telephone banking have been increasingly successful in the domestic market and the bank hopes
to deliver more innovative online products and service offerings internationally.
Changing world economics have opened up opportunities for the bank, and recent initiatives have
included:
• acquisition of banks in other countries, to expand international operations and widen its
customer base
• partnerships with other financial institutions such as insurance companies, to widen the range
of services to the bank's customers
• extended hours of operation and a broader range of products through its wider international
coverage.
The bank's strategy is to integrate activities and share services and functions with the recently-
acquired overseas banks where possible. The bank has already started selling and providing services
in these markets.
The partnerships that the bank has established with other financial institutions are strong and the
bank works closely with these partners. The bank has a business strategy, undeclared to its partners,
to take the lead in these partnerships. In particular, the bank wishes to take the lead in designing and
developing new banking services, and in marketing and selling them to the bank's own customers.
The bank also sees opportunities in marketing and selling its products to its partners' end-customers.
To support this strategy the bank has made a significant financial investment and commitment in
terms of professional banking staff and organizational support in these areas.
Banking services
The bank supplies a range of banking service packages to its customers. The following banking
services are considered to be critical components of these service packages, critical both to the
bank's business operation and to support the bank's customers:
• 24-hour automated teller machine (ATM) service

• 24-hour customer call centre (telephone banking and enquiry line)
• 24-hour internet banking (now the most vital for personal (non-business) banking customers)
• 24-hour global payments service (electronic, inter-bank bank payments, usually large
amounts)
• Branch service (local branches which customers can visit to access their accounts)
• Third-party sales support service (usually delivered to independent financial advisers on their
own laptop computers; without this service they cannot sell directly to their clients)
• Regulatory service (changes to interest rates and other aspects of customer agreements
which have to be notified to customers within a set period).

Page 2 of 7
Other, less critical banking services are also provided, including:
• Statement production (provision of account statements on a regular schedule and in response

to customer requests)
• Marketing and customer offers (notification and operation of various offers which enhance
other services).
Company structure
The high level company organization is set out in the attached organization chart.
There are eight divisions, each with a divisional director reporting to the chief executive officer (CEO).
The business executive board comprises the CEO plus the eight divisional directors.
The company's divisions work closely together, with collaboration on specific projects often crossing
divisional boundaries. The five banking divisions are:
• Retail banking division - focusing on the banking services

• Customer delivery division - responsible for the interfaces with the bank's customers,
including managing the branches and the ATM network
• Industry liaison division - responsible for working with delivery partners such as other ATM
providers, foreign exchange, credit card companies
• Financial products division - non-core banking services offered by the bank, including new
financial products such as the insurance offerings
• Global banking division - a division into which the recently-acquired overseas banks report
until they are integrated into the bank's operations.
Additionally there are three non-banking divisions:
• Marketing division - covering marketing of the generic brand and specific products
• Shared services division - this division consolidates the support services which have evolved
over time within each operational division and includes the departments of human resources
(HR), finance, IT and facilities
• Security division - covers security, audit, risk and compliance and is responsible for the bank's
security policy and for adherence to legislation, data security and physical security
requirements and business continuity. It is also responsible for the bank's global risk
management policy.
The chief information officer (CIO) used to report to the chief financial officer (CFO), but now they
both report to the CEO via the shared services divisional director. This change happened a year ago
when the shared services division was formed.
Corporate vision and business strategy
The corporate vision is firmly focused on expansion. Based on this vision, the business executive
board has set targets to be achieved by the close of the next financial year. The current financial year
will close six months from now so these targets are to be achieved 18 months from now, and will be
measured against the current position. Some of the targets are listed below:
• In the bank's HQ country, to have as a customer base 10% of the retail banking market
(currently 7%)
• To increase income from internet banking by 70%
• To increase the income from customers living outside the HQ country by 50%
• To achieve a 5% increase in corporate profit.
Part of the business strategy is to integrate and automate business and IT operations within company
constraints that include legislation, regulatory, financial and security constraints.

Page 3 of 7
Challenges, issues and risks
The commitment to expansion has created some direct and immediate challenges, including:
• Language and time-zone concerns, as the bank acquires and partners with companies in
other countries
• Cultural and organizational issues - this has especially shown itself in the different levels of
expectation for IT support between the different countries and acquired companies.
All the banking divisions and the marketing division rely on their ability to monitor current performance
and predict future demand. They depend heavily on the accuracy of management information and the
underpinning IT services. Recently there have been issues with integration of management
information across the business units.
As with all banks, there is a large amount of legislation - both national and international - that has to
be complied with. Additionally the bank is committed to conforming to the national banking code of
conduct, drafted collectively by the HQ country's major banks.
A company risk register is maintained and recent additions include:
• An operational risk related to an information security breach in the online banking service
• All IT hardware maintenance within the HQ country is outsourced to a single supplier which
was not profitable in the last financial year.
IT structure
The IT department is made up of five units, each headed by a manager.
• IT strategy unit, which includes IT strategy, planning and IT finance teams

• Applications unit, which includes teams for application design, procurement, and
development, as well as application maintenance and support
• Operations management unit, which includes an operations control centre, responsible for
controlling the operation of both applications and IT infrastructure - it also includes the service
desk function, incident and problem teams, as well as the technical management team,
responsible for developing and supporting the IT infrastructure
• Service implementation unit, which includes the change management team
• Service quality unit, which includes the service improvement manager.
IT infrastructure
The bank has built up a server environment consisting of rack mount and blade servers. Some of
these are clustered to provide high availability for critical IT services. Some are configured as virtual
machines, but others are not. In an effort to reduce capital expenditure and increase the utilization of
hardware, the bank has established a new policy of 'virtual first' meaning all new services will be
virtual unless the application requires otherwise.
The bank manages this infrastructure in its own physical data centre with connectivity to branches in
the HQ country via dedicated data links provided by a third-party supplier. Connectivity to offices
outside the HQ country is provided by a third-party supplier via internet wide area network (WAN)
links. The bank has set up a virtual private network (VPN) to ensure appropriate levels of security.
Some direct management of the branch IT infrastructure remains with the customer delivery division.
Some direct management of the overseas banks' IT infrastructure remains with the overseas banks
within the global banking division.
IT services
The banking services are underpinned by IT services. Some IT services, including the desktop
service and the management information (MI) service, support many different banking services. Other
IT services, such as the ATM management service, only support a single banking service. The IT

Page 4 of 7
services have been developed with a good level of collaboration between business and IT staff. This
has worked well, although it is acknowledged that effectiveness and economy could be further
improved by increased involvement of IT staff in developing new and changed banking services.
Some IT development is outsourced and there is a policy that application software is purchased
whenever possible rather than developed in-house. For example, accounting applications, stock
control applications and desktop applications are all based on commercial, off-the-shelf (COTS)
software.
IT service management (ITSM) situation
Due to the nature of the business, ITSM is well integrated into the company. An integrated ITSM
toolset is used to support ITSM processes.
Service strategy
The CIO and IT strategy unit work closely with the business with the aim of delivering relevant
and up-to-date IT services. There is a well-maintained IT service catalogue, easily accessible
to staff, showing the IT services available. The service portfolio, however, is not formally
maintained, although relevant information is available via business change request records
and development records.
Financial control within the IT department is comprehensive at a high level, but only limited
information is known as to the detailed cost of individual IT services and the usage by each
customer.
Service design
Banking staff are actively involved in the IT service design activities undertaken by the
application unit, and good relationships exist between staff in the applications unit and staff in
other divisions.
The applications which support the bank's products are either developed by the applications
unit, or purchased from third-party suppliers and customized by the applications unit. The
applications unit maintains these systems, in collaboration with third-party suppliers where
appropriate.
Approximately 60% of the work of IT service design is delivered by short-term contract staff
working in the applications unit.
Service level agreements are in place, with negotiation beginning during the service design
stage and extending through the service transition stage.
A remote back-up site is available to deliver continuity of critical IT services in the event of a
disaster. There is an IT service continuity policy that requires that all critical IT services be
designed to deliver IT service continuity via this route.
Service transition
It is difficult to secure the involvement of internal customers in the implementation of new and
changed IT services, although they are willing to be involved in IT service design. Once
internal customers have specified what they want, they expect the IT department to deliver
the IT service without their further involvement.
Operational changes are well-managed, with strict control over access to the live IT services,
but there is no formal change evaluation process to provide support for the evaluation of
significant changes, and customer involvement with IT service transition is minimal.
Software testing is well-established, although it is almost totally focused on software

functionality. This has caused issues in the past with new IT services being hard to support
and requiring further effort to make them work after the IT services are operational.

Page 5 of 7
Service asset and configuration management is focused on detailed data from automated
discovery tools. The incident and problem teams do not feel this data helps them to diagnose
issues easily.
Knowledge management is mostly carried out informally. There is a formal communication

plan to keep staff up-to-date on new policies and requirements. There is awareness that, as
the bank expands, the management of data and information will become increasingly
important.
Six months ago HQ internal users received the roll-out of two updates to the standard desktop
build, which is a major component within the desktop service. One was an important security
update and the other was an update to the management information (MI) application that was
considered critical for financial end-of-year reporting, and is also a component of the MI
service. These two deployments were done at the same time and resulted in significant
incidents for HQ staff.
Service operation
The service desk function and the incident management process are well-established and
effective. Problem management tends to be reactive rather than proactive.
Business questions (how-to questions) are handled by separate business support teams
within each of the main business divisions.
There is a process to manage service requests which is supported by service request

software to enable direct ordering of certain service catalogue items by business users.
There is a central operations control centre in the HQ country which controls the operations of
both applications and IT infrastructure (apart from certain management activities for the
branch IT infrastructure, which are carried out locally by the branches themselves).
Traditionally the operations management unit staff have focused on IT service operation
stage activities and have not been involved with service design stage or service transition
stage activities.
While the plan is to integrate IT from the acquired businesses into the bank wherever
possible, there have been difficulties in integrating the staff, IT and the acquired companies
with the existing bank staff and structure. This has resulted in management focusing more
attention on IT operations.
Continual service improvement
There is a well-established company culture of improvement, demonstrated by availability of

investment funding for improvement projects throughout the bank, including the IT
department. Formal IT service improvement is under the supervision of the service
improvement manager, a senior member of the service quality unit. The service improvement
manager has difficulty getting staff to collaborate in focusing improvements at a service level.
Most IT staff members tend to undertake process improvement without considering service
measurement.

Page 6 of 7
ORGANIZATION STRUCTURE DIAGRAM
CEO
Shared Retail Industry Customer Financial Global

Marketing Security Divisions
services banking liaison delivery products banking
Finance Facilities
IT department HR department Departments
department department
CIO HR manager Heads of Department
CFO Facilities manager
Applications unit Service Operations Service quality

(including design, management unit Units
IT strategy unit implementation unit
procurement, (including ops. control
(including planning & unit (including service
development, centre, service desk,
finance) (including change improvement
maintenance, incident mgt., problem
support) management) manager)
mgt., technical mgt.)

Page 7 of 7

CERTIFICATE
Sample Paper 1, version 5.0

To be used with Case Study 1
Gradient Style, Complex Multiple Choice
QUESTION BOOKLET

120 minute paper
10 questions, Closed Book
Instructions
1. All 10 questions should be attempted.

2. All answers are to be marked on the answer grid provided.
3. You have 120 minutes to complete this paper.
4. You must achieve 35 or more out of a possible 50 marks (70%) to pass this
examination.

ITIL MALC Sample1 QUESTION BOOKLET v5.0
Page 1 of 11
Version 5.0 (Live) Owner – The Official ITIL Accreditor
Question One
Please refer to the case study

The business executive board agreed that the CIO would provide a strategy for improving the bank’s
IT service management (ITSM) capability. The strategy must support the bank’s growth plans and
enable the bank to focus on value realization. The CIO therefore engaged an ITSM consultancy
company to conduct a review of the current ITSM processes within the bank.
The review report concludes that the existing ITSM processes are, in general, meeting their
performance targets. Currently, however, ITSM as a whole is not sufficiently robust to support the
bank’s globalization plans.
The review report recommends the following options for improvement:
1. Improvements should be made in order to increase customer satisfaction, which has fallen
due to performance issues in IT services that have recently changed.
2. A programme should be developed to implement all ITIL processes.
3. Service portfolio management should be implemented.
4. A multilingual service management tool should be bought to increase process effectiveness.
5. The process owners' main focus should be on improving their processes through the use of
process metrics.
6. Additional training in customer care should be provided for all staff members who have direct
contact with customers and users.
7. Service design should be strengthened by the introduction of design co-ordination.
8. A single SDP should be created for use in all future bank acquisitions.
Due to the current financial constraints, the CIO recognizes that only some of the recommended
options for improvement can be included in the strategy.
You are the service improvement manager within the bank. The CIO has asked you to evaluate the
proposed improvements.
Which one of the following combinations of improvements will provide the BEST solution for the bank?
A. 2, 5, 6, 8
B. 1, 2, 3, 7
C. 1, 4, 6, 7
D. 2, 3, 4, 5

Page 2 of 11
Question Two

Recently HQ internal users received a security update to the desktop which resulted in significant
incidents for HQ staff. The change management team sent an email notification of this change to all
IT team managers and their staff just before deployment. The email included a specific reference to
the new IT security policy on the intranet, however many IT staff did not understand the new policy.
The chief information officer (CIO) wants a pragmatic approach to improve the current practice of
communicating changes. This is required to ensure successful deployment of similar security changes
which are due next month. The CIO has assigned you to evaluate a key part of the existing IT
communication plan for IT staff, which is shown below. The strategic communication plan for the
business and IT is documented elsewhere.
Row Messenger Target Message Method of Date and

audience communication frequency
1 CIO IT unit Importance of complying with IT senior Throughout
managers new and changed policies to management the service
maintain regulatory meetings lifecycle
compliance
2 Publish on All IT staff Read new or changed Policy on the Available
the intranet policies and practices. intranet from the date
Confirm that you understand of first
the message deployment
Which one of the following answer options describes the BEST recommendation to improve the
extract from the communication plan?
A. Row 1 does not need to be changed, as it is important for all IT unit managers to understand the
changes. In row 2, modify the method of communication to “Policy on the intranet with
confirmation of understanding from the reader.”
B. In row 1, change the message to “Importance of complying with new and changed policies to
maintain regulatory compliance by following the knowledge management process”. In row 2, add
to the method of communication “Questionnaire to check that staff members have understood the
policy”. Add a new activity to the table as row 3 to find out how people are affected by the ‘change
cycle’ in order to establish the target audience.
C. In row 1, change the target audience for CIO communications to “The IT steering group.” In row 2
modify the message to “Importance of reading and understanding policies for new or changed
services.”
D. In row 1, add IT team managers to the target audience. Under 'date and frequency', specify where
in the service lifecycle the specific points of communication should happen. In row 2, change the
method of communication to “Policy on the intranet and mandatory online test to be completed by
all IT staff".

Page 3 of 11
Question Three

You are the service improvement manager.
You have recommended that the bank should improve its service design practices. Specifically, you
propose that formal service design packages (SDPs) should be introduced with agreed standards for
their content, methods for development and required inputs. You believe that significant benefits can
be derived that would help resolve several existing issues in design, transition and operation.
The CIO has asked you to create a report that explains the importance of formal SDPs to the bank.
The report will be used to encourage both staff and management support for this improvement effort.
Which one of the following answer options BEST summarizes the benefits arising from the SDPs that
should be included in your report in order to make the strongest case for implementing the SDP
improvements?
Answer options
Item A B C D
Deployment plans that specify required testing, allowing better change scheduling
Service transition plans that identify all transition requirements, allowing better
change co-ordination
The inclusion and documentation of more than just the functional requirements
when designing services
The involvement of IT groups other than application development staff in design
work
The identification of the appropriate times during design and transition to draw on
knowledge of operations staff
Drawing on knowledge of operations staff during design
Having a consistent and repeatable approach to design documentation, regardless
of who in the organization is leading the effort
Having a consistent and repeatable approach to requirements documentation
Appropriately measured service design activities for continual improvement
The involvement of service implementation unit staff in design
The inclusion of application development staff in transition activities
The inclusion of the business in transition activities
Ensuring business participation in functionality testing
Having clear design acceptance criteria to reduce failed changes
Ensuring testing and validation of all design and acceptance specifications for new
or changed services
Ensuring testing includes more than functionality
Specifying knowledge capture and documentation requirements
Determining if the design is practical for the purpose specified
The inclusion of user training in all new or changed service designs

Page 4 of 11
Question Four

Even though there is increased management attention on the interaction of operational staff with other
service lifecycle stages, some of the IT unit managers still doubt the real value of such integration. As
the availability of customer-facing and supporting services are business critical, the current policy is
that operational staff should, in general, concentrate on maintaining service uptime. Effectively this
isolates most operational staff from direct interaction with other parts of the service lifecycle.
You are the IT operations manager, and you believe that the current policy is outdated and should be
replaced. You have been invited to a meeting with the CIO and other IT unit managers to present your
view.
Many IT managers, including the IT strategy unit manager and the service improvement manager, do
not agree with the idea of increased involvement of operational staff in other lifecycle stages. You
have decided to present examples of activities from other service lifecycle stages which show how the
organization would benefit from the involvement of service operation staff.
Which one of the following answer options is the BEST example of a list of activities carried out by
service operation staff during other service lifecycle stages?
A. • Gather and identify IT operational costs by key service operation process such as incident
management and problem management
• Create an overview of how the different customer-facing services utilize technology, as a
basis for improving service asset and configuration management
• Perform training on a new service supporting the new insurance ventures to reduce the
probability of user errors
• Communicate potential issues with the server environment to prevent incidents.
B. • Indicate operational risks for a new IT strategy being developed, which would introduce
contracted development services
• Develop appropriate cost models for accounting and stock control services to support a
policy change from “build before buy” to “buy before build”
• Define IT service objectives and performance criteria, to improve the match between services
delivered and business requirements
• Initiate work on analysing the potential impact on infrastructure availability from an
aggressive business expansion strategy.
C. • Assess whether the data centre is equipped to handle the additional capacity needed to
support the growth of internet banking
• Develop mechanisms to increase visibility into the cost of the desktop support service to
compare with similar 3rd party services
• Ensure that business-critical changes have been undergoing sufficient integration testing
• Identify how new monitoring tools could provide improved customer reporting.
D. • Detect and diagnose events to prevent issues with the central banking services being
exposed to customers
• Document requests on the word processing service in the service knowledge management
system to facilitate sharing of good practice
• Conduct periodic reviews of operational logs to identify patterns and trends of activities
• Maintain up-to-date records of personnel to ensure that users are given correct rights to use
services.

Page 5 of 11
Question Five
Please refer to the Case Study

You were recently appointed as the process owner and process manager responsible for knowledge
management. This new position has been created following the bank’s commitment to improve its IT
service management capability and to support international operations.
You have established a project to develop and implement a formal knowledge management process
across the service lifecycle. The knowledge management process needs to be delivered within the
bank’s regulatory and security constraints. Disposal of information is recognized as a challenge.
Last week, the key stakeholders on the project agreed that the purpose of knowledge management is:
• To share perspectives, ideas, experience and information and ensure that these are available
in the right place at the right time to enable informed decisions to be made; and to improve
efficiency by reducing the need to rediscover knowledge.
The next task for the project is to develop a knowledge management policy that supports the purpose
of knowledge management. You are working with key stakeholders to develop this policy.
Which one of the following answer options describes the BEST set of policy statements to support the
implementation of knowledge management at the bank?
A. • Knowledge, information and data will be available and accessible to staff, partners, and key
suppliers, in different languages.
• Definitive knowledge, information and data will be stored in a service knowledge
management system (SKMS) and used to support the provision of services.
• Knowledge management will facilitate knowledge transfer to support the implementation of
new or changed services.
• Documented procedures will be designed and developed for the creation, approval,
maintenance and control of knowledge, information and data.
B. • Knowledge management will support knowledge transfer for all roles across the service
lifecycle and across all time-zones.
• Knowledge will be shared across the bank and with its partners to support decision-making
and the lifecycle of IT services.
• Definitive knowledge, information and data will be maintained in a system that supports
different languages with secure and controlled access to accurate information.
• Knowledge, information and data will be created, approved, maintained and disposed of
using a documented process.
C. • Staff will be trained to optimize their use of information and to dispose of data.
• Knowledge, information and data will be gathered, analysed and stored in a secure SKMS
and maintained to support effective operational services.
• The SKMS will provide controlled access for each member of staff.
• IT service management and service delivery will be supported by a configuration
management system (CMS) that is part of the SKMS.
D. • An SKMS will support the flow of information through all stages of the service lifecycle.
• The SKMS will reduce the risks that arise from a lack of proper mechanisms for knowledge
transfer.
• Knowledge, information and data will be gathered, analysed, stored and maintained by each
team.
• Details of all operational IT services will be maintained in the service catalogue to ensure that
staff, partners and key suppliers have access to information and data on live IT services.

Page 6 of 11
Question Six

Each time a new acquisition is undertaken the bank has difficulty integrating the people, processes
and IT services into the existing organization. Some of the issues experienced are listed below:
i. Some systems from the acquired companies have been retired before it was clear how this
work would be managed in legacy systems.
ii. On other occasions two or even three systems have been retained, even though they all
perform the same work. These decisions seem to be driven at the business departmental
level, without significant involvement of business leadership.
iii. Designs of merged IT services have not fully taken operational realities into consideration.
iv. Transitions have been executed in a rushed manner, focusing primarily on service
functionality. As a result, training for support staff and users has been neglected, and there is
insufficient knowledge documentation for the services. This has led to operational issues.
v. Required technology and service metrics are not being collected to enable the services to be
managed effectively.
You are the manager of the newly formed service management office (SMO). You believe that many
of the issues that have been experienced can be traced back to poor integration between the stages
of the service lifecycle. You undertake a review to determine if each lifecycle stage is providing the
right outputs to be inputs into other stages. Based on your review, you will identify the highest priority
items to be addressed in a first set of improvements. Other items, though they may be highly
desirable, will be addressed in future improvement cycles.
Which one of the following options represents the BEST set of outputs/inputs to be addressed as high
priority items for the bank in this first improvement cycle?
(Legend: SS = Service Strategy; SD = Service Design; ST = Service Transition; SO = Service

Operation: CSI = Continual Service Improvement; All = All stages of the service lifecycle)
Answer options
Item From To A B C D
Business case SS SD
Comprehensive training plans SD ST
Design errors identified in testing ST SD
Details of how measurements and metrics will be produced SD ST, CSI
Knowledge for the SKMS All All
Operating risks SO SS, SD, ST
Operational requirements SO SD
Operations plans and procedures SD SO
Required service outcomes and service constraints SS SD
Operational performance data SO CSI
Service design package (SDP) SD All
Service models SS SD
Service portfolio SS All
Vision and mission SS All
Vital business functions SS SD
Operational level agreements SD ST
Patterns of business activity SS CSI

Page 7 of 11
Question Seven
Please refer to the Case Study

The bank has just started working on a new service offering, to be supported by a new business
activity and new IT service.
As the CIO you have been asked to recommend an overall IT service strategy for the new IT service.
An important element in the IT service strategy is to decide on the sourcing of service provision. You
have asked the service owner to document key aspects of the new IT service. The service owner has
returned with the following summary:
• The new IT service represents an innovative approach in banking for both the bank and the
market, and is considered state-of-the-art with respect to both approach and use of
technology.
• Time-to-market, low price and security are all vital to ensure that the bank maintains a
competitive advantage related to the new IT service.
• Integration with financial management practices is key to measuring and ensuring success for
the new IT service.
• The new business activity will generate a high transaction frequency, and requires close,
manual attention and day-to-day follow-up according to a defined, written procedure.
• The new business activity will need to be closely integrated with the IT department's activities
of business relationship management and service level management.
Which one of the following options is the BEST choice for sourcing the service provision of the new IT
service?
A. Outsource IT responsibilities to a 3rd party
B. Outsource IT responsibilities and business activity to a 3rd party
C. Establish a new IT group within the business unit responsible for the new business service
D. Assign IT responsibilities to the existing Shared Services division

Page 8 of 11
Question Eight

Operations management have raised a concern regarding the IT service supporting the business-
critical customer call centre. They stress the need for better scalability and better reporting for the IT
service.
The IT strategy unit has passed an authorized service charter for these issues to applications
development. The IT strategy unit has specified that no changes to service utility or vital business
functions are required at this time. Applications development has started a project to address the
scalability and reporting issues. The project charter defines virtualization options that could address
the need for better scalability, and it addresses the enhanced reporting capabilities for IT.
The IT operations manager is responsible for providing information for service strategy, service
design, service transition and continual service improvement stages.
At this point in the project, which one of the following answer options is the BEST list of outputs that
the IT operations manager should provide to ensure success of the revised service?
A. • Historical information on incidents and problems to capacity management and availability

management processes
• Feedback on issues concerning validation and testing and change management processes
• Service metric and key performance indicator achievements to service level management
process
• Logged improvement opportunities to the service asset and configuration management
process.
B. • Information in the service knowledge management system to the continual service

improvement (CSI) stage
• Feedback on the knowledge management process
• Requests for change to resolve operational issues to the change management process
• Actual performance data to capacity management and availability management processes.
C. • Operational impact assessment from service level agreement changes to the service level
management process
• Results of post-incident user satisfaction surveys to the CSI stage
• Logged improvement opportunities to the service portfolio management process
• Business communication plan to address varying user support expectations from cultural
differences.
D. • Feedback on operational risk to the change evaluation process

• Information on vital business functions to the availability management process
• List of known errors and answers to typical business questions to the operations control
centre
• Demand forecasts to the capacity management process.

Page 9 of 11
Question Nine

Independent financial advisors (IFAs) use the third-party sales support service to sell the bank's
financial products. It is important that the service is easy to use and reliable.
You are the service owner for an enhanced IT service which will extend the hours of operation to
support the IFAs sales activities. A new application will replace the existing application and will adopt
the bank’s new policy of 'virtual first'. All transactions will be in real-time via a web interface. This
environment will improve the bank’s capability to develop and automate the delivery of new banking
products for third-party sales.
You need to decide what set of service metrics to use for the sales support service and at which
service lifecycle stage the metrics can be measured. You have brainstormed the following service
metrics:
1. Sales performance of IFAs

2. Bank internal customer and IFA satisfaction survey results with the potential to offer a broader
range of products
3. Interrupted sales support service transactions during agreed service hours
4. Predicted achievement in the IFAs’ sales of bank products due to the IFAs’ use of the sales
support service
5. Variation from predicted achievement in the IFAs’ sales of bank products due to the IFAs’ use
of the sales support service
6. IFAs’ satisfaction with the sales support service
7. Predicted batch turnaround time during the agreed service hours
8. Variation from predicted batch turnaround time during the agreed service hours
9. Mean time between failure (MTBF) of the web application during the agreed service hours
10. Decrease in the total cost of handling IT service incidents
11. Predicted downtime of the sales support service during the agreed service hours
12. Actual downtime of the sales support during the agreed service hours.
From the following answer options, which one provides the BEST combination of SERVICE metrics
and the stages in the service lifecycle at which they CAN be measured?
A.
Service Service Service Service
strategy design transition - pilot operation
1, 6, 11 2, 3 2, 12 1, 3, 6, 12
B.
2, 6 2, 3, 4,6 2, 3, 5, 6 2, 3, 5, 10
C.
4, 6 4, 6, 11 3, 6,12 3, 5, 6, 12
D.
6, 7 6, 7 6, 8 6, 8, 9, 10

Page 10 of 11
Question Ten
This question does NOT use the case study

An organization providing IT services to universities has had rapid growth for 5 years. The turnover
and the number of customers have both increased by 700% in that period. The number of IT staff has
increased from 30 five years ago to the present 300.
Partly as a result of this rapid growth, it is thought that there are many areas where the organization
could improve in terms of IT service management (ITSM). There are no recognized ITSM functions or
processes in place, with the exception of a service desk and the incident management and service
request processes. There is minimal customer contact: for example, customers and users are not
allowed to call the service desk but instead have to raise incidents and service requests via the
intranet.
There are many areas of ITSM that must be improved in order to support existing customers
appropriately and to cope with continuing growth. The management team, however, does not agree
on the way forward and has various opinions on what it should start improving or implementing first.
Which one of the following answer options describes the BEST approach to meet the needs of the
organization at this time?
A. Conduct a strategic assessment looking at the internal and external environment. Hold meetings
within the IT senior management team to fully discuss and understand the position regarding
finances, resources, relationships with business units, the existing services and the projects
underway. The feeling is that, at this time, the organization is not mature enough (especially in
the ITSM areas) to carry out an extensive assessment with IT staff and customers. Once this
strategic assessment has been completed the next steps will be first to set the strategy and then
next year to undertake a further detailed assessment. This further assessment should involve
both IT staff and customers and produce the required return on investment.
B. Encourage better communications with customers as a top priority. A business relationship

manager should be appointed to initiate communication channels with customers. This manager
should act as an interface between the IT service provider and the customers to identify areas of
concern, changes in business plans, service priorities and required service levels amongst other
things. At the same time the incident management and service request processes used by the
service desk should be amended to enable customers to speak to service desk representatives if
they wish to do so. A new service desk integrated toolset should be purchased to enable this
interaction to work better. A further review should be undertaken in 6 months’ time.
C. Conduct an assessment of the current situation by first understanding the vision by discussing
this with senior IT and business management. Then interview key stakeholders in both the IT
service provider unit and within the business units. Although only two documented processes are
in place, informal work is being undertaken in many other areas so understanding how this is
achieved and identifying gaps where improvements could be made will be possible. Where
available, documentation will be analysed, meetings attended and the service desk observed. A
detailed report will be produced and a CSI register created with improvement initiatives for
achieving short-, medium- and longer-term goals. Each initiative will show the return on
investment that will be achieved.
D. Understand the high level vision from an IT perspective and define the strategy. Conduct
interviews with representatives from all business units to ascertain the processes they follow
when reporting incidents, asking for changes, requesting new services etc. From these interviews
it will be possible to determine the areas that are concerning the customer base the most and to
ensure that these areas are addressed first. A customer satisfaction survey should be undertaken
with all users who did not attend the interviews. A detailed report will be produced and a
prioritized CSI register created. Prioritized improvement initiatives will be documented in the
register and each initiative will show the return on investment that will be achieved.

Page 11 of 11

CERTIFICATE
Sample Paper 2, version 5.0

To be used with Case Study 1
QUESTION BOOKLET

120 minute paper
10 questions, Closed Book
Instructions
1. All 10 questions should be attempted.

2. All answers are to be marked on the answer grid provided.
3. You have 120 minutes to complete this paper.
4. You must achieve 35 or more out of a possible 50 marks (70%) to pass this
examination.

Page 1 of 16
Question One
The business has asked for a significant change in order to improve the internet banking IT service.
The change will improve the warranty level of the service package, including the enabling WAN
service, which is provided by a third-party supplier. There are no technical changes to interfaces or
dependencies.
You are responsible for the design of the overall service solution. You have verified that all inputs
from the service strategy lifecycle stage are present and acceptable.
Which one of the following answer options is the BEST approach to ensure that the overall service
solution will achieve an improved warranty level for the Internet banking IT service?
A. • Create a design co-ordination process and use this for a consistent approach to service
design activities, ensuring that all elements of the service design package are addressed.
• Use the service level management and supplier management processes to develop agreed
service level requirements and the associated service level targets, which the changed
service must be designed to achieve.
• Work with availability management, capacity management, IT service continuity management
and information security management to define service level targets that relate to their areas
of responsibility and to validate that the targets are realistic.
B. • Use the service catalogue process to provide accurate information about the existing internet
banking IT service, its interfaces and dependencies.
• Work with the relevant supplier manager for the WAN to establish that the underpinning
contract will support the service level requirements.
• Work with the service level manager to define availability, capacity, IT service continuity and
information security service level targets.
C. • Finalize the service level targets for the internet banking IT service during service design.
• Work with the technical specialists responsible for availability, capacity, IT service continuity
and information security of the enabling services to ensure that the service level targets can
be achieved.
• Plan to work with the technical specialists to update service level targets when the service
has been live for the initial service period and service measurements are available.
D. • Initiate the development of a service model to ensure that technical specialists understand
the structure and dynamics of the changed service.
• Work with the technical specialists to develop and validate service measures to underpin the
service level targets defined in the service model, and ensure that the day-to-day operation
of relevant processes match service level targets.
• Work with the supplier manager to establish a disaster recovery site to ensure that availability
targets in the service design package can be met.

Page 2 of 16
Question Two
You are the design co-ordination process manager. You have reviewed the IT service management
(ITSM) capabilities and resources for the desktop service and the management information (MI)
service. A review has also been completed of the changes that were carried out to these IT services
over the last six months. It included a review of the service requirements. The key findings are as
listed below:
1. Some service requirements were missing and this led to unexpected warranty issues in early
life support. One deployment resulted in significant incidents for HQ staff.
2. Although the desktop service design package (SDP) is generally good, the plans did not
include resource requirements for additional incident and problem-handling. There were no
metrics or acceptance criteria for changes in incident volumes during early life support.
3. There is no evidence of feedback on the SDP from the service desk and IT operations staff.
There is a risk of alienating key support and operations staff during periods of change and a
risk of increasing staff resistance to change.
4. The configuration items (CIs) within the MI application are defined. However, the MI
application depends on components in the desktop build that are not uniquely identified as
dependent CIs. This has resulted in failed changes for parallel deployments of the desktop
build for a security update and an update to the MI application.
5. Configuration item (CI) information for the desktop build is good and accessible to the
technical management team. However, this information is not shared and is not accessible to
other teams.
The CIO has asked you to recommend improvements to ensure that similar implementations planned
for the next few months will be successful. The improvements should cover all of the key findings and
should be able to be introduced quickly, to avoid similar problems in future.
Which one of the following answer options describes the BEST set of improvements given the
situation and key findings?
A. • Measure key metrics and report these against predicted levels before and during any
deployment. Use these to set acceptance criteria during service transition.
• Train support staff to use the existing service asset and configuration information to perform
their roles.
• Involve IT support staff, customers and user representatives in reviewing the service design
package (SDP) and in service rehearsals.
B. • Complete the review of the service requirements.

• Review and improve the acceptance criteria for service transition, as the warranty of the
service is difficult to support.
• Improve the change management process by using formal change evaluation to evaluate
similar parallel deployments.
C. • Review the business and IT strategy and the definition of the SDP.
• Perform a strategic review of the desktop service and MI service. The review should ensure
that all service requirements are defined.
• Develop a policy of improvement and set up an implementation project for the IT function.
This will enable improvements in measurement and reporting of incident volumes and user
expectations.
Question continues overleaf

Page 3 of 16
Question continued
D. • Hold review meetings with customers, user representatives and IT support staff throughout
the service design lifecycle stage and during service rehearsals.
• Agree exit criteria for early life support in the SDP, including measures for incident volumes.
• Define configuration items (CIs) for the desktop deployment and dependent CIs in parallel
deployments. Provide IT staff with access to quality configuration information in order for
them to diagnose incidents and problems easily.

Page 4 of 16
Question Three
As the bank has pursued its expansion strategy, investment in IT services has proven more and more
difficult to manage. Both the shared services director and the CIO are concerned that costs are rising
without clear visibility into the source of the costs or the value to the bank of the expenditure. There is
significant concern that key bank services may be compromised if IT is not investing in the right areas.
This concern is supported by the recent online banking information security breach.
The CEO has indicated that not all the IT staff members brought into the bank as a result of the
acquisition of other banks can be retained and that the IT department will be required to make
significant cuts unless business justification for staffing levels can be provided.
You are the manager of the newly-formed service management office (SMO). You have been asked
by the CIO to analyse the situation and define a plan to ensure that the costs of service provision will
be consistently aligned with overall bank priorities now and in the future.
Which one of the following answer options represents the BEST course of action to recommend?
A. The service portfolio should be formalized, starting with the information already available in the
service catalogue and other sources. Existing business interactions should be matured into formal
business relationship management with a focus on understanding the needs of the various
customer groups and the overall needs of the business. Meanwhile IT needs to work with all
appropriate business areas to put in place methods and metrics to determine the total cost of
each service as well as its value to the business. Classifying services as 'core, enhancing or
enabling' can be used initially to understand, and eventually to quantify, the business outcomes
supported by each service.
B. The IT organization should focus on service costing to determine the way funds are being
expended now. This will include working with the business to determine which services cost the
most and why. Then meetings should be held with the individual customer groups to review the
services and to determine which services they believe to be most important to their work
activities. The services in the service catalogue should be classified as 'core, enhancing or
enabling' to support better budgeting decisions. Operational metrics should be created to allow
collection of service-specific data and management information for continual service
improvement.
C. An inventory of IT services should be created, classifying them as representing money spent,

value added or value realized. IT should then hold meetings with customers to review the current
services and to determine which services they believe to be most important to their work
activities. Service design practices need to be reviewed and revised to ensure that the relative
importance of new or changed services is properly reflected in service designs and the resulting
service design packages. Service provider value capture should be embedded into the design of
all services and service changes.
D. You propose beginning by working with the business and IT to classify the services in the service
catalogue as 'core, enhancing or enabling' as a first step in understanding and communicating the
role of each service in business activity. The service portfolio management process should then
be reviewed and revised to ensure that the contribution of each IT service to business activity is
clearly understood. Existing data should be used to create preliminary cost information on an
individual service basis and to identify opportunities for continual service improvement from a cost
perspective. IT should then work with the Finance division to develop an approach to
comprehensive service costing.

Page 5 of 16
Question Four
You are the service improvement manager. Together with the change management process owner,
you are planning a set of tactical improvements to the way IT changes will be handled in the next six
months. Key drivers for the improvements are:
• There have been recent incidents following unauthorized changes to the branch
infrastructure.
• It is important that a new IT service now under development achieves its required
performance. This new IT service will support a new business-critical insurance service.
The current change authorization model for IT is:
Change authority Level of risk/impact

Level 0 Business executive board High risk/impact and/or high cost
Level 1 IT steering group Change has an impact on multiple IT

services or divisions
Level 2 Change advisory board (CAB) or Change has an impact on a local group
emergency CAB (ECAB)
Level 3 Change manager Low risk change
Level 4 Local authorization Standard change
Which one of the following answer options is the BEST proposal for TACTICAL improvements to the
way IT changes are handled?
A. • Consider refresher training for the customer delivery division and key resources from new
acquisitions.
• Establish country IT change advisory boards at level 1 to speed up handling of IT changes,
with these country boards reporting into the business executive board.
• Implement a change evaluation process.
• Expand testing of utility for new and changed services.
B. • Review the change management process and ensure that the branch IT infrastructure is
within scope.
• Check that each change authority has the right representatives. This should include the
customer delivery division and representatives from IT suppliers and new acquisitions.
• Introduce the key elements of a change evaluation process.
• Increase focus on warranty during testing, and include representatives from the financial
products division.

Page 6 of 16
Question continued
C. • Introduce a service management toolset to increase visibility into changes and their impact
on live services.
• Reduce the number of change authority levels, and specify that the new insurance service is
handled at a lower level to reduce time-to-market.
• Extend the existing change evaluation process for level 1 and level 2 changes in the
customer delivery and shared services divisions.
• Implement a knowledge management process to optimize use of data and to improve
efficiency across business divisions.
D. • Evaluate the change management process within the shared services division and ensure
on-going control over live services in operation.
• Check that the users of the change management process have completed training. Consider
refresher training for suppliers and teams where there have been change-related incidents.
• Make adjustments to the change authorities, such as ensuring that a customer delivery
division representative is an active member of level 2.
• Assess operational readiness during testing, particularly related to support after go-live.

Page 7 of 16
Question Five
Please refer to the Case study
To support the bank’s ambitious expansion plans, the CIO is keen to increase the quality of the IT
services that underpin the business activities. A critical success factor is improving the bank’s IT
service management capability.
Customer satisfaction surveys and service design packages (SDPs) were identified as service
improvement suggestions but they are not yet widely used. However the bank is improving its process
for major changes that involve significant cost, risk or organizational impact, and the bank has just
started to capture customer satisfaction survey measurements.
You are the service improvement manager. In further support of the current quality initiative the CIO
has asked you to analyse the following additional service improvement ideas and to recommend the
four suggestions that should be considered next.
The list below shows the additional service improvement ideas:
1. Ensure that each SDP fully documents all required testing of service utility.
2. Plan to incorporate customer satisfaction targets into the service level agreements (SLAs).
3. Introduce the principles of balanced design for major changes as part of the service design
lifecycle.
4. Implement a continual service improvement (CSI) register to record and prioritize service
improvement suggestions and ensure that associated KPIs are identified.
5. For each implementation of a new service carry out a customer satisfaction survey with
business representatives.
6. Create an SDP for each major change and include a definition of each stage of the transition
with suitable entry and exit criteria.
7. Increase the amount of utility testing for all products and IT services before release and
deployment.
8. Reduce the number of new service support issues by introducing involvement from the
business and service implementation unit at the service design stage.
Which one of the following is the BEST set of four improvements to consider next?
A. 1, 4, 5, 7.
B. 2, 3, 4, 6.
C. 3, 4, 5, 8.
D. 1, 5, 7, 8.

Page 8 of 16
Question Six
The service level manager worked with the business to agree the following service level targets for
each of the relevant IT services supporting the bank’s targets:
• High availability (99.99%+)

• High customer satisfaction (4 or above on a scale from 1-5, where 5 is the highest)
• Reduction in service costs of 20%.
You have been asked to perform a strengths – weaknesses – opportunities – threats (SWOT)
analysis of IT service management within the bank considering the above service level targets.
Which one of the following answer options represents the MOST appropriate SWOT analysis of IT
service management within the bank, given the service level targets in the scenario and in the context
of the overall case study?
A.
Strengths: Weaknesses:
1. Dedicated physical servers to prevent cross- 4. Issues with integration of management

service impact from incidents. information across the business units.
2. Business and IT are strictly separated to 5. Insufficient commitment of staff and finance
support good governance. for dealing with suppliers.
3. Standardized IT support as “one size fits all”. 6. Insufficient network security.
Opportunities: Threats:
7. Implementing an integrated service 9. Reducing co-operation between business

management toolset. divisions.
8. Actively involving banking staff in service 10. Focusing on overseas business could
design. threaten bank's success in domestic market.
B.
1. Strict control over access to live services. 4. Inadequate software testing.

2. Good service desk and incident management 5. Insufficient data for diagnosis by incident and
process. problem teams.
3. Well-established culture of improvement. 6. Limited financial information on cost of
individual services.
7. Available funding for improvement projects 9. Infrastructure management outside of the

across both business and IT. shared services division.
8. Business strategy to integrate and automate 10. Language, time-zone and cultural issues.
business and IT operations.

Page 9 of 16
Question continued
C.
1. Remote back-up site exists for service 4. No formal change evaluation.

continuity. 5. Missing proactive element of problem
2. IT department has a unit focused on service management.
quality. 6. Lack of a formally maintained service
3. The business and IT work closely together. portfolio.
7. Acknowledgement that effectiveness and 9. Handling of business questions by business

economy could be improved by involving IT support teams.
staff more in developing new and changed 10. Changes in legislation.
business services.
8. Costs of virtualization solutions are reducing.
D.
1. Well-maintained IT service catalogue easily 4. Dependence on the knowledge of short-term

accessible to staff. contract staff.
2. Service request software supports direct 5. The operations control centre covers both
ordering of services. applications and infrastructure.
3. Negotiation of service level agreements 6. Service asset and configuration management
during service design and service transition. provides detailed data from automated
discovery tools.
7. Purchasing as opposed to developing 9. Security breaches and denial-of-service

software. attacks.
8. Renegotiating contract with external WAN 10. High turnover from low employee
provider. satisfaction.

Page 10 of 16
Question Seven
The shared services division has been asked to cut costs substantially. A new project has just been
approved to identify the cost of individual IT services and usage by each customer. However the chief
information officer (CIO) believes that the bank needs to focus on the value to the business of the IT
services, in addition to the cost of service provision.
The CIO is preparing a presentation for the bank’s senior management team. These are all customers
of the IT services. The purpose of the presentation is to influence the senior management team to
consider the value to the business from IT services.
From the following answer options, which one is the BEST description of the characteristics of value
in the context of the case study and scenario?
A. Value is defined by customers and does not depend on what was delivered. A key characteristic
of value is defining it in terms of the business outcomes that are achieved, and measuring value
through financial returns and cost savings. The delivery of the bank’s corporate vision will be the
ultimate measure of value in 18 months’ time. This will depend on the percentage increase in
income generated from internet banking and from customers living outside the HQ country. Value
can also be realized through the delivery of business outcomes and solutions within company
constraints such as legislation, regulatory, finance and security.
B. Value is defined by customers and they will make the ultimate decision about whether an IT
service is valuable. Customers will select an affordable mix of features and make the final choice
about what is valuable to them. Customers do not always measure value in financial terms, as
some services are not designed to produce revenue. Value can be measured by meeting some
other organizational objective, such as human resource management or a social responsibility
programme. Value is defined in this financial year for the next financial year and may change if
the business and IT strategies change.
C. Customers decide whether an IT service is valuable. They will select a service or product that
represents an affordable mix of features at a price they are willing to pay in order to realize the
desired business outcome. A key characteristic of value is the achievement of objectives. At the
bank, value can be measured though financial returns, such as the percentage increase in
income generated from internet banking and from customers living outside the HQ country. Value
can also be measured by the achievement of the objective to integrate and automate business
and IT operations. Value will change over time as circumstances change and each new or
changed IT service is used.
D. Customers decide whether an IT service is valuable. An affordable mix of features is important as

a customer will make the final choice about what is valuable to them. Customers within the bank
are likely to measure value in financial terms and may indicate how much they are prepared to
pay for a service that helps them to realize the desired business outcome. An IT service may also
be designed to achieve other organizational objectives, such as integration and automation of
business and IT operations within company constraints, e.g. legislation, regulatory and security
constraints.

Page 11 of 16
Question Eight
In the last few months, there have been major incidents for the internet banking IT service. There
were serious SLA breaches with the underpinning contract for the WAN service in 50% of the
countries outside the HQ country. The CIO is concerned that these issues and current operational
risks will have a negative impact on the business strategy.
The critical success factors (CSF) for service level management for IT services are:
• Manage the quality of IT services

• Manage the availability and reliability of the IT services
• Deliver the agreed IT services at affordable costs.
The extract of the measurement framework grid that applies to the management of the internet
banking IT service and the WAN service is shown below:
Row KPI Measurement Target

1 Increase in customer Customer perception and 10% increase in
perception and satisfaction satisfaction survey results customer perception and
with IT service quality satisfaction with IT
service quality
2 Percentage improvement in End-to-end availability based on 2% increase in
overall end-to-end availability of components that availability of IT services
availability of the IT services make up the service. Availability in each country
of the web servers, network
availability, application
availability
Which one of the following options is the BEST suggestion for maintaining or improving these key
performance indicators (KPIs)?
A. Do not change the KPIs, as they provide adequate support for the CSFs.
B. Add KPIs:
• Reduction in the impact and number of business transactions lost due to IT failures
• Reduction in the number of service breaches caused by suppliers
• Reduction in the number of risks caused by a security breach of an IT service
• Decrease in the costs associated with IT service provision.
C. Add KPIs:
• Increase in customer satisfaction with the availability of service

• Reduction in the number of incidents caused by suppliers
• Reduction in the number of security breaches and security incidents
• Decrease in the cost of incident resolution.
D. Add KPIs:
• Reduction in service level breaches for customer-facing services and supporting services
• Reduction in the number of incidents that cause downtime
• Reduction in the number and impact of security breaches and security incidents
• Decrease in the cost of incident resolution.

Page 12 of 16
Question Nine
A government project is in progress to introduce a service for public voting, available over the internet
to all citizens during elections. The objective is for 40 percent of votes to be registered electronically
within five years. The project is expected to lead to average yearly cost savings of 60 percent, mostly
in the form of staff reductions and increased efficiency in the administration department responsible
for running elections.
The project fulfils an election pledge and is being sponsored by the present government. There are
several groups who are not very enthusiastic about the changes, including employees within the
affected department and their union representatives. The debates leading up to the decision to initiate
the project have also led to a lot of media and general public interest, and it is imperative that
appropriate stakeholder management is in place to ensure project success.
The new service is currently being designed by an external vendor. In preparation for the next stage
of the project, the service transition team is working with the service design team to ensure that
stakeholder interests have been identified.
The following is the (simplified) power impact matrix for the service transition:
Which one of the following commitment charts MOST appropriately describes the desired situation
which is to help plan the service transition in the context of the scenario?

Page 13 of 16
Question continued
A.
Stakeholder Not No Helps it Makes it

Project team X
Security management X
General public X
Media X
Government X
External vendor X
Administration department X
Union representatives X
B.

Project team X
General public X
Media X
Government X
External vendor X
C.

Project team X
General public X
Media X
Government X
External vendor X
D.

Project team X
General public X
Media X
Government X
External vendor X

Page 14 of 16
Question Ten
An organization employs many people who are technically competent and who have a good service
culture. However this is not the case across the whole IT department. It is felt that an overall skills and
organization assessment should be undertaken to understand how to make best use of the staff and
to identify where there are skills deficiencies.
In the past the focus within the IT department has been on processes, with little thought given to the
overall departmental structure and interfaces. Some of the IT service management (ITSM) processes
are reasonably mature but further progress with them has been impossible because interfaces
between processes, lifecycle stages and customers and users are not in place.
It has been decided to look at the organization with a view to moving from the current structure
(described as a network or stage 1 structure) to a more collaborative approach, in order to improve IT
service provision.
The factors driving the organizational change programme have been documented and approved by
senior management.
Which one of the following answer options describes the BEST set of steps to follow to meet the
needs of the organization?
A. 1. A full ITSM assessment should be undertaken looking at all aspects of IT service provision.
The desired organizational structure which meets the needs identified by the ITSM
assessment should be determined. This will include changes to processes, roles and
responsibilities. The appropriate number of people in each section will need to be clearly
defined. All required roles and skills should be documented in a RACI matrix. An IT steering
group will be a key component of the new structure, to ensure business needs are taken into
account.
2. Implement the approved organizational structure and allocate a senior manager with
appropriate organizational change experience to manage the change programme. Set up a
communications project to explain what is happening and why, and to seek views from staff.
Recruit additional staff if necessary to fill any skills gap and re-train staff where possible.
B. 1. An assessment of the current organization should be undertaken. All ITIL processes

including current roles and responsibilities for the processes should be documented, and
their maturity levels assessed.
2. The next step will be to ensure that staff members are allocated to all activities within all the
processes. Where there are skill gaps, implement process training programmes to ensure
that everyone has the appropriate skills to do the job to which they have been allocated.
Ensure sufficient staff members are allocated to every process and recruit if necessary. All
process activities should be documented, and interfaces between processes identified and
also documented. The programme of change should be managed by an external
consultancy company who have experience in this type of work.

Page 15 of 16
Question continued
C. 1. Identify the appropriate and desired organizational structure, and get senior management
buy-in. Define the required functions and departments together with the processes they will
be responsible for. Define the roles and responsibilities, and the numbers of people for each
role using a RACI matrix; which is an ideal tool to assist in this task.
2. The next step requires the implementation of the new organizational structure. This
programme of change needs to have an overall accountable person from the senior
management team, in order to manage the change. Set up a communications project to
explain to staff what will happen. Recruit additional staff where necessary to fill the skills
gap.
D. 1. Review the current design of the IT organization, and design an appropriate structure, taking
into account the overall business and IT strategy. Define the required roles and
responsibilities using a RACI matrix to assist with this task. A key component of the new
structure will be the IT steering group to ensure business and IT requirements are taken into
account.
2. Implementation will involve a major programme of change. Management of the concerns of
staff will be vital. Commitment from the senior management team will also be important.
Allocate a skilled organizational change manager to manage the change programme. Set up
a communications project to inform people about plans and to enable staff views to be taken
into account. Wherever possible, identified skill gaps should be filled by training and on-the-
job work experience.

Page 16 of 16
APÉNDICE A
| El Esquema de Certificación en Cifras |

Apéndice A Gestión del Servicio a lo largo del Ciclo de Vida
El Esquema de Certificación en Cifras

Estadísticas de los exámenes realizados entre enero de 2011 y diciembre de
2011 en el mundo, publicadas por The APM Group Limited - The Cabinet
Office's Official Accreditor. Para cada tipo de examen, los gráficos presentan
las cifras:
- por volumen de candidatos
- por ratio de aprobados
Fundamentos de ITIL v3 - Volumen de candidatos
25.000
20.000
15.000
10.000
5.000
0
ene-11 feb-11 mar-11 abr-11 may-11 jun-11 jul-11 ago-11 sep-11 oct-11 nov-11 dic-11
Serie1 14.731 17.255 22.458 18.673 21.175 21.770 19.088 17.918 23.497 23.055 24.994 24.948
ITIL v3 Intermediate / Service Lifecycle - Volumen de candidatos
800
600
400
200
0
SS 313 347 265 349 390 436 314 306 392 390 596 474
SD 227 279 384 403 535 419 419 330 502 442 552 390
ST 304 337 435 476 381 431 428 333 478 639 695 539
CSI 289 261 324 397 448 559 393 413 413 517 656 633
SO 398 421 449 679 626 708 490 600 704 731 722 703
ITIL v3 Intermediate / Service Capability - Volumen de candidatos
800
600
400
200
0
SOA 197 211 301 288 308 292 722 253 367 329 476 403
RCV 237 337 361 307 354 437 350 340 365 389 468 536
PPO 104 139 244 178 264 242 299 178 244 219 274 376
OSA 322 434 413 514 536 505 538 468 501 569 528 693
MALC 122 206 274 270 305 301 391 290 345 345 418 721
Apéndice A Gestión del Servicio a lo largo del Ciclo de Vida
Fundamentos de ITIL v3 - Ratio de aprobados
90% 89% 89%

88% 88%
88% 87% 87% 89%
88% 88% 88% 88% 88%
86%
84%
82%
80%
ITIL v3 Intermediate / Service Lifecycle - Ratio de Aprobados (en %)

100
80
60
40
20
0
SS 76 74 73 83 77 76 81 76 80 80 77 83
SD 80 86 83 82 80 80 79 81 81 84 80 83
ST 78 73 78 78 77 76 78 78 76 79 74 78
CSI 67 73 69 72 72 65 63 76 75 73 75 73
SO 79 77 76 81 74 77 82 84 84 80 82 80
ITIL v3 Intermediate / Service Capability - Ratio de Aprobados (en %)
120
100
80
60
40
20
0
SOA 76 79 81 86 75 72 81 81 76 64 69 72
RCV 83 78 83 84 80 83 84 80 83 83 77 82
PPO 84 86 92 88 84 83 85 97 88 84 85 78
OSA 82 84 78 85 80 83 83 82 85 80 81 82
MALC 53 60 62 66 69 66 62 63 63 69 61 66
APÉNDICE B
| Taxonomía de Bloom |
Apéndice B Gestión del Servicio a lo largo del Ciclo de Vida
Taxonomía de Bloom
La taxonomía de objetivos de la educación, conocida también como Taxonomía
de Bloom2, es una clasificación de los diferentes objetivos y habilidades que los
educadores pueden proponer a sus estudiantes. La idea surgió en una reunión
de la Asociación norteamericana de psicología en 1948 con el fin de facilitar la
comunicación e intercambio de materiales entre examinadores. La comisión
encargada fue liderada por Benjamin Bloom, psicólogo de la educación de la
Universidad de Chicago. El esquema resultante fue propuesto por este
investigador en 1956 e incluía tres "dominios": cognitivo, afectivo y psicomotor.
La taxonomía de Bloom es jerárquica, es decir, asume que el aprendizaje a
niveles superiores depende de la adquisición del conocimiento y habilidades de
ciertos niveles inferiores. Al mismo tiempo, muestra una visión global del
proceso educativo, promoviendo una forma de educación con un horizonte
holístico.
Hay seis niveles en la taxonomía en los que se pueden clasificar los objetivos
de aprendizaje. En orden ascendente, y según la revisión de los mismos
realizada en el año 2000, son los siguientes:
1. Recordar
Se refiere a recordar información previamente aprendida. Reconocer
informaciones, ideas, hechos específicos y universales, fechas, nombres,
símbolos, definiciones, métodos y procesos, esquemas, estructuras o marcos
de referencia de una manera aproximada a como se han aprendido, en su
forma original, sin elaboración de ninguna especie, puesto que cualquier
cambio ya implica un proceso de nivel superior.
- terminología (palabras, términos técnicos, etc.)
- hechos específicos (fechas, partes de algo, acontecimientos, etc.)
- convencionalismos (formas de tratar ideas dentro de un campo de
estudio, cuerdos generales, fórmulas)
- corrientes y sucesiones (tendencias y secuencias)
- clasificaciones y categorías (clases, grupos, divisiones, etc.)
- criterios (para juzgar o comprobar hechos, principios, opiniones y tipos
de conducta)
- metodología (métodos de investigación, técnicas y procedimientos)
- principios y generalizaciones (abstracciones particulares para explicar,
describir, predecir o determinar acciones)
- teorías y estructuras (evocación de teorías, interrelaciones de los
principios y generalizaciones)
2
Bloom, B.S. (Ed.) (1956) Taxonomy of educational objectives: The classification of educational
goals: Handbook I, cognitive domain. New York ; Toronto: Longmans, Green.
Verbos que se usan con frecuencia para redactar objetivos de este nivel:
Definir – Señalar – Describir – Nombrar – Identificar – Narrar – Indicar –
Mencionar – Escribir – Numerar – Etiquetar – Leer – Reproducir –
Seleccionar – Hacer – Listar – Hacer Carteles – Decir
2.- Comprender
Se refiere a la capacidad de comprender o aprehender. El material requiere de
un proceso de transferencia y generalización, lo que demanda una mayor
capacidad de pensamiento abstracto. Implica entender lo que se ha aprendido.
Ello se demuestra cuando se presenta la información de otra manera, se
transforma, se buscan relaciones, se asocia a otro hecho, se interpreta o se
saben decir las posibles causas y consecuencias.
Requiere que el alumno explique las relaciones entre los datos o los principios
que rigen las clasificaciones, dimensiones o arreglos en una determinada
materia, conocimiento de los criterios fundamentales que rigen la evaluación de
hechos o principios, y conocimientos de la metodología, principios y
generalizaciones.
- traducción (parafrasear; habilidad para comprender afirmaciones no
literales como simbolismos, metáforas, traducir material matemático,
simbólico, etc.).
- interpretación (explicación o resumen; implica reordenamiento o nuevos
arreglos de puntos de vista)
- extrapolación (implicaciones, consecuencias, corolarios, efectos,
predicción, etc.)
Traducir – Resumir – Expresar – Parafrasear – Discutir – Clasificar –
Citar – Convertir – Describir – Estimar – Explicar – Generalizar –
Dar Ejemplos – Exponer – Ilustrar
3.- Aplicar
Se guía por los mismos principios de la comprensión y la única diferencia
perceptible es la cantidad de elementos novedosos en la tarea por realizar. El
alumno selecciona, transfiere y utiliza datos y leyes para completar un
problema o tarea con un mínimo de supervisión. Utiliza lo que ha aprendido.
Aplica las habilidades adquiridas a las nuevas situaciones que se le presentan.
Requiere el uso de abstracciones en situaciones particulares y concretas
(utilización de abstracciones en tipos de conducta y tipos de problemas).
Pueden presentarse en forma de ideas generales, reglas de procedimiento o
métodos generalizados, y pueden ser también principios, ideas y teorías que
deben recordarse de memoria y aplicarse.
- solución de problemas en situaciones particulares y concretas (utilización
de abstracciones en tipos de conducta y tipos de problemas)
Demostrar – Practicar – Emplear – Solucionar – Aplicar – Operar –
Usar – Recoger – Calcular – Construir – Controlar – Determinar –
Establecer – Incluir – Producir – Proyectar – Proporcionar –
Relacionar – Transferir – Resolver – Utilizar – Informar – Relatar –
Contribuir – Administrar
4.- Analizar
Consiste en descomponer un problema dado en sus partes y descubrir las
relaciones existentes entre ellas. En general, la eventual solución se desprende
de las relaciones que se descubren entre los elementos constituyentes. Implica
el fraccionamiento de una comunicación en sus elementos constitutivos de tal
modo que aparezca claramente la jerarquía relativa de las ideas y se exprese
explícitamente la relación existente entre éstas. El alumno distingue, clasifica y
relaciona evidencias o estructuras de un hecho o de una pregunta, se hace
preguntas, elabora hipótesis: razona. La información que obtiene le sirve para
desarrollar conclusiones divergentes. Identifica motivos y causas haciendo
inferencias y/o halla evidencias que corroboran sus generalizaciones.
- análisis de elementos (reconocer supuestos no expresados, distinguir
entre hechos e hipótesis)
- identificación de relaciones entre los elementos (conexiones e
interacciones entre elementos, comprobación de la consistencia de las
hipótesis con informaciones y suposiciones dadas)
- reconocimiento de los principios de organización de la situación
problemática (estructura explícita e implícita; reconocimiento de formas y
modelos, técnicas generales utilizadas, etc.)
- identificación de conclusiones y fundamentación de enunciados.
Diferenciar – Distinguir – Discriminar – Contrastar – Criticar – Analizar –
Inferir – Categorizar – Comparar – Ilustrar – Precisar – Separar –
Limitar – Priorizar – Subdividir – Construir Diagramas
5.- Evaluar
Se refiere a la capacidad para evaluar; se mide a través de los procesos de
análisis y síntesis. Requiere formular juicios sobre el valor de materiales y
métodos, de acuerdo con determinados propósitos. Incluye los juicios
cuantitativos y cualitativos de acuerdo a unos criterios preestablecidos.
- juicios en función de evidencia interna (de exactitud lógica, consistencia
o criterio interno)
- juicios en función de criterios externos (criterios seleccionados;
comparación de teorías, comparación de un trabajo con respeto a
normas, etc.)
Juzgar – Evaluar – Apreciar – Revisar – Corregir – Seleccionar – Justificar –
Valorizar – Valorar – Comparar – Contrastar – Concluir – Criticar –
Decidir – Definir – Interpretar – Juzgar – Justificar – Ayudar
6.- Crear
Es el proceso de trabajar con fragmentos, partes, elementos, organizarlos,
ordenarlos y combinarlos para formar un todo, un esquema o estructura que
antes no estaba presente de manera clara. Requiere la reunión de los
elementos y las partes para formar un todo.
El alumno crea, integra, combina ideas, planea, propone nuevas maneras de
hacer. Crea aplicando el conocimiento y las habilidades anteriores para
producir algo nuevo u original. Se adapta, prevé, se anticipa, categoriza,
colabora, se comunica, compara...
- elaboración de un plan o conjunto de actos planeados (habilidad para
proponer formas de comprobar las hipótesis)
- desarrollo de conjuntos de relaciones para clasificar o explicar datos
- deducción de proposiciones y relaciones (de un grupo de proposiciones
básicas o de representaciones simbólicas)
- construcción de un modelo o estructura
- reordenación de las partes en una secuencia lógica
Organizar – Proponer – Reordenar – Crear – Adaptar – Anticipar –
Planear – Categorizar – Elaborar – Hipótesis – Inventar –
Combinar – Desarrollar – Comparar – Comunicar – Compilar –
Componer – Contrastar – Expresar – Formular – Integrar – Codificar –
Reconstruir – Reorganizar – Revisar – Estructurar – Sustituir –
Validar – Facilitar – Generar – Incorporar – Iniciar – Reforzar
Bibliografía Gestión del Servicio a lo largo del Ciclo de Vida
Bibliografía
- ITIL® Lifecycle Approach Based on ITIL® V3 Suite – 5 Management Guides;

Van Haren Publishing
- Passing Your ITIL Intermediate Exams; OGC
- ITIL V3 Service Lifecycle Service Strategy (SS) Certification Exam Preparation
Course in a Book for Passing the ITIL V3 Service Lifecycle Service Strategy;
The Art of Service
- ITIL V3 Service Lifecycle Service Design (SD) Certification Exam Preparation
Course in a Book for Passing the ITIL V3 Service Lifecycle Service Design; The
Art of Service
- ITIL V3 Service Lifecycle Service Transition (ST) Certification Exam Preparation
Course in a Book for Passing the ITIL V3 Service Lifecycle Service Transition;
The Art of Service
- ITIL V3 Service Lifecycle Service Operation (SO) Certification Exam Preparation
Course in a Book for Passing the ITIL V3 Service Lifecycle Service Operation;
The Art of Service
- ITIL V3 Service Lifecycle CSI Certification Exam Preparation Course in a Book
for Passing the ITIL V3 Service Lifecycle Continual Service Improvement; The
Art of Service
- Building an ITIL-Based Service Management; TSO (The Stationery Office)
- Effective IT Service Management: To ITIL and Beyond!; Springer
- Implementing ITIL: Adapting Your IT Organization to the Coming Revolution in
IT Service Management; Trafford Publishing
- Servicing ITIL: A Handbook of IT Services for ITIL Managers and Practitioners;
Trafford Publishing
- Owning ITIL. A Skeptical Guide for decision-Makers; Two Hills
- SLA Framework Business Services COMBO (Service Level Agreement
Framework CD-ROM for Business Services + Service Level Agreements Guide
for Supply and Support Services); Rothstein Associates Inc.
- Measuring ITIL. Measuring, Reporting and Modeling the IT Service
Management Metrics that Matter Most to IT Senior Executives; Trafford
Publishing
- Metrics for IT Service Management; Van Haren Publishing
- Breakthrough IT. Supercharging Organizational Value Through Technology;
Wiley
- IT Manager's Handbook; Morgan Kaufmann
- Value-Driven IT Management; Amacom
- The New CIO Leader: Setting the Agenda and Delivering Results; Harvard
Business Press
Bibliografía Gestión del Servicio a lo largo del Ciclo de Vida
- CIO Best Practices: Enabling Strategic Value with Information Technology;

Wiley
- Architecture and Patterns for IT Service Management, Resource Planning, and
Governance: Making Shoes for the Cobbler's Children; Morgan Kaufmann
- How to Measure Anything: Finding the Value of "Intangibles" in Business; Wiley
- Key Performance Indicators: Developing, Implementing, and Using Winning
KPIs; Wiley
- IT Risk: Turning Business Threats into Competitive Advantage; Harvard
Business School Press
Sitios web de interés

- www.itil-officialsite.com
- www.best-management-practice.com
- www.apmgroupltd.com
- www.apmg-international.com
- www.tso.co.uk
- www.itil4success.com
- www.exin.com

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ITIL® is a Registered Trade Mark of the Cabinet Office.

| manual del alumno |

PARTE 1: Fundamentos Teóricos para la Gestión del Servicio a lo

PARTE 2: Caso de Estudio y Prácticas de Gestión del Servicio a lo

Apéndice A. El Esquema de Certificación en Cifras

Apéndice B. Taxonomía de Bloom

En el 2011, la Cabinet Office publicó una actualización a esta última versión

El Ciclo de Vida del Servicio

ITIL® is a Registered Trade Mark of the Cabinet Office

Esquema de Certificación ITIL®

Nivel Fundamentos de la Gestión de Servicios TI con ITIL®

El examen del nivel Fundamentos utiliza los niveles 1 y 2 de la Taxonomía de

Nivel ITIL® Intermediate (intermedio)

- Módulos del Ciclo de Vida del Servicio

- Evaluación de un proyecto a lo largo del ciclo de vida

Nivel ITIL® Expert

de soporte a la gestión, para conseguir los resultados esperados en una o

Sistema de asignación de créditos en el esquema de certificación

Certificación ITIL® Intermediate.

Descripción del Examen:

El examen ITIL® Intermediate Qualification: Managing Across the Lifecycle

Tipología del examen

Diez (10) preguntas de elección múltiple basadas en un único

Literatura recomendada para la preparación del examen

Ver también: Esquema de Certificación ITIL®. Nivel ITIL® Intermediate

Descripción y Planificación del Curso:

- Conceptos fundamentales del ciclo de vida

Para cada unidad didáctica se detalla la siguiente información:

- Other key concepts:

- The integration of service management through the service lifecycle (Any

- The value to business and the interfaces of the seven-step improvement

5. Governance, roles, people, competence and the organization

> ISO/IEC 20000 certification (CSI A.6)

Material didáctico y literatura recomendada

- ITIL® Intermediate. Gestión del Servicio a lo largo del Ciclo de Vida.

Estructura del Curso

• To give students the skills to support an organization’s service delivery

Course and examination requirements

• Candidates for the training and examination should fulfil the

• The ITIL Qualification: Managing across the Lifecycle

The structure of ITIL qualifications

Key concepts of the service

• This section contains a brief recap of the key concepts in

• Managing services and service management

ITIL and IT service management

Support for a market

Supporting products including

The overall picture

Business IT service provider

Resources and capabilities

Services and IT services

• A service is a means of delivering value to customers by

Enhancing services Customers

What is service management?

• Service management is a set of specialized organizational

• Value is defined by customers

VALUE Positive Negative

Service assets used to deliver services

The lifecycle approach to service management

Service lifecycle summary

Service lifecycle summary (cont.)