Turnkey - ITIL v3 Foundation - PDF Version

Turnkey Business Solutions Limited
…redefining solutions to business challenges
IT Service Management
ITIL v3 Foundation Course
Copyright 2009 Turnkey Business Solutions Ltd. All Rights Reserved

Course Introduction

Ground Rules
• Take turns in asking questions or making

contributions
• Share information and experience
• No question is irrelevant
• Departure before end of training should be
avoided
…Also
• All mobile phones on ‘silent’ – phone calls
must be taken outside the class (only
urgent/emergency calls)
… although we’re here to learn;

lets also have some fun along the way
Welcome!
Please introduce yourself:
Full Name
The unit you work in
Something interesting about you
Your expectations of this training

Agenda
Day One
Time Activity
Welcome and Course Introduction
9.00am – 11.00am
Module 01: Overview of ITIL and IT Service Management
11.00am – 11.30am Breakfast
11.30am – 12.30pm Module 02: Service Management as a practice
12.30pm – 1.30pm Module 03: Service Lifecycle
1.30pm – 2.30pm Lunch Break
2.30pm – 5.00pm Module 04: Service Strategy
Day Two
Time Activity
8.30am – 10.30am Module 05: Service Design
11.00am – 12.00noon Module 05: Service Design (cont’d)
12.00noon – 1.30pm Module 06: Service Transition
2.30pm – 3.00pm Module 06: Service Transition (cont’d)
3.00pm – 5.00pm Module 07: Service Operation
Agenda (cont’d)
Day Three
Time Activity
8.30am – 10.30am Module 07: Service Operation (cont’d)
11.00am – 12.00noon Module 08: Continual Service Improvement

Module 09: Technology and Architecture
12.00noon – 1.30pm Revision, Q&A
2.30pm – 4.00pm Mock Exam
4.00pm – 5.00pm Discussions and Networking

Pre-Course Assessment
• Assessment Type: Multiple choice, 20 questions
• Duration: 30 minutes
• Pass Score: 18 (90%)
• Delivery: Paper based

Course Description

Course Objectives
• Participants in this course will gain practical skills in the following areas:
– ITIL and IT Service Management (Comprehension)
– Service Management as a practice (comprehension)
– Service Lifecycle (Comprehension)
– Key Principles and Models (Awareness)
– Generic Concepts (Awareness)
– Selected Processes (Awareness)
– Selected Roles (Awareness)
– Selected Functions (Awareness)
– Technology and Architecture (Awareness)
– ITIL Qualification Scheme (Awareness)

ITIL v3 Qualification Scheme and Credit
Assignment

ITIL Bridge v2 – v3 credit Assignment

ITIL Foundation Certificate Exam
• Credit Value: 2
• Exam Type: Multiple choice, 40 questions
• Delivery: Online or Paper based

ITIL Certification Summary
Certification Description Training Exam

Level
Foundation Basic understanding of ITIL ITIL Foundation V3 Multiple choice, 40
and Service Management Course questions. Time=1hr
concepts Passing Score: 65 %
ITIL Expert Deep knowledge of ITIL Lifecycle Track = 21 No Exam required. You
Lifecycle or capability and hours of class room accumulate 22 credits
managing across lifecycle training from either lifecycle or
modules capability track and
Capability Track= managing exams, These
30 hrs of classroom exams are complex
training multiple choice.
Managing across Passing Score is 65%
Lifecycle = 30 hrs Time: 90min
Advanced Deeper understanding of Still in development Still in development

lifecycle and capability
Diploma modules

Introduction to IT Service
Management

Module Goals
• At the end of this module you should be able to:

– Understand the background, concepts of ITIL framework,
organizations (itSMF and others) and benefits of IT Infrastructure
library
– Understand the background, definitions, concepts and benefits of IT

Service Management
– Understand ITSM implementation of ITIL

What is ITIL?
• ITIL – IT Infrastructure Library
• ITIL is a public framework that describes Best Practice in IT

Service Management
• ITIL provides a framework for the governance of IT, the ‘service

wrap’, and focuses on the continual measurement and
improvement of the quality of IT service delivered, from both a
business and a customer perspective

Introduction to ITIL – Background
• ITIL was developed in recognition of the fact that organizations are becoming
increasingly dependent on IT to fulfill their corporate objectives
• A growing need for IT services of a quality corresponding to the objectives of
the business, and which meet the requirements and expectations of the
customer
• In the overall lifecycle of IT products, the operations phase amounts to about
70 to 80% of the overall time and cost
• ITIL offers a common framework for all the activities of the IT department, as
part of the provision of services, based on the IT infrastructure
• ITIL presents these best practices coherently in a set of documents called the
ITIL books
• Thus, effective and efficient IT Service Management processes are essential to

the success of IT
ITIL v2 Framework

ITIL v3 Lifecycle

ITIL Organizations
• Office of Government Commerce (OGC), formerly known as

CCTA, the Central Computer and Telecommunications Agency of
the UK government, as of April 1, 2001
• The Information Technology Service Management Forum (itSMF).
• The Dutch foundation “Exameninstituut voor Informatica” (EXIN)

and the UK “Information Systems Examination Board” (ISEB)
jointly developed a professional certification system for ITIL
• Other Examination institutes are:
– APM Group International
– Loyalist Certification Services (based in North America)
– CSME (based in North America)

ITIL Books
• Originally produced in the late 80’s – early 90’s as a set of more than 40
volumes.
• ITIL v2 books were reduced to two core books that describe IT Service
Management Best Practice.
– Service Support
– Service Delivery
• ITIL v3 has 5 Core Books:

– Service Strategy
– Service Design
– Service Transition
– Service Operations
– Continuous Service Improvement

Definitions of Some ITIL Terms
• Customer: Recipient of a service; usually the customer management has

responsibility for funding the service.
• Provider: The unit responsible for the provision of IT services.
• Supplier: A third party responsible for supplying or supporting underpinning

elements of the IT services
• User: The person using the service on a daily basis or as applicable
• IT Service: One or more systems that support a business process.
• Process: A Process is a connected series of activities conducted toward a

defined objectives.

Generic ITIL process Model

Roadmap To ITIL Implementation
• Service Management Training

– To carry all stakeholders along and to get management
commitment
• Continuous Service Improvement Program (CSIP)

– Best Performed as a Project, with PM best practices

CSIP Process Model

Implementing CSIP
• Set your vision and strategy

• Gain high level management commitment
• Assess the existing processes and structures
• Understand the people and culture of your organization
• Understand the technology and how it align to business needs
• Establish a service management project
• Conduct a cost/benefit analysis
• Review where we are now
• Design the service improvement processes
• Implement the plan with reviews and reports
• Audit for compliance
• Monitor and review
Benefits of ITIL to Business
• IT services become customer focused and improve the relationship

• Services are described better in more appropriate detail
• Quality, availability, reliability and cost of services are managed better
• Communication improved by agreeing on points of contact and use of
common terminology
• It creates a common vocabulary.
• IT organization develops a clear structure as roles and a responsibility are
defined, and becomes more efficient.
• Effective structure provides a framework for effective outsourcing of elements
of IT services
• Supports and provides a stepping stone towards quality management systems.

Challenges in using ITIL
• Lack of management commitment

• Lack of effective and efficient procedures
• Insufficient time and resources
• Unrealistic expectations
• Lack of business focus
• Lack of clear roles and responsibilities
• Resistance to change from traditional processes
• Deliberate frustration of the process
• Insufficient training and support tools
• Project not cost effective
• Lack supporting agreements (OLAs, SLAs and Underpining Contract)

IT Service Management - Background
• Over the years the reliance on IT services has never been more
prevalent.
• As Businesses grow, the IT services they utilize and rely on

become more complex, competitive.
• Alongside this, the environments have become more regulated
• IT Managers are challenged daily with the co-ordination and

working in partnership with the business to continuously deliver
high quality IT services

Elements of Service Management
• IT Management is concerned with the effective and efficient use of the

four Ps’
People
Processes Products
Partners
• A service is a means of delivering value to customers by facilitating

outcomes customers want to achieve without the ownership of specific
costs and risks
• IT Services refers to the maintenance and operation of the IT

infrastructure
Quality of Service
• The quality of a service refers to the extent to which the

service fulfils the requirements and expectations of the
customer
• ISO-8402 Definition:
“Quality is the totality of characteristics of a product or
service that bear on its ability to satisfy stated and
implied needs”

Deming Quality Cycle

IT Service Management – Objectives
• There are 3 key objectives:

– To align IT services with the current and future needs of the
business
– To improve the quality of the IT services delivered
– To reduce the long-term cost of service provision
• “IT is the business” and “The business is IT”

What is IT Service Management?
• IT Service Management is a top-down, business driven

approach for the management of IT that intentionally
addresses the strategic business value generated by the
IT organization and the need to deliver a high quality IT
service.

Why IT Service Management?
• Improves customer satisfaction

• Boosts staff morale and increases productivity
• Eliminates “fire brigade” approach to managing IT Services
• Implements changes efficiently and consistently
• Reduces re-occurring problems considerably
• Produces more business-focused metrics
• Increasing demand from business to deliver effective IT
solutions/services
• Increasing complexity of IT infrastructure and processes
IT Service Staff
• Organized in groups and subgroups
• Interact and work together as a team
• Service and customer focused
• Possess the right service culture
• Continuing education and training
• Business focused – align service provision to business needs

Service Culture - Definition
• Service Culture:
– right attitude
– behavior
– value
• To achieve or attain business success, the culture of

every organization should embrace the concept of
service and customer care

Service Culture Expectations
• Understand the rationale of having an IT organization

• Understand the customer’s perspective and requirements
• Meet and exceed customer requirements
• Treat every customer as a king; make them feel valued and
respected
• Ensure that SLAs are never breached
• The service concepts should permeate through all levels of the
organization
• Every IT staff should understand ITIL concepts and should be
service staff in every way.
Steps to Service Culture
• A good understanding of why IT Services are being provided, and

the business impact of providing poor services.
• Clearly defined targets based on agreed service levels and

expectations.
• Executive and Senior Management support and commitment

ITSM Frameworks
• Information Technology Infrastructure Library (ITIL)
• Microsoft Operations Framework (MOF)
• HP IT Service Management Reference Model
• Framework for ICT Technical Support (FITS)

Benefits of IT Service Management
• Improved quality of service to customers

• High probability of meeting and exceeding customers’
expectations
• Boost in staff morale and improved job satisfaction
• Enhanced customer satisfaction
• Provides an understanding of the actual IT capability of an
organization
• Provides accurate information on current services
• Improvements in security, accuracy, speed and availability
• Better management of the IT service organization
Benefits of IT Service Management (cont’d)
• Controlled and successful high rate of change

• Long term financial savings
• Better and feasible charging metrics
• Better focused IT Service Continuity procedures, and more
confidence in the ability to follow them when required
• Proper utilization of skilled professionals
• Improved change windows and success rate

Summary
• Review Questions

Service Management as a
Practice

Module Goals

– Describe the concept of a Good Practice
– Explain the concept of a Service
– Explain the concept of Service Management
– Learn about processes, roles and functions

What is A Good Practice?
• A good practice is simply doing things that have been

shown to work effectively
• Good practice can come from different sources:

Frameworks such as (ITIL, COBIT, CMM, CMMI),
standards (such as ISO/IEC 20000 and ISO 9000), and
proprietary knowledge of people and organization
• Adopting a good practice can help a Service Provider to

create an effective service management system

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

facilitating outcomes customers want to achieve
without the ownership of specific costs and risks

What is Service Management?
• Service Management is a set of specialized organizational capabilities

for providing value to customers in the form of services
• Service Management is more than just organizational capabilities. It is

also a professional practice supported by an extensive body of
knowledge, experience and skills
• Service Management is what enables a Service Provider to:

– understand all the services being provided
– ensure that the services really facilitate customer outcomes
– understand the value of the services to their customers
– understand and manage all the risk and costs associated with providing the
services

Definition: Function
• Functions are units of organizations specialized to perform certain types of

work and responsible for specific outcomes
• A team or group of people and the tools they use to carry out one or more
Processes or Activities. For example the Service Desk
• The term function also has two other meanings:

– An intended purpose of a Configuration Item, Person, Team, Process, or IT Service.
For example one Function of an e-mail Service may be to store and forward
outgoing mails, one Function of a Business Process may be to dispatch goods to
Customers.
– To perform the intended purpose correctly, ‘The computer is Functioning’

Definition: Role
• Role is a set of responsibilities, activities and authorities

granted to a person or team
• A Role is defined in a Process. One person or team may

have multiple roles, for example the roles of
Configuration Manager and Change Manager may be
carried out by a single person

RACI Model
• The RACI model is an example of the authority matrix used is

assigning activities to roles
• It is often used in designing organizational structure activities

– Example includes Service Desk, IT Operations
RACI authority matrix

Definition: Process
• A Process is a series of connected activities conducted towards a

definite goal
• A Process takes one or more defined inputs and turns them into
defined outputs
• A Process may include any of the Roles, responsibilities, tools and
management Controls required to reliably deliver the outputs
• Process may define Policies, Standards, Guidelines, Activities, and
Work Instructions if they are needed

Basic Process

Basic ITIL Process Elements

Process Characteristics
• Measurable – We are able to measure the process in a relevant manner.
• Performance driven – Managers want to measure cost, quality and other

variables while practitioners are concerned with duration and productivity.
• Specific results – The reason a process exists is to deliver a specific result. This
result must be individually identifiable and countable. While we can count
changes, it is impossible to count how many service desks were completed.
• Customers – Every process delivers its primary results to a customer or

stakeholder. They may be internal or external to the organization but the
process must meet their expectations.
• Responds to a specific event – While a process may be ongoing or iterative, it

should be traceable to a specific trigger

Summary

Practise Question
1. How many people should be accountable for a process as

defined in the RACI model?
A. As many as necessary to complete the activity

B. Only one – the process owner
C. Two – the process owner and the process enactor
D. Only one – the process architect

Practise Question
1. How many people should be accountable for a process as

defined in the RACI model?
A. As many as necessary to complete the activity

B. Only one – the process owner
C. Two – the process owner and the process enactor
D. Only one – the process architect

Practise Question
2. Which of the following is the BEST definition of the term Service

Management?
A. A set of specialized organizational capabilities for providing value to

customers in the form of services
B. A group of interacting, interrelated or interdependent components that
form a unified whole, operating together for a common purpose
C. The management of functions within an organization to perform certain
activities
D. Units of organizations with roles to perform certain activities

Practise Question
2. Which of the following is the BEST definition of the term Service

Management?
A. A set of specialized organizational capabilities for providing value to

customers in the form of services
B. A group of interacting, interrelated or interdependent components that
form a unified whole, operating together for a common purpose
C. The management of functions within an organization to perform certain
activities
D. Units of organizations with roles to perform certain activities

Practise Question
3. Which of the following is NOT a characteristic of a process?
A. It is measurable
B. Delivers specific results
C. Responds to specific effects
D. A method of structuring an organization

Practise Question
3. Which of the following is NOT a characteristic of a process?
A. It is measurable
B. Delivers specific results
C. Responds to specific effects
D. A method of structuring an organization

Practise Question
4. Which of the following would be defined as part of every

process?
1. Roles
2. Activities
3. Functions
4. Responsibilities
A. 1 and 3 only
B. All of the above
C. 2 and 4 only
D. 1, 2 and 4 only

Practise Question
4. Which of the following would be defined as part of every

process?
1. Roles
2. Activities
3. Functions
4. Responsibilities
A. 1 and 3 only
B. All of the above
C. 2 and 4 only
D. 1, 2 and 4 only

Practise Question
5. Which of the following statements is CORRECT for every

process?
1. It delivers its primary results to a customer or stakeholder
2. It defines activities that are executed by a single function
A. Both of the above

B. 1 only
C. None of the above
D. 2 only

Practise Question
5. Which of the following statements is CORRECT for every

process?
1. It delivers its primary results to a customer or stakeholder
2. It defines activities that are executed by a single function
A. Both of the above

B. 1 only
C. None of the above
D. 2 only

The Service Lifecycle

Module Goals

– Understand the Service Lifecycle and the business value of each of
the lifecycle phase
– Explain the main goals and objectives of Service Strategy, Service

Design, Service Transition, Service Operations and Continuous
Service Improvement
– Briefly explain the value of Continual Service Improvement to the

business

The Service Lifecycle

Components of ITIL
ITIL has the following components:
• The ITIL Core – Best practice guidance applicable to all types of

organizations who provide services to a business. Consists of five
books:
– Service Strategy
– Service Design
– Service Transition
– Service Operation
– Continual Service Improvement
• The ITIL Complementary Guidance – A complementary set of

publications with guidance specific to industry sectors,
organization types, operating models and technology
architectures
Structure, Scope, Components and
Interfaces of ITIL
CMMI COBIT
ISO 9000 SIX SIGMA
ISO 27001 ISO 20000
Core Structure

Goal of Service Strategy
• To operate and grow successfully in the long-term,

Service Providers must have the ability to think and act
in a strategic manner
• The goal is to help organizations develop such abilities

Goal of Service Strategy (cont’d)
• Service Strategy help service providers answer questions such as:

– What services should we offer and to whom?
– How do we differentiate ourselves from competing alternatives?
– How do we truly create value for our customers?
– How do we capture value for our stakeholders?
– How can we make a case for strategic investments?
– How can Financial Management provide visibility and control over value creation?
– How should we define service quality?
– How do we choose between different paths for improving service quality?
– How do we efficiently allocate resources across a portfolio of services?
– How do we resolve conflicting demands for shared resources?

Goal of Service Design
• The main goal of service design is to design appropriate and

innovative IT services, including their architectures, processes,
policies and documentation, to meet current and future agreed
business requirements

Value of Service Design
• The following benefits results from a good Service Design:

– Improved quality of service
– Improved consistency of service
– Easier implementation of new or changed service
– Improved service alignment
– More effective service performance
– Improved IT governance
– More effective Service Management and IT processes
– Improved information and decision-making process

Goal of Service Transition
• The main goal of service transition is to deliver services that are

required by business into operational use

Value of Service Transition To Business
• Service Transition adds value to business by improving:

– The ability to adapt quickly to new requirements and market opportunities
– Transition management of mergers, de-mergers, acquisition and transfer
of services
– The success rate of changes and release for the business
– Confidence in the degree of compliance with business and governance
requirement during change
– The prediction of service levels and warranties for new and changes
services
– The variation of actual against estimated and approves resources plans
and budgets
– The productivity of business and customers staff because of better
planning and use of new and changed services

Goal of Service Operation
• The main goal of Service Operation is to deliver agreed level of

service to users and customers, and to manage the applications,
technology and infrastructure that support delivery of the
services

Value of Service Operation To Business
• It is during Service operation that services actually deliver value

to the business
• Service Operation provides for:

– Stability of services
– Quality of services
– Timely and proactive response to business impacting incidents through
incident and problem management activities

Goal of Continual Service Improvement
• The primary purpose of CSI is to continually align and re-align IT

services to the changing business needs by identifying and
implementing improvements to IT services that support business
processes

Value of CSI To Business
• Improvements: Outcomes that when compared to the ‘before’ state,

show a measurable increase in a desirable metric or decrease in an
undesirable metric
• Benefits: The gains achieved through realization of improvements,

usually but not always expressed in monetary terms
• ROI (Return on Investment)
• VOI (Value on Investment): The extra value created by establishment

of benefits that include non-monetary or long-term outcomes. ROI is a
subcomponent of VOI

Value of CSI To Business – Intangible
Benefits
• Increased organizational competency
• Integration between people and processes
• Reduction of redundancy thereby increasing business throughput
• Minimized lost opportunities
• Assured regulatory compliance that will minimize costs and

reduce risk
• Ability to react to change rapidly

Summary

Practise Question
1. Who owns the specific costs and risks associated with providing
a service?
A. Service Provider
B. Service Level Manager
C. The Customer
D. The Finance Department

Practise Question
1. Who owns the specific costs and risks associated with providing
a service?
A. Service Provider
B. Service Level Manager
C. The Customer
D. The Finance Department

Practise Question
2. What are the publications that provide guidance specific to

industry sectors and organization types known as?
A. The Service Strategy and Service Transition books

B. The ITIL Complimentary Guidance
C. The Service Support and Service Delivery books
D. Pocket Guides

Practise Question
2. What are the publications that provide guidance specific to

industry sectors and organization types known as?
A. The Service Strategy and Service Transition books

B. The ITIL Complimentary Guidance
C. The Service Support and Service Delivery books
D. Pocket Guides

Practise Question
3. Which of the following do Service metrics measure?
A. Processes and functions

B. Maturity and cost
C. The end to end service
D. Infrastructure availability

Practise Question
3. Which of the following do Service metrics measure?
A. Processes and functions

B. Maturity and cost
C. The end to end service
D. Infrastructure availability

Practise Question
4. Which stage of the Service Lifecycle is MOST concerned with

defining policies and objectives?
A. Service Design
B. Service Transition
C. Service Strategy
D. Service Operation

Practise Question
4. Which stage of the Service Lifecycle is MOST concerned with

defining policies and objectives?
A. Service Design
C. Service Strategy
D. Service Operation

Practise Question
5. Which of the following is MOST concerned with the design of

new or changed services?
A. Change Management
C. Service Strategy
D. Service Design

Practise Question
5. Which of the following is MOST concerned with the design of

new or changed services?
A. Change Management
C. Service Strategy
D. Service Design

MATCHING EXERCISE

Service Strategy

Module Goals

– Explain the goals of Service Strategy
– Explain the high level objective, basic concepts, roles,
activities and key processes
– Explain how Service Assets are the basis for value creation
– Describe the basics of value creation through services
– Describe the challenges and key metrics (KPI’s)

Goal of Service Strategy
• To operate and grow successfully in the long-term, service

providers must have the ability to think and act in a strategic
manner
• The goal is to help organizations develop such abilities

Goal of Service Strategy (cont’d)
• Service Strategy help service providers answer questions such as:

– What services should we offer and to whom?
– How do we differentiate ourselves from competing alternatives?
– How do we truly create value for our customers?
– How do we capture value for our stakeholders?
– How can we make a case for strategic investments?
– How can Financial Management provide visibility and control over
value creation?
– How should we define service quality?
– How do we choose between different paths for improving service
quality?
– How do we efficiently allocate resources across a portfolio of
services?
– How do we resolve conflicting demands for shared resources?

The four P’s of Service Strategy
• Perspective: the distinctive vision and direction.

Strategic perspective begins with knowing your
competition
• Position: the basis on which the provider will compete
• Plan: how the provider will achieve their vision
• Pattern: the fundamental way of doing things –

distinctive patterns in decisions and actions over time.

Service Value Creation
• Service Value is defined in terms of the customer’s perceived business

outcomes, and described in terms of the combination of two components:
– Service Utility
– Service Warranty
• Service value also includes the concept of service as an asset

Utility and Warranty
• Service Utility: what the customer gets in terms of

outcomes supported and/or constraints removed
(fitness for purpose)
• Service Warranty: how the service is delivered and its

fitness for use, in terms of availability, capacity,
continuity and security
Utility + Warranty = Value

Service Management as Strategic Asset
• Service Management as a strategic assets is the use of ITIL to

transform service management capabilities into strategic assets,
by using Service Management to provide the basis for core
competency, distinctive performance and durable advantage, and
increase the service provider’s potential from their:
– Capabilities
– Resources

Capabilities and Resources

Capabilities and Resources
• Resources and Capabilities are types of assets
• Organizations use them to create value in the form of goods and

services
• Resources: Management, organization, people, and knowledge

are used to transform resources
• Capabilities: Capabilities represent an organization’s ability to

coordinate, control, and deploy resources to produce value

Service Model

Service Models
• They are blueprints for service management processes and

functions to communicate and collaborate on value creation
• Service Models describe how service assets interact with

customer assets and create value for a given portfolio of
contracts

Service Models

Service Models (cont’d)
• Service models codify the structure and dynamics of services
• Structure is defined in terms of particular core and supporting

services and service assets needed and the patterns in which
they are configured
• Dynamics describe the activities, flow of resources, coordination,

and interactions
• Dynamics of a service include patterns of business activity,

demand patterns, exceptions and variations

Definitions
• A Business case is a decision support and planning tool that

projects the likely consequences of a business action
– It is used in deciding what services to offer – part of service economics
• Service Level Package (SLP): A defined level of Utility and

Warranty for a particular Service Package. Each SLP is designed to
meet the needs of a particular Pattern of Business Activity

Types of Service Providers
• Type1: exists within an organization solely to deliver service to

one specific business unit (Internal service provider)
• Type II: services multiple business units in the same organization

– (Shared services)
• Type III: operates as an external service provider serving multiple

external customers. (External service provider)

Service Provisioning Model
• Managed Service: where a business unit requiring a service fully

funds the provision of that service for itself
• Shared Service: the provisioning of multiple services to one or

more business units through shared infrastructure and resources
• Utility Service: services are provided on the basis of how much is

required by each customer, how often, and at what times the
customer needs them

Strategy Generation
Has four activities:

• Define the Market:
– What is our business?
– Who is our customer? – Understanding the customer
– What does the customer value?
– Who depends on our services?
• Develop the offerings:

– What’s the “market space” – a set of business outcomes which can be
facilitated by a service
– What does the market space want?
– Can we offer anything unique in that space?
– Solutions or service should enable or enhance the performance of
customer assets
Strategy Generation (cont’d)
• Develop strategic assets:

– Invest in resources and capabilities of your organization. These are assets
that create value for customers and generate more business for the
service provider
– Capabilities and resources are adjusted until the goal is reached
• Prepare for execution: Strategy involves thinking as well as doing

Key Processes
• Service Portfolio Management
• Demand Management
• Financial Management

Service Portfolio Management (SPM)

Service Portfolio Management (SPM)
• The Process responsible for managing the Service Portfolio
• Service portfolio management is a dynamic method for governing

investments in service management across the enterprise and
managing them for value
• Service Portfolio Management considers services in terms of the

Business value that they provide

Service Portfolio
• The complete set of Services that are managed by a Service

Provider. The Service Portfolio is used to manage the entire
Lifecycle of all Services, and includes three Categories:
– Service Pipeline (proposed or in Development)
– Service Catalogue (Live or available for Deployment)
– Retired Services

Service Portfolio/ Service Catalogue

Service Catalogue
• A database or structured document with information about all

life IT Services, including those available for Deployment
• The Service Catalogue is the only part of the Service Portfolio

published to Customers, and is used to support the sale and
delivery of IT Services
• The Service Catalogue includes information about deliverables,

prices, contact points, ordering and request processes

Service Catalogue

Service Catalogue (cont’d)
• The information is divided into two parts:

– Business Catalog: Description of available services, (visible to
the end-user)
– Technical Catalog: Description on how the services will be

supported (visible only to the IT organization)

Service Portfolio Management Methods

Service Portfolio Management Methods
• Define: inventory services, ensure business cases and

validate portfolio data
• Analyze: maximize portfolio value, align and prioritize

and balance supply and demand.
• Approve: finalize proposed portfolio, authorize services
and resources.
• Charter: communicate decisions, allocate resources and
charter services.

Roles and Responsibilities
• Product Manager: This role is responsible for managing services

as a product over their entire lifecycle from concept to
retirement through design, transition and operation
– They are instrumental in the development of Service Strategy and its
execution through the Service Lifecycle within a high-performing portfolio
of services
– Product Managers bring coordination and focus to the organization
around the Service Catalogue, of which they maintain ownership
• Business Relationship Managers (BRMs): bring coordination and

focus to the Customer Portfolio

Definitions: Business Case
• A business case is a decision support and planning tool that

• Business case is a means to identify business imperatives that

depend on service management

Definitions: Risk
• A possible event that could cause harm or loss, or affect the

ability to achieve objectives
• A risk is measured by:

– the probability of threat
– the vulnerability of the asset to that threat
– the impact it will have if it occurred
• Risk Analysis and Risk Management should be applied to the

Service Pipeline and Service Catalogue to identify, contain and
mitigate risks within the Lifecycle phase.

Demand Management

Demand Management
• The purpose of Demand Management is to understand and

influence customer demand for services and the provision of
capacity to meet these demands
• At a strategic level, this can involve analysis of patterns of

business activity and user profiles.

Demand Management (cont’d)
• Poorly managed demand is a source of risk for service providers

because of uncertainty in demand.
• Excess capacity generates cost without creating value that

provides a basis for cost recovery
• Insufficient capacity has impact on the quality of services

delivered and limits the growth of the service
• Demand management techniques such as off-peak pricing,

volume discounts and differentiated service levels can influence
the arrival of demand in specific patterns

Activity-Based Demand Management
• Business processes are the primary source of demand for

services
• For example, the fulfillment of a purchase order (business

activity) may result in a set of requests (demand) generated by
the order-to-cash process (business process of customer)
• Analyzing and tracking the activity patterns of the business

process makes it possible to predict demand for services in the
catalogue that support the process. It is also possible to predict
demand for underlying service assets that support those services

Financial Management

Financial Management
• Financial Management is the process responsible for managing

an IT service provider’s budgeting, accounting and charging
requirements
• It provides the business and IT with the quantification, in

financial terms, of the value of IT services, the value of the assets
underlying the provisioning of those services, the qualification of
operational forecasting

Concepts
• Service Valuation: Service Valuation quantifies, in financial terms, the funding sought
by the business and IT for services delivered, based on the agreed value of those
services.
• Therefore service valuation focuses primarily on two key valuation concepts:

– Provisioning Value: is the actual underlying cost to IT related to provisioning a
service, including all fulfilment elements, both tangible and intangible
– Service Value Potential: is the value-added component based on the customer’s
perception of value from the service or expected marginal utility and warranty
from using the service, in comparison with what is possible using the customer’s
own assets
• Demand modelling: Financial demand modelling focuses on identifying the total cost
of utilization (TCU) to the customer, and predicting the financial implications of future
service demand
• Service Portfolio Management

Concepts (cont’d)
• Service Provisioning Optimization: SPO examines the financial inputs and constraints
of service components or delivery models to determine if alternatives should be
explored relating to how a service can be provisioned differently to make it more
competitive in terms of cost or quality
• Planning Confidence: Planning provides financial translation and qualification of
expected future demand for IT Services
• Service Investment Analysis: The objective of service investment analysis is to derive a
value indication for the total lifecycle of a service based on 1) the value received, and
2) costs incurred during the lifecycle of the service
• Accounting: uses financial management to understand services in terms of
consumption and provisioning
• Compliance: Compliance relates to the ability to demonstrate that proper and
consistent accounting methods and/or practices are being employed
• Variable Cost Dynamics: Variable Cost Dynamics (VCD) focuses on analyzing and
understanding the multitude of variables that impact service cost, how sensitive those
elements are to variability, and the related incremental value changes that result

Objectives of Financial Management
• To assist in the management and reduction of overall long term costs
• To identify the actual cost of services and their provision
• To provide accurate and vital financial information to assist in decision

making
• To identify how IT adds value to the Customer’s business
• To enable the calculation of Total Cost of Ownership and Return On

Investment
• To make customers aware of what services actually cost, if appropriate.

Objectives of Financial Management
(cont’d)
• To support the recovery of costs, from Customers if appropriate, in a
fair and equitable manner.
• To provide measurements of Value For Money, and provide incentives

to produced quality services aligned to business needs.
• To help influence Customer behaviour, for example by providing

incentives for using non-critical resources
• To encourage more efficient use of resources
• To provide better cost information and control of external contracts

and suppliers
• To assists in the assessment and management of Changes

IT Financial Management Cycle

Activities
• Budgeting
• IT Accounting
• Charging

Budgeting
• Budgeting is the process of predicting and controlling spend with

the organization
• It usually comprises a periodic cycle of negotiation (for example,

annually for budget-setting) and monitoring of spend against
budget (usually on a day-by-day basis).

Budgeting Methods
• Incremental Budgeting:
Last year’s figures are used as the basis for the new budget. This
is then adjusted to the expected changes in activities, costs and
prices.
• Zero-based Budgeting:
This method starts with a blank piece of paper: the Zero Base.
Past experience is ignored. This requires managers to justify all
their resource needs in terms of costs in their budget

Budgeting Period
• The financial (fiscal) year would be an obvious choice for the

budget period. The budget period could be a regular period such
as four-week window
• Some businesses not only draw up a detailed one-year budget,

but also a general forecast for a three or five-year period

Budgeting Process
• Budgeting starts by identifying the key factors that limit the

growth of the company, for example sales volume
• This process also includes defining the following secondary

budgets:
– Sales and marketing budget
– Production budget
– Administrative budgets
– Cost and investment budgets

Example of Budgeting Calculations
Budgeting starts by identifying the key factors that limit the

growth of the company, for example sales volume.
– Budget Item
– Budget Classification – Capital or Operational
– Purchase Cost
– Annual Maintenance Cost
– Spend This Year
– Budget Next Year
– Notes
– Annualized Cost

IT Accounting
• This is a set of processes that define cost elements in line with

service elements like the hardware, software and support of the
service, even if they will not be charged to customers

Business Considerations of IT Accounting
• IT accounting is implemented based the following business

considerations:
• Accounting Centre - Estimate how much money is needed to provide,

maintain and support the IT services that are required by the users and/or
decide how to spend the money that will be available.
• Recovery Centre - Specifies agree fees for IT services to enable those

responsible for IT support to recover some of the cost of their service
provision.
• Profit Centre - Operates IT support as a separate business unit.

Cost Models
The Cost Model will consist of

COST ELEMENTS
COST TYPE COST CATEGORISATION

Transfer (Cross Charges)
Hardware
Capital OR Operational
External Services
Software
People Direct OR Indirect
Accommodation
Fixed OR Variable

Cost Types and Cost Elements in
determining the cost of a service
• INDIRECT COSTS – NOT directly attributable but shared.
• ABSORBED OVERHEADS – Total cost of indirect materials and expenses that are NOT
passed onto the customer.
• UNABSORBED OVERHEADS – Total cost of Indirect materials; wages; expenses that are
apportioned and added to the cost of each service.
• DIRECT COST – Directly attributable.

Charging
• Charging refers to all the activities needed to bill the customer for
the services provided to them.
• Charging includes determining the objective(s) of charging, as

well as the algorithm(s) for calculating charges

Charging System
• Based against Organisational policy on IT - overhead / break even

/ profit centre
• Prices should be simple, understandable, fair and realistic
• Charging mechanism to support policy

Pricing Methods/Charging Policies
• Cost: Price=cost
• Cost plus: Price=cost +/-X%
• Going rate: Price is comparable with other internal groups

(internal X charge rate)
• Market rate: Price matches that charged by external suppliers

(open market price)
• Fixed Price: Set price is agreed for a set period based on

anticipated usage

Pricing Considerations
• The determination of a pricing objective
• Understand the actual service demand
• Correct determination of direct and indirect costs
• The level of control of the internal market
• Understanding the services available from external providers if

customers have a choice
• Taxation, regulation and legal issues

Value of Financial Management
• Reduced long term costs

• Increased confidence in setting and managing budgets
• Accurate cost information to support IT investment
• More efficient use of IT throughout the business
• Increased awareness and professionalism within IT
• Ensures that the business provides sufficient funds to run the IT
services it requires
• More business-like decision making on IT services
• Recovering IT costs in a fair manner, related to usage
• Influencing Customer and User behaviour
• Allowing comparison with alternative service providers
Summary

Practise Question
1. Which of the following should NOT be a concern of Risk

Management?
A. To ensure that the organization can continue to operate in the event of a

major disruption or disaster
B. To ensure that the workplace is a safe environment for its employees
and customers
C. To ensure that the organization assets such as information, facilities and
buildings are protected from threats, damage or loss
D. To ensure only the change requests with mitigated risks are approved for
implementation

Practise Question
1. Which of the following should NOT be a concern of Risk

Management?
A. To ensure that the organization can continue to operate in the event of a

major disruption or disaster
B. To ensure that the workplace is a safe environment for its employees
and customers
C. To ensure that the organization assets such as information, facilities and
buildings are protected from threats, damage or loss
D. To ensure only the change requests with mitigated risks are approved
for implementation

Practise Question
2. The best processes to automate are those that are:
A. Carried out by Service operations

B. Carried out by lots of people
C. Critical to the success of the business mission
D. Simple and well understood

Practise Question
2. The best processes to automate are those that are:
A. Carried out by Service operations

B. Carried out by lots of people
C. Critical to the success of the business mission
D. Simple and well understood

Practise Question
3. What is the Service Pipeline?
A. All services that are at a conceptual or development stage

B. All services except those that have been retired
C. All services that are contained within the Service Level Agreement (SLA)
D. All complex multi-user services

Practise Question
3. What is the Service Pipeline?
A. All services that are at a conceptual or development stage

B. All services except those that have been retired
C. All services that are contained within the Service Level Agreement (SLA)
D. All complex multi-user services

Practise Question
4. Which function is NOT part of Financial Management for IT

services?
A. Budgeting
B. Charging
C. Procurement
D. Pricing

Practise Question
4. Which function is NOT part of Financial Management for IT

services?
A. Budgeting
B. Charging
C. Procurement
D. Pricing

Practise Question
5. Which of the following is NOT a valid charging policy?
A. Cost recovery
B. Activity base costing
C. 'Cost plus' pricing
D. Market rate

Practise Question
5. Which of the following is NOT a valid charging policy?
A. Cost recovery
B. Activity based costing
C. 'Cost plus' pricing
D. Market rate

Day 2

Agenda (Day 2)
Time Activity
8.30am – 10.30am Module 05: Service Design
11.00am – 12.00noon Module 05: Service Design (cont’d)
12.00noon – 1.30pm Module 06: Service Transition
2.30pm – 3.00pm Module 06: Service Transition (cont’d)
3.00pm – 5.00pm Module 07: Service Operation

Service Design

Module Goals

– Explain the goals of Service Design
– Explain the high level objectives ,basic concepts, scope, roles,

activities and key processes of Service Design
– Describe key metrics (KPI’s) and any challenges

Service Design
• The purpose of Service Design is to design appropriate and

innovative IT services, including their architectures, processes,
policies and documentation, to meet current and future agreed
business requirements
• The main aim is to design new or changed services for

introduction into the live environment

Goals/ Objectives
The main goals and objectives of Service Design are to:

• Design services to meet agreed business outcomes
• Design new or changed services
• Design processes to support the service lifecycle
• Identify and manage risks
• Design secure and resilient IT infrastructures, environments, applications and
data/information resources and capability
• Design measurement methods and metrics
• Produce and maintain plans, processes, policies, standards, architectures,
frameworks and documents to support the design of quality IT solutions
• Develop skills and capability within IT
• Contribute to the overall improvement in IT service quality
Scope
• New or Changed Services
• Service management systems and tools especially

Service portfolio, including Service Catalogue
• Technology Architecture and management systems
• The processes required
• Measurement methods and metrics

5 Aspects of Service Design
1 - Design of new or changed service solution – including the

functionality requirements
2 - Design of service management systems and tools, especially the

Service Portfolio
3 - Design of the technology architectures and management systems

required to improve the system
4 - Design of the processes, roles and capabilities
5 - Design of the measurement methods and metrics.

Four P’s Of Service Design
Good service design is dependent on effective and efficient use of the Four P’s of
Design:
People
Processes Products
Partners
– People: the people, skills and competencies involved in the provision of IT

services
– Products: the technology and management systems used in the delivery of
IT services
– Processes: the processes, roles and activities involved in the provision of
IT Services
– Partners: the vendors, manufacturers and suppliers used to assist and
support IT service provision.
Service Delivery Strategies/Options
• Out-sourcing
• In-sourcing
• Co-sourcing
• Business Process Outsourcing (BPO)
• Application Service Provision e.g. (ASP)
• Partnership or Multi-sourcing
• Knowledge Process Outsourcing (KPO)

Service Design Package (SDP)
• SDP defines all aspects of an IT service and its requirements

through each stage of its lifecycle.
• An SDP is produced for each new IT service, major change, or IT

service retirement.

Key Activities
• Business requirements collection, analysis and engineering to

ensure they are clearly documented
• Design and development of appropriate service solutions,
technology, processes, information and measurements
• Production and revision of all design processes and documents
involved in Service Design
• Liaison with all other design and planning activities and roles
• Production and maintenance of policies and design documents
• Risk management of all services and design processes
• Alignment with all corporate and IT strategies and policies
Key Roles and Responsibilities
• Service Design Manager: responsible for the overall coordination

and deployment of quality solution designs for services and
processes
• IT Designer/Architect: responsible for the overall coordination
and design of the required technologies, architectures, strategies,
designs and plans
• Service Catalogue Manager: responsible for producing and
maintaining an accurate Service Catalogue
• Service Level Manager: responsible for ensuring that the service

quality levels are agreed and met
• Availability Manager: responsible for ensuring that all services

meet their agreed availability targets
Key Roles and Responsibilities
• IT Service Continuity Manager: responsible for ensuring that all

services can be recovered in line with their agreed business
needs, requirements and timescales
• Capacity Manager: responsible for ensuring that IT capacity is

matched to agreed current and future business demands
• Security Manager: responsible for ensuring that IT security is

aligned with agreed business security policy risks, impacts and
requirements
• Supplier Manager: responsible for ensuring that value for money

is obtained from all IT suppliers and contracts, and that
underpinning contracts and agreements are aligned with the
needs of the business.
Key Processes
• Service Catalogue Management

• Service Level Management
• Capacity Management
• Availability Management
• IT Service Continuity Management
• Information Security Management
• Supplier Management

Service Catalogue Management

• The purpose of Service Catalogue Management (SCM) is to

provide a single, consistent source of information on all of agreed
services, their details and status, and ensure that it is widely
available to those who are approved to access it

Goal/ Objective of Service Catalogue
Management
• The goal of SCM process is to ensure that a Service Catalog is
produced and maintained, containing accurate information on all
operational services and those services being prepared to be run
operationally
• The objective of SCM is to manage the information contained in

the Service Catalogue, and to ensure that it is accurate and
reflects current details, status, interfaces and dependencies of all
services that are being run, or being prepared to run in the live
environment

Service Catalogue Management (cont’d)
• The key information within the SCM process is that contained

within the Service Catalogue. The information is divided into two
parts:
– Business Catalog: Description of available services, (visible to the end-
user)
– Technical Catalog: Description on how the services will be supported
(visible only to the IT organization)
• The main input for this information comes from the Service
Portfolio and the business via either the Business Relationship
Management or the Service Level Management processes


Business / Technical Service Catalogue

Service Catalogue Example

Key Role
• Service Catalogue Manager: responsible for producing

and maintaining an accurate Service Catalogue

Service Level Management

Service Level Management (SLM)
• The Process responsible for negotiating Service Level

Agreements, and ensuring that these are met
• SLM is responsible for ensuring that all IT Service Management

Processes, Operational Level Agreements, and Underpinning
Contracts, are appropriate for the agreed Service level targets
• SLM monitors and reports on Service levels, and holds regular

Customer reviews

Goal of SLM
• The main goal of Service Level Management (SLM) is to maintain

and gradually improve business aligned IT services quality
through a constant cycle of agreeing, negotiating, monitoring ,
reporting and reviewing IT service achievements through
instigating corrective actions to eradicate unacceptable level of
services

Objectives of SLM
• To ensures that the IT services required by the customer are

continuously maintained and improved.
• To integrate the elements included in the provision of services.
• To document the services by clearly describing the elements in

various documents.
• To provide the service in terminology which the customer can

understand.
• To align IT strategy with the business needs.
• To improve IT Service Delivery in a controlled manner.

Scope
• All current Live Services
• Encompasses both existing service and potential future

requirement for new and changed services

• Service Level Manager: Has the responsibility for ensuring that

all the aims of Service Level Agreement are met, This includes:
– Keeping aware of changing business needs
– Negotiating and agreeing OLAs, and in some cases other SLAs and
agreements that underpin the SLA
– Ensuring that service reports are produced for each customer service and
that breaches of SLA targets are highlighted, investigated and actions
taken to prevent their recurrence

Service Level Management Process

SLM Process Activities
• The key activities within SLM process should include:

– Determine, negotiate, document and agree on requirements for new or
changed services.
– Monitor and measure performance
– Collate, measure and improve customer satisfaction
– Produce service reports
– Conduct service review and instigate improvements - eg. SIP
– Develop and document contacts and relationships with business,
customers and stakeholder
– Develop, maintain and operate procedures for logging, and resolving all
complaints
– Log and manage all complaints and compliments
– Provide the appropriate reports
– Make available and maintain up-to-date SLM document templates and
standards
Service Level Agreement (SLA) and
Service Improvement Program (SIP)
• A service Level Agreement is an agreement between the IT
organization and the customer, which details the service or
services to be provided
• The Service Improvement Program is often implemented as a

project, defines the activities, phases and milestones associated
with improving an IT service

Operational Level Agreement (OLA) and
Underpinning Contract (UC)
• Operational Level Agreement: is an agreement with and internal
IT department detailing the provision about certain element of
the service
• Underpinning Contract: is a contract with an external provider

defining the agreements about the provision of certain elements
of a service

Service Quality Plan
• The Service Quality Plan is an important document as it contains

all management information needed to manage the IT
organization.
• The Service Quality Plan defines the process parameters of the

Service Management processes and operational management

SLA Structures
SLA’s may be developed along the following structure options:

• Service Based – e.g. E-mail service
• Customer Based – Covers all customer services
• Multi-level – divided into:
– Corporate: covers all units in the organization
– Customer: covers a particular business unit
– Service: covers a particular service for each customer group

SLA, OLA and Contract Support Structure

Content of Service Level Agreements
• Title and brief description of the agreement

• A simple description of the service and the deliverables
• Specifies parties and signatories to the agreement
• Start dates, end dates and periodical review dates
• Scope of the agreement with exclusions and inclusions
• Customer and Provider responsibilities
• The agreed service and support hours
• Service availability, reliability and continuity targets
• Response times and escalations
• Critical business periods and exceptions
SLA Recommendations
• SLA’s should be simple as possible Users should be involve early

ITIL best practices should be used The purpose should be clear
and concise

Critical Success Factors of SLM
The success of Service Level Management depends on the following

factors:
• A capable Service Level Manager with both IT and business
expertise, and a supporting organization when necessary
• Clear process mission and objectives.
• Awareness campaign to provide people with information about

the process, develop understanding and gain support.
• Clearly defined tasks, authorities and responsibilities within the

process, distinguishing between process control and operational
tasks (customer contacts)

Key Performance Indicators (KPI’s)
• Service elements included in SLA’s

• Elements of the SLA supported by OLA and UC’s
• Elements of the SLA’s which are monitored, and where
shortcomings are reported
• Elements of the SLAs which are regularly reviewed
• Elements of the SLAs where the agreed service levels are fulfilled
• Shortcomings which are identified and covered by an
improvement plan
• Actions which are taken to eliminate these shortcomings
• Trends identified with respect to the actual service levels
Challenges
• Ensuring that targets are achievable before agreeing to them

• Don't be under-ambitious, if you set targets that can be easily
achieved it may be seen as an excuse for a reduction in service
quality.
• Having the right monitoring tools in place to measure the actual
achievements, this will avoid disputes with the customers.
• SLAs may not be supported by adequate underpinning contracts.
• The content of the SLA may be too lengthy or not business
focused, therefore not used.
• SLM and other IT support functions do not fully understand the
business drivers or the need for the requested service levels.
• Ensuring that adequate resources and time to support, measure
and report on the SLAs
Value of SLM
• Both parties have clear view of responsibilities and specific

service targets.
• Service monitoring and reviews will identify weak areas,
therefore enabling the provision of higher quality IT services.
• Prevent misunderstandings between customers and IT providers.
• SLM underpins Supplier Management, the SLAs are a key part in
managing supplier relationships
• IT Services will be designed to meet the SLRs (Service Level
Requirements).
• SLAs can be used as a basis for charging and demonstrating to the
customer what they receive for their money!
• OLAs and support contracts with external suppliers are aligned
with the business services required
Capacity Management

Capacity Management
• The goal of Capacity Management is to understand the

organizations operation and IT infrastructure to ensure that all
current and future capacity and performance aspects of the
business requirements are provided cost effectively at the right
time

Objectives of Capacity Management
• Monitoring the performance and the throughput of IT services

and supporting IT components
• Understanding the current demands for IT resources and deriving

forecasts for future requirements
• Influencing the demand for resource, in conjunction with other

Service Management processes
• Tuning activities to make efficient use of resources
• Producing a Capacity Plan predicting the IT resources needed to

achieve agreed service levels

Capacity Management - Basic Concepts
• Performance Management: measuring, monitoring and tuning

the performance of IT infrastructure components
• Application Sizing: determining the hardware or network
capacity required to support new or modified applications,
including the workload (details about the capacity requirements
of the application)
• Modeling: using mathematical models to determine the impact
of alternatives for capacity deployment (currently available or to
be acquired), for example by considering various scenarios for
the increasing demand for IT services
• Capacity Planning: developing a Capacity Plan, analyzing the
current situation (preferably using scenarios) and predicting the
future use of the IT infrastructure and resources needed to meet
the expected demand for IT services
Capacity Management - Basic Concepts
(cont’d)
• Workload Management: dealing with, and understanding what
the various business drivers are doing, and what resources they
require
• Cost vs. Resources needed: the need to ensure that processing

capacity that is purchased is cost-justifiable in terms of business
need, and the need to make the most efficient use of those
resources
• Demand vs. Supply: the need to ensure that the available supply
of IT processing power matches the demands made on it by the
business, both now and in the future.

Capacity Management Information
Systems (CMIS)
• Holds and analyze information needed by all sub-
processes within Capacity Management

Roles
• Capacity Manager: Has responsibility for ensuring that the aims

of Capacity management are met. These includes such task as:
– Ensuring that there is adequate capacity to meet required levels of

service, and that senior IT management is correctly advised on how to
match capacity and demand to ensure that use of existing capacity is
optimized
– Identifying with Service Level Manager, capacity are requirements through

discussions with business users
– Understanding the current usage of the infrastructure and IT services, and

the maximum capacity of each component

Capacity Management Process

Capacity Management Process (cont’d)
• It has 3 sub-processes:
– Business Capacity Management
– Service Capacity Management
– Component Capacity Management

Capacity Management - Sub Process
• Business Capacity Management - the objective of this sub process is to

understand the future user needs. This sub-process is primarily proactive. It
has strong links with Service Level Management in terms of the definition and
negotiation of service agreements.
• Service Capacity Management - the objective of this sub process is to

determine and understand the use of IT services. You have to understand the
performance and peak loads to ensure that appropriate service agreements
can be made and guaranteed
• Component Capacity Management – the focus in this sub-process is the

management, control and prediction of the performance, utilization and
capacity of individual IT components. It ensures that all components within
the IT infrastructure that has finite resources are monitored and measured,
and that collected data are recorded, analyzed and reported

Capacity Management Activities
• Business Capacity Management

– Developing the capacity plan
– Modeling
– Application Sizing

Capacity Management Activities (cont’d)
• Service Capacity Management and Component Capacity

Management
– Monitoring, Analysis, Tuning and Implementation
– Demand Management
– Populating the Capacity Database (CMIS)

Iterative Activities in Capacity
Management

Ad-hoc Activities
• Modeling and trending
• Application Sizing
• Demand Management

Modelling
• Modelling is a powerful Capacity Management tool and is used to

forecast the behavior of the infrastructure. The tools available to
Capacity Management range from estimating to extensive
prototype testing.
• The Techniques include:

– Trend analysis
– Rule of thumb
– Analytical modeling
– Simulation
– Baseline assessment (benchmark) (most accurate)

Application Sizing
• Application Sizing considers the hardware needed to run new or

changed applications, such as applications under development or
undergoing maintenance, or which may be purchased at the
request of the customer.

Demand Management
• Demand Management aims to influence the demand for

capacity; it is about moving demand.
• Demand Management provides important inputs for drawing up,

monitoring and possibly adjusting both the Capacity Plan and the
Service Level Agreements

Capacity and Demand

Key Metrics (KPI’s)
• Accurate business forecasts:

– Production workload forecasts on time
– Percentage accuracy of forecasts of business trends
• Timely incorporation of business plans into the capacity

plans

Value of Capacity Management
• Increased efficiency and cost savings.

• More economic use of the IT services.
• Removal of spare and unnecessary capacity and optimizing
current equipment.
• Reduce or eliminate unnecessary 'panic' buying.
• Reduce the risk of performance problems.
• Improved forecasting.
• Proactive awareness of potential Capacity issues.
• Improved relationships with customers and users.
• Service improvements seen through better control.
• Reduce the need for reactive support.
Challenges
• Customer requirements exceed technical capacity limits.

• Over expectation of the benefits realized from tuning.
• Unrealistic performance figures from equipment suppliers.
• Lack of business information due to security or commercial
restrictions.
• Inaccurate or incomplete business forecasts.
• Incomplete or inaccurate information from IT support functions.
• Too much data - data overload - unable to "see the wood for the
trees".
• Lack of financial resources.
• Lack of technical resources with the right skill set.
Availability Management

• Availability Management is the planning, designing,

implementing, measuring and managing of IT Service Availability
proactively and reactively to ensure that they are available to
end-users with as little disruption or downtime as possible,
during the hours they are needed.

Objectives of Availability Management
• Availability Management ensures services are available when the

Customer needs them
• Optimize availability by monitoring and reporting on all key
indices of availability
• Producing and maintaining the Availability Plan
• Collate, analyze and maintain availability data and produce
usable reports from them
• Predicting and designing for expected levels of availability and
security
• Ensuring service levels (SLAs) are not breached by measuring
service availability levels with SLA and OLA specifications
• Continuously reviewing and improving service availability levels
Elements of Availability Management
• Availability Management process has 2 key elements:

– Reactive Activities: monitoring, measuring, analysis and
management of all events, incidents and problems involving
availability. These activities are principally involved within
operational roles
– Proactive Activities: involve proactive planning , design and
improvement of availability. These activities are principally
involved within service design and planning roles

Basic Concepts of Availability
Management – Common Metrics
• Service Availability is a measure of the time that the service is
actually available when compared with the scheduled time. It is
often calculated and presented as a % of the actual hours
required, for example:
– Availability (%)= Actual hours / required hours * 100%
• Component Availability: involves all aspects of component

availability and unavailability
• Service Reliability is usually measured as:

– Mean Time Between Service Interruption (MTBSI)
– Mean Time Between Failure (MTBF)

Basic Concepts of Availability
Management – Common Metrics (cont’d)
• Maintainability is usually measured as Mean Time To
Restore Service (MTRS)
– Also referred to as Mean Time To Repair (MTTR)
• Serviceability is a contractual term for service reliability

and maintainability
• Service Security measure the level of Confidentiality,

Integrity and Availability to ensure that there is no
compromise
Availability Measurement

Availability Management Terms and
Measurements

Availability Management Terms
• Availability: - means that the IT service is continuously available to the

customer, as there is little downtime and rapid service recovery. It is the
agreed service hours when a service or component (e.g. resource, hardware,
software) is available. Often expressed as a percentage and then documented
in the SLA (e.g. Available Time/Agreed Service Time * 100).
• Reliability: - means that the service is available for an agreed period without
interruptions. This concept also includes resilience. The reliability of a service
increases if downtime can be prevented. It is expressed as MTBF (Mean Time
Between Failure) or MTBSI (Mean Time Between System Incidents), or
number of breaks in a period
• Maintainability: relates to the activities needed to keep the service in
operation, and to restore it when it fails. This includes preventive maintenance
and scheduled inspections. It is expressed as MTTR ( Mean Time To Recover).
• Serviceability: relates to contractual obligations of external service providers
(contractors, third parties). The contracts define the support to be provided
for the outsourced services
Availability Management Terms (cont’d)
• Security: Concerned with the security of the services ensuring that the service
is delivered within secure parameters and that confidentiality, integrity and
availability are not compromised.
• Vital Business Function: This is used to express the business critical elements
of the business process supported by an IT service. – e.g ATM function
• Availability Management Information System (AMIS): contains all of the
measurements and information required to provide the appropriate
information to the business on service levels. The AMIS also assists in the
production of the Availability Plan
• High Availability: is a characteristic of the IT Service that minimizes or
eliminates the impact of IT component failure to the User.
• Continuous Operation: is a characteristic of the IT Service that minimizes or
eliminates the impact of planned downtime to the User.
• Continuous Availability: is a characteristic of the IT Service that minimizes or
eliminate the impact of all failures and planned downtime to the User.
The Availability Management Process
237
Availability Management Processes
• Reactive Activities: monitoring, measuring, analysis and

management of all events, incidents and problems involving
availability. These activities are principally involved within
operational roles
• Proactive Activities: involve proactive planning , design and

improvement of availability. These activities are principally
involved within service design and planning roles

Roles
• Availability Manager: responsible for ensuring that all

services meet their agreed availability targets

Value Of Availability Management
• Influences customer satisfaction and help to maintain or grow

future business and profitability
• Increases the overall levels of confidence that management
actually has in the IT organization.
• Focus point, across the IT Organization, that helps to drive up
levels of availability.
• Reduces frequency, duration and impact of IT service failures
over time
• IT Services can be designed with the appropriate level of Service
Availability.
• Provides true end-to-end availability reporting to ensure that the
SLM function can accurately report service availability within
their SLA's.
Value of Availability Management
(cont’d)
• There is a single contact and responsible person for the
availability of products and services.
• New products and services fulfill the requirements and
availability standard agreed with the customer.
• The availability standards are monitored continuously and
improved where appropriate.
• Appropriate corrective action is undertaken when a service is
unavailable.
• The emphasis is shifted from remedying faults to improving
service.

Challenges
• Avoiding availability measurements that mean nothing to the

business or the customer.
• Overcoming restrictions on not being able to measure availability
at the point of service delivery.
• Identifying and securing skilled resource for the role.
• Justifying costs to management, for example the cost of some
countermeasures such as hardware which may be seen as
redundant kit and unnecessary.
• Lack of senior management buy-in

Challenges (cont’d)
• Undue reliance on other Service Management functions being in

place, for example Service Desk, Configuration Management and
its associated CMDB.
• Lack of suitable software - although tools are available,
information is gathered from a number of sources, with a lot of
information being gathered manually.
• Dependency on suppliers, in particular for maintainability and
reliability.
• Difficulty in determining and understanding the business and
customer availability requirements

IT Service Continuity Management

IT Service Continuity Management
(ITSCM)
• The goal of ITSCM is to:
– Manage an organization's ability to continue to provide a known, agreed
and pre-determined level of IT Service
– Support business requirements, following some kind of interruption to the

business
– Recover IT Service and Technology within required and agreed time scales
to support the overall Business Continuity process.

Objectives of IT Service Continuity
Management
• Reduce the immediate and ongoing impact of a failure or disaster
on the business
• Reduce the vulnerability and risk to the business
• Prevent loss of Customer and User confidence
• Produce IT recovery plans that are integrated with and fully
support Business Continuity Plan
• Restore IT Services to at least the minimum level that supports
the business
• Prevent any negative financial impact
• Ensure that regulatory requirements are complied with
• Use as a competitive advantage and a marketing tool
Definition: Disaster
• An event that affects a service or system such that significant

effort is required to restore the original performance level
• Disaster is more serious than an incident. A disaster is a business

Interruption

Examples of Disaster that may affect
services
• Fire and floods
• Structural failure
• Data loss
• Explosions
• Accidental damages
• Industrial actions
• System failure (Hardware & Software)
• Network link failure
• Theft and sabotage
ITSCM Lifecycle

Business Continuity Management
Lifecycle
• Initiate Business Continuity Management
• Requirements & Strategy Definition
• Implementation
• Operational Management

ITSCM Roles
• IT Service Continuity Manager: responsible for ensuring

that the aims of IT Continuity Management are met
• Management (Crisis Manager) – responsible for crisis

management. Includes senior management/executive
board with the overall authority and control within the
organization

Value of ITSCM
• Management of risk leads to reduction of likelihood of disaster

occurrence.
• Management of risk leads to reduction in impact if disaster did occur.
• Meeting regulatory requirements.
• Improved relationships between the IT organization and the Business.
• Greater awareness by the IT organization of the business service
priorities and needs.
• Capability to recover and restore IT services in the order that the
business really needs to have the best chance of recovering.
• Reduction in insurance premiums (lower risk).
• Increased confidence in IT's ability to actually recover (since it's been
tested!)
• The perceived credibility and professionalism of IT is increased
Challenges
• A lack of investment in resources and time to perform the

activities.
• Lack of time and available skilled resources to be involved in risk

assessment, testing and rehearsing IT service recovery activities.
E.g. "We're too busy delivering live service to rehearse for a
disaster that may or may not happen!"
• Lack of business involvement in proper planning, risk assessment

and testing leads to the IT Service Organization making best
estimates about service recovery options.
• IT is more advanced than the business in it's overall approach to

Business Continuity - leading to well structured IT recovery but
poor business involvement and execution
Information Security Management

• The goal of the ISM process is to align IT security with

business security and ensure that information security
is effectively managed in all service and Service
Management activities

Objectives of Information Security
Management
• Ensure that:
– Information is available and usable when required
(availability)
– Information is observed by or disclosed to only those who
have a right to know (confidentiality)
– Information is complete, accurate and protected against
unauthorized modification (integrity)
– Business transactions, as well as information exchanges, can
be trusted (authenticity and non-repudiation)

Basic Concepts
• Security Framework: 5 step ( Plan, implement, evaluate,

(control), maintain)
• Security Policy
• Information Security Management System (ISMS): Security

Policies, Reports, Controls, Risk and response
• Security Controls:
• Risks Analysis, Reports, Classification
• Manage Security Breaches and incidents

Roles
• Security Manager: responsible for ensuring that IT

security is aligned with agreed business security policy
risks, impacts and requirements

Process

Value to the business
• ISM ensures that an information security policy is maintained and

enforced that fulfils the needs of the Business Security Policy and
the requirements of corporate governance
• ISM raise awareness of the need for security within all IT services
and assets throughout the organization, ensuring that the policy
is appropriate for the needs of the organization

Supplier Management

Supplier Management (SM)
• The goal of Supplier Management process is to:

– Manage suppliers and the services they supply
– Provide seamless quality of IT service to the business,

ensuring value for money is obtained
– Ensure that suppliers perform to the targets contained within

their contracts and agreements, while conforming to all the
terms and conditions

Objectives of Supplier Management
• The main objectives of the Supplier Management process are to:

– Obtain value for money from supplier and contracts
– Ensure that underpinning contracts and agreements with

suppliers are aligned to business needs, support and align
with agreed targets in SLRs and SLAs, in conjunction with SLM
– Manage relationship with suppliers
– Manage supplier performance
– Maintain a supplier policy and a supporting Supplier and

Contract Database (SCD)

Basic Concepts
• Supplier Strategy Policies
• Plans and reports
• Supplier and Contract Database (SCD): records all

contractor and contract details

SM Process

Definition: Supplier and Contract
• A Supplier is a third party responsible for supplying goods o

services that are required to deliver IT services. Examples of
suppliers include hardware and software vendors
• A Contract is a legally binding agreement between two or more

parties

• Ensures delivery to the business end-to-end, seamless, quality IT

services that are aligned to the business expectations
• Ensures that the business obtains value from supporting supplier

services and that they are aligned with business needs.

Summary

Practise Questions
1. Availability Management is responsible for availability of the:
A. Services and components

B. Services and business processes
C. Components and business processes
D. Services, Components and business processes

Practise Questions
1. Availability Management is responsible for availability of the:
A. Services and components

B. Services and business processes
C. Components and business processes
D. Services, Components and business processes

Practise Questions
2. Contracts are used to define:
A. The provision of IT services and business services by a Service Provider

B. The provision of goods and services by Suppliers
C. Service levels that have been agreed between the Service Provider and
their Customer
D. Metrics and Critical Success Factors (CSFs) in an external agreement

Practise Questions
2. Contracts are used to define:
A. The provision of IT services and business services by a Service Provider

B. The provision of goods and services by Suppliers
C. Service levels that have been agreed between the Service Provider and
their Customer
D. Metrics and Critical Success Factors (CSFs) in an external agreement

Practise Questions
3. Which of the followings is NOT an example of Self-help

capabilities
A. Requirement to always call the service desk for service requests

B. Web front-end
C. Menu-driven range of self help and service requests
D. A direct interface into the back-end process-handling software

Practise Questions
3. Which of the followings is NOT an example of Self-help

capabilities
A. Requirement to always call the service desk for service requests

B. Web front-end
C. Menu-driven range of self help and service requests
D. A direct interface into the back-end process-handling software

Practise Questions
4. What is the BEST description of an Operational Level Agreement

(OLA)?
A. An agreement between the Service provider and another part of the

same organization
B. An agreement between the Service provider and an external
organization
C. A document that describes to a customer how services will be operated
on a day-to-day basis
D. A document that describes business services to operational staff

Practise Questions
4. What is the BEST description of an Operational Level Agreement

(OLA)?
A. An agreement between the Service provider and another part of the

same organization
B. An agreement between the Service provider and an external
organization
C. A document that describes to a customer how services will be operated
on a day-to-day basis
D. A document that describes business services to operational staff

Practise Questions
5. In which of the following situations should a Problem record be

created?
A. An event indicates that a redundant network segment has failed but it

has not impacted any users
B. An incident is passed to second-level support
C. A Technical Management team identifies a permanent solution to a
number of recurring incidents
D. Incident Management has found a workaround but needs some
assistance in implementing it

Practise Questions
5. In which of the following situations should a Problem record be

created?
A. An event indicates that a redundant network segment has failed but it

has not impacted any users
B. An incident is passed to second-level support
C. A Technical Management team identifies a permanent solution to a
number of recurring incidents
D. Incident Management has found a workaround but needs some
assistance in implementing it

Service Transition

Module Goals

– Explain the high level goals, objectives, basic concepts, scope,
roles, activities and key processes of Service Transition
– Explain the Service V Model

Service Transition (ST)
• The purpose of Service Transition is to:

– Plan and manage the capacity and resources required to
package, build, test and deploy a release into production and
establish the services specified in the customer and
stakeholder requirements
– Provide a consistent and rigorous framework for evaluating

the service capability and risk profile of new or changed
service before release and deployment

Goals of Service Transition
• Deliver services that are required by business into operational

use
• Reduce variations in the predicted versus actual performance of

transitioned services
• Reduce known errors and minimize the risks from transitioning

the new service change(s) into production

Objectives of Service Transition
• Plan and manage the resources to establish successfully a new or

changed service into production with predicted cost, quality and
time estimates
• Ensure there is minimal unpredicted impact on the production
services, operation and support organization
• Increase customer and Service Management staff satisfaction
with the Service Transition practices including deployment of the
new or changes service, communication, release document,
training and knowledge transfer

Key Principles
• Understanding all services, their utility and warranties - to transition a

service effectively it is essential to know its nature and purpose in terms of the
outcomes and/or removed business constraints (utilities) and the assurances
that the utilities will be delivered (warranties)
• Establishing a formal policy and common framework for implementation

of all required changes
• Supporting knowledge transfer, decision support and re-use of processes,

systems and other elements – effective Service Transition is delivered by
involving all relevant parties, ensuring appropriate knowledge is available and
that work done is reusable in future similar circumstances
• Anticipating and managing ‘course corrections’ – being proactive and

determining likely course correction requirements

Service V Model

Service V Model (cont’d)
• The Service-V model is traditionally associated with the water-fall

cycle, but it can also be used for other lifecycles such as
prototyping, RAD approaches. It also applies to processes such as
Change Management, Release and Deployment, SACM,
Validation and testing
• It is iterative in nature
• Within each cycle of the iterative development, the V-model
concepts of establishing acceptance requirements against the
requirements and design can apply, with each iterative design
being considered for the degree of integrity and competence that
would justify release to the customer for trial and assessment

Service V Model (cont’d)
• The left hand side represents the specifications of the service

requirements down to the detail Service Design.
• The right-hand side focuses on the validation activities that are
performed against the specifications defined on the left-hand
side.
• There is a direct involvement of equivalent party on each side
during each stage.
• For example: Customers who sign off the agreed service
requirements will also sign off the service Acceptance Criteria
and test plan

Key Processes
• Transition Planning and Support

• Change Management
• Service Asset and Configuration Management
• Release and Deployment Management
• Service Validation and Testing
• Evaluation
• Knowledge Management

Transition Planning and Support

Transition Planning and Support
• Transition Planning and Support is the process responsible for

planning all service transition processes and coordinating the
resources they need

Goals of Transition Planning and Support
• Plan and coordinate resources to ensure that the requirements of

Service Strategy encoded in Service Design are effectively
realized in Service Operations
• Identify, manage and control the risks of failure and disruption
across transition activities
• Provide support for service transition teams and people
• Plan the change is such a way that ensures the integrity of all
identified customers assets, services and configurations can be
maintained as they evolve during the service transition
• Ensure that service transition risks, issues and deviations are
reported to appropriate stakeholders and decision makers
Objectives of Transition Planning and
Support
• Plan and coordinate the resources to establish successfully a new
service or service changes into production within the predicted
cost, quality and time estimates
• Ensure that all parties adopt the common framework of standard

re-usable process and supporting systems in order to improve the
effectiveness and efficiency of the integrated planning and
coordination activities
• Provide clear and comprehensive plans that enable the customer

and business change projects to align their activities to the
service transition plans

Principles/ Policies/ Basic Concepts
• Service Transition Policy
• Release Policy: Release policy should be defined for one or more

service and should include:
– Release frequency
– Roles and responsibility at each stage to the release
– The mechanism to automate builds, installation and distribution

Activities
• Service Transition Strategy: Defines the overall approach to organizing service

transition and allocating resources
• Prepare for Service Transition: This includes:
– Reviewing and accepting inputs from other lifecycle stages
– Reviewing and checking input deliverables. Eg. SDP,
– Identifying, scheduling and raising RFC
– Checking for transition readiness
• Planning and Coordinating Service Transition: Release and deployment
activity should be planned in stages. If possible it should employ PM best
practices
• Provide Transition process support in the form of :
– Advice: Communicate with all stakeholders
– Administration: Manage the transition process
• Progress monitoring and Reporting: Monitor against intention set out in the
plan and measuring to establish that transition is proceeding according to plan

Value to the Business
• Effective Transition Planning and Support can significantly

improve a service provider’s ability to handle high volumes of
change and releases across its customer base

• The number of releases implemented that met the customers

agreed requirement in terms of cost, quality, scope and release
schedule
• Reduced variation of actual versus predicted scope, quality, cost

and time
• Increase customer and user satisfaction with plans and

communication that enable the business to align their activities
with the Service Transition Plans

Change Management

Change Management
• The Change Management is the process for managing the

implementation of changes to the IT infrastructure including
hardware, software, services or related documentation

Goal of Change Management
• The goal of the Change Management process is to ensure that:

– standardized methods are used for the efficient and prompt handling of all
changes,
– all changes are recorded in the Configuration Management System
– overall business risk is optimized
• Respond to the business and IT request for change that will align
the services with the business needs.

Objectives of Change Management
• To ensure that standardized methods, processes and

procedures are used for all Changes
• To facilitate the efficient and prompt handling of all

Changes
• To maintain the proper balance between the need for

Change and the potential detrimental impact of Changes.

Scope
• Change management addresses all service change.

What is a Service Change?
• A Service Change is the addition, modification or removal of an

authorized, planned or supported service or service component
and its associated documentation

7 R’s Of Change Management
1. Who RAISED the change?
2. What is the REASON for the change?
3. What is the RETURN required from the change?
4. What are the RISKS involved in the change?
5. What RESOURCES are required to deliver the change?
6. Who is RESPONSIBLE for the build, test and implementation of

the change?
7. What is the RELATIONSHIP between this change and other

changes?
Types of Change Request
• A Change is implemented as a reactive solution to an Incident or

a Problem
• A Change may be the result of a new IT software or hardware

requirement
• A response to changing Customer and business requirements
• In response to changes made to a product or service by the OEMs

(or vendors) or contractors

Examples of Changes
• Updating a failed desktop PC
• Installing a new software application
• Assigning a software license to a different user
• Installing additional memory in a server
• Revising a procedure document

Types of Change
• Standard Change – is fully defined and approved, recorded, but

not assessed by Change Management. This change is made
routinely. (pre-approved)
• Normal Change – is not a Standard Change and will follow

normal change management procedure.
• Emergency Change – is given absolute priority, must be carried

out as soon as possible and does not follow normal change
procedure

Key Change Management Roles
• Change Manager
The Change Manager coordinates the day-to-day responsibilities of the entire change
process. He is responsible for filtering, accepting and classifying all Requests For
Change (RFC). The change Manager chairs the CAB
• Change Advisory Board (CAB)

A change advisory committee is a regular meeting attended by key representatives in
the Change Management process. It is a forum for the review and approval or rejection
of proposed changes and change plans and is usually documented
• Emergency Change Advisory Board (ECAB)

ECAB provides assistance to the Change Manager through approval of
Emergency Changes
Note: Not all emergency changes required ECAB

For example - authorization to carry out the work may have already been pre-
approved
Terminologies in Change Management
• Request For Change (RFC)

A request for change is completed for each change, with different roles
contributing at different stages. It provides a checklist of items to be
considered and approved before implementing a change.
• Forward Schedule of Changes (FSC)

This document contains details of approved Changes, simple description of
the Changes. For instance installation of anti-virus software. It will also include
date and time of change
• Projected Service Availability (PSA):

PSA contains details of IT services and users affected due to the currently
planned FSC
– It contains the details on the nature and duration of impact on business
– It also indicates the extent of the effect of the currently planned FSC to SLAs

Forward Schedule of Changes and
Projected Service Availability
• FSC and PSA documents must agreed with all relevant process or
structure, for instance the Customers, Service Desk, Service Level
Management and Availability Management
• These documents (FSC and PSA) must be available to everyone within

the organization to prepare them and win their support for the change
• A brief record of the outcome of change advisory committee meetings

should be circulated for acceptance and kept for the record.
• The details of changes to be implemented in the long-term and short-

term scope must be provided to ensure a proper, well managed and
controlled implementation

Remediation Planning
• No change should be approved without having a back-out plan -

what to do if the change is not successful

Change Management Process Flow

Change Management Process Flow
(cont’d)

Change Management Activities
• Create and record the RFC

• Review RFC and change proposal: Filtering /reject
• Access and evaluate the change: the impact, cost ,benefits and
risk of change
• Authorize the change: authorize or reject; communicate to the
initiator of the RFC and others
• Plan updates
• Coordinate change implementation
• Review and Close change record
Change Management Interfaces

• The number of changes implemented which met the customers agreed

requirements within the constraints of (quality/cost/time)
• Reduction in the number of disruptions due to defects and rework caused by
inaccurate specifications, poor or incomplete impact analysis
• Incidents attributed to changes
• Percentage accuracy in change estimates
• Reduction in the number of unauthorized changes
• Reduction in the backlog of change requests
• Reduction in the number and percentage of unplanned changes and
emergency fixes
• Change success rate
• Reduction in the number of failed changes
• Reduces adverse impact of changes on the quality of IT services.

• Protects IT Service from the negative impacts of poorly
designed/built or tested changes.
• Ensures that the change is scheduled correctly to avoid conflicts
with important business or IT events.
• Ensures proper alignment of IT services to the actual business
need.
• Improves productivity of business and IT people since there are
less Incidents
• Ensures a better assessment of the cost of proposed changes.
Value to the business (cont’d)
• Improves user productivity through more stable and better IT

services
• Improves IT personnel productivity, as they are not distracted
from their planned work by urgent changes or back-out
procedures
• Fewer changes are reversed, and any back-outs that are
implemented proceed more smoothly
• Improves overall ability to handle multiple changes in the correct
sequence
• Ability to temporarily 'freeze' (or lock-out) all Changes to provide
total protection for IT Service

Challenges
• Lack of awareness and understanding of the Change Process by the IT

Organization.
• Cultural difficulties in accepting a single, centralized change system
• Lack of support from the CAB and/or CAB/EC when handling large volumes of
changes.
• Lack of control over the volume of emergency Changes and the level of
influence Change Management have over this volume in the future.
• Lack of an accurate Configuration Management Database (CMDB) to underpin

the Change Process.
• There may be attempts to implement changes without going through the

agreed procedures.

Challenges (cont’d)
• Paper-based systems are too difficult to use and will present too many
problems.
• Difficulties ensuring contractors staff comply with change procedures
• Lack of knowledge and ownership of key individuals when assessing any

Change.
• Appointing a highly experienced Change Manager with a broad experience

and sufficient business and technical knowledge (this aspect is often
underestimated).

Service Assets and Configuration
Management

Service Assets and Configuration
Management
• The process responsible for both Configuration Management and
Asset Management

Goal of SACM
• The goal of SACM is to identify, control and account for service

assets and configuration items (CI), protecting and ensuring their
integrity across the service lifecycle.

Objectives of SACM
• Account for the existence and status of IT assets and

Configurations.
• Control and maintain the status of IT assets
• Support all the other IT Service Management Processes.

(especially Incident, Problem, Change and Release Management)
• Support the adherence to legal, licensing and contractual

obligations
– What's where?
– What's it doing?
– Is it 'legal‘?
Configuration Management System
(CMS)
• A Configuration Management System (CMS) is required to
manage large and complex IT services and infrastructures
• CMS holds all information for a CI within the designated scope

Configuration Management System
(CMS)

Service Knowledge Management System
(SKMS) Relationship

Definitions: Configuration and
Configuration Model
• Configuration: is anything we need to record and control
• Configuration can be broken down into a number of

Configuration items (CI’s)
• Configuration Model: A way to record services and infrastructure

and the relationships between configuration items (CI’s)

Example: Configuration model

Definition: Configuration Item (CI)
• Configuration Item (CI) is any individual Infrastructure

component or an item (for example an Incident Record) related
to the Infrastructure within a Configuration
• A CI can vary considerably in type, size and complexity; ranging
from a whole system down to a specific component on a circuit
board
• A CI can also be broken down into any number of Component CI's
• The hierarchy, different levels and details at each level at which
CI's are defined and grouped varies between IT Service
Organizations

CI Relationship
• The relationship between CIs are useful for diagnosing errors and
predicting the availability of services. There are two types of
relationship
• Physical relationship:
- Forms part of: this is the parent/child relationship of the CI, e.g. a floppy disk drive forms part
of a PC, and a software module forms part of a program.
- Is connected to: e.g. a PC connected to a LAN segment.
- Is needed for: e.g. hardware needed to run an application.
• Logical relationship:
- Is a copy of: copy of a standard model, baseline or program.
- Relates to: a procedure, manuals and documentation, a SLA, or customer area.
- Is used by: e.g. a CI needed for providing a service, or a software module which is called by a
number of programs.

Types of Configuration Item (CI)
• Service Lifecycle CIs: such as business case, service management plans,

Service Design Package, change, test and release plans
• Service CIs: such as:

– Service capability assets: management, organization, processes,
knowledge, people
– Service resource assets: financial capital, systems, application,
information, data, infrastructure and facilities
– Service model
– Service package
– Release package
– Service acceptance criteria

Types of Configuration Item (CI) (cont’d)
• Organizational CIs: documentation that define for e.g. the organizational

business strategy or policies
• Internal CIs: such as software and hardware required to maintain the

infrastructure
• External CIs: such as external customer requirements and agreements,

releases from suppliers and subcontractors and external services
• Interface CIs: that are required to deliver the end-to-end service across a
service provider interface

Example: Configuration Item (CI)

Definition: Configuration Baseline
• The Baseline is a product or system established at a specific point

in time, that captures both a structure and details of that product
or system
• This enables that product or system to be rebuilt to the state

described by the structure and details at a later date.
• The Baseline is also used as the benchmark against which all

Changes are measured

Definition: Definitive Media Library
(DML)
• DML is the secure library in which the definitive authorized
version of all media CIs are stored and protected. It stores the
master copies of versions that have passed quality assurance
checks.
• The DML stores all authorized versions of all Software CIs. It will
comprise of a logical filestore for developed software and a
secure physical store holding purchased software
• Any access to DML is strictly controlled by SACM

Other Definitions
• A secure library is a collection of software, electronic or

document CIs of known type and status. Access to items in a
secure library is restricted
• A secure store is a location that warehouses IT assets. e,g. secure
stores used for desktop deployments
• Definition Spares: These are spare components and assemblies
that are maintained for systems in the infrastructure. These can
be used for additional systems or in the recovery of failed system
• A snapshot of a current state of a configuration item or and
environment, e.g. from a discovery tools.

Configuration Management Database
(CMDB)
• The Configuration Management Database (CMDB) is a database
that contains all relevant details of each Configuration Item (CI)
and details of the important relationships between CIs.
• The data is made up of configuration items records and attributes

of the records
• CMDB is part of CMS

DML and CMDB Relationship

Configuration Management Process
Activity Model

SACM and Change Mgmt Roles and
Responsibilities
• Service Asset Manager:
– Implements the organization’s Asset Management policy and standards
– Evaluates existing Asset Management systems and the design,
implementation and management of new/improved systems for efficiency
and effectiveness
– Agrees scope of the Asset Management process, functions, the items that
are to be controlled, and the information that is to be recorded develops
Asset Management standards, plans and procedures
– Plans population of the asset DB; manages the asset DB, central libraries
and tool’s ensures regular housekeeping of the asset DB
– Assists auditors to audit the for compliance

Responsibilities (cont’d)
• Configuration Manager:
– Implements the organization’s Configuration Management policy
– Evaluates existing CMS and the design, implementation and management of
new/improved systems for efficiency and effectiveness
– Assist auditors to audit the activities of the Configuration Management team for
compliance
• Configuration Analyst:
– Proposes the scope of the Asset and Configuration Management process,
functions, the items that are to be controlled, and the information that is to be
recorded; develops Asset and Configuration Management standards, plans and
procedures
– Performs configuration audits to check that the physical IT inventory is consistent
with the asset and CMS and initiates necessary corrective action
– Creates and populates project libraries and CM system; checks items and group of
items into the CM tools
– Accepts baseline products from third parties and distributes products
– Builds system baselines for promotion and release
– Maintains project status information and status accounting and reports
• Configuration Administrator / Librarian: is the custodian and
guardian of all master copies of software assets as
documentation CIs registered with Asset and Configuration
Management
• CMS/Tools Administrator: Evaluates proprietary Asset and
Configuration Management tools and recommends those that
best meet organizations budget, resource, timescale and
technical requirements
• Configuration Control Board: ensures that the overreaching
intention and policies of CM are employed throughout the
Service Management lifecycle

• Change Authority: formal authority is obtained for each change
from a change authority that may be a role, person or group of
people
• Change Advisory Board
• Performance and Risk Evaluation Manager:

– Uses SDP and release package to develop the evaluation plan to input to
service testing
– Establishes risk and issues associated with all aspects of the Service
Transition
– Provides evaluation reports

• Assets identified as to cause of service failure

• Improved speed of incident management to identify faulty CI and
restore service
• Ration of used licenses against paid for licenses – (it should be
close to 100%)
• Percentage reduction in business impact outages and incidents
caused by poor Asset Configuration Management
• Improved audit compliance

• Provides accurate and timely information on CI's to support other

IT Service Management Processes.
• Facilitates the adherence to legal and contractual requirements

such as Software Licenses.
• Facilitates the adherence to cost controls and budgets, especially

useful for knowing how many of each item is maintained within,
say a maintenance contract. - Improves the visibility of any CI's
current status.

• Improves the overall level of consistency and standardization

across a multiple CI type.
• Supports Security Management by highlighting any "unknown"

CI's for example an "unknown" Service is connected to the core
network. What is it? Who owns it? How is it configured?
• Facilitates impact analysis for Incident and Problem

Management.
• Provides confidence for IT Service Senior Management that

everything is truly "known", is "under control" and can be
referenced in a structured way.

Challenges
• CI’s defined at too high or too low a level

• Implementation without sufficient project planning
• Implementation in isolation without necessary support from
Change and Release processes
• Support tools lack the required flexibility
• Process is circumvented and perceived as bureaucratic
• Scope too wide or too low
• Schedules and expectations that are over-ambitious
• Disjointed from project lifecycle
Release and Deployment Management

• Release and Deployment management aims to build, test and

deliver the capability to provide the services by Service Design
and that will accomplish the stakeholders’ requirements and
deliver intended objectives

Goal of Release and Deployment
Management
• The goal of Release and Deployment Management is to deploy
release into production and establish effective use of the service
in order to deliver value to the customer and be able to hand
over to service operations

Objectives of Release and Deployment
Management
• Ensures that a release package can be built, installed and
deployed efficiently to a deployment group or target
environment successfully and on schedule
• Ensures minimal unpredicted impact on the production services,

operations and support organization
• Ensures that the new or changed services and its enabling

systems, technology and organization are capable of delivering
the agreed service requirements

Objectives of Release and Deployment
Management (cont’d)
• Planning, coordinating and implementing (or arranging the
implementation) of software and hardware
• Designing and implementing efficient procedures for the
distribution and installation of changes to IT systems
• Ensuring that the hardware and software related to changes are
traceable and secure, and that only correct, authorized, and
tested versions are installed
• Communicating with users and considering their expectations
during the planning and rollout of new releases

Concepts
• Release Unit and Identification:
– Release Unit : A portion of the IT Infrastructure that can normally be released
together.
– Release identification: a naming convention used to uniquely identify a release.
E.g. Payroll system v1.1.1
• Roll-out: To deliver, install and commission new or changed CI's across the
Organization
• Major releases: major rollout of new hardware and software, generally with
significantly increased functionality.
• Minor software releases and hardware upgrades: these generally include a
number of minor improvements and fixes of known errors..
• Emergency fixes: normally implemented as a quick fix for a problem or known
error
Release Design Options and
Consideration
• Big Bang Vs Phased:
– Big Bang Option: new or changed service is deployed to all users in one
operation
– Phased approach: initial release to some users, then phased or roll-out to
other segments of the user community
• Push or Pull:
– Push approach: used where the service component is deployed from the
centre and pushed out to the target locations. Big band phased approach
are considered push, since the new or changed service is delivered to
users not by their choice
– Pull approach: is used for software releases where the software is made
available in a central location but users are free to pull the software down
to their location – e.g. anti-virus update
Consideration
• Automation vs Manual
• Designing Release and Release Packages:

– Release architecture must be designed, with its dependencies fully
defined
– Release Package: A release package may be a single release unit or
multiple set of release unit
– A Release Package may consist a set of documentations and procedures

Consideration

Consideration

Example of Release Package

Release and Deployment Models
• Release and deployment models includes the approach,

mechanism, processes, procedures and resources required to
build and deploy the release on item and within budget
• Release and deployment models define:

– Controlled environments required to build and test release for each
release level
– The roles and responsibilities
– Template release promotion schedules
– Supporting system, tools and procedures
– The handover activities and responsibilities for executing handover

Release Policy
• Release Policy: An important document that states the roles and

responsibilities for Release Management
• Typically, Policies contain information of the scope, standards and

working practices of the Release Management function
• This is used to clarify to the other IT Service teams exactly how a

Release is managed - from planning through to implementation

Activities
• Efficient Release Management process includes the following
activities:
– Release policy and planning
– Release building and configuration
– Testing and release acceptance
– Rollout planning
– Communication, preparation and training
– Release distribution and installation

• Service Test Manager:

– Defines the test strategy
– Designs and plans testing conditions, test scripts and test data
– Allocates and oversees test resources, ensuring test policies are adhered
to
– Provides management reporting on outcomes, success rates, issues and
risks

• Release and Deployment Manager: is responsible for the planning, design,

build, configuration and testing of all software and hardware to create the
release package for the delivery of, or changes to the designated service.
• Other responsibilities include:

– Manages all aspects of the end-to-end release process
– Updates the SKMS and CMS
– Ensures coordination of build and test environment team and release
teams
– Ensures teams follow the organization's established policies and
procedures

• Release Build and Packaging Manager:

– Establishes the final release configuration
– Builds the final release delivery
– Rests the final delivery prior to independent testing
– Establishes reports about outstanding known errors and workarounds
– Provides input to the final implementation sign-off process
Release Build and Packaging Manager interfaces with other functions such as:
– Security Management
– Test Management
– Change as SACM
– Capacity Management
– Availability Management
– Incident Management
– Quality Management
• Deployment Staff:
– Deals with the final physical delivery of the service implementation
– Coordinates release documentation and communication, including training
and customer, Service Management and technical release notes
– Plans the deployment in conjunction with change and knowledge
Management and SACM
– Provides technical and application guidance and support through out the
release
– Provides feedback on the effectiveness of the release
– Records metrics for deployment to ensure within agreed SLAs

• Variance from service performance required by customers

(minimal and reducing)
• Number of incidence against the service (low and reducing)
• Increased customer and user satisfaction with service delivered
• Decreased customer dissatisfaction – service issue resulting from

poorly tested or untested services

• Planning for future releases is more efficient as a result of having

a release policy.
• Changes to software are handled more efficiently by bundling
them together.
• End-users suffer less frequent disruption caused by changes.
• Having a repeatable process for installations is quicker and less
error prone than relying on memory.
• Installing equipment in the same way each time makes support
easier because you have to resolve incidents and problems only
once.
• Emphasis on training before rollout means that users can make
the most of new functionality as soon as it is available
• Software version control ensures that no one reintroduces

problems through installing the wrong version
• New technical staff can follow documented instructions created
by predecessors so continuity of skills is preserved
• Technical staff unfamiliar with particular software or hardware
have documented guidance which can help their personal
development
• Resolution of incidents is quicker through fast reinstallation of
builds
• Quicker resolution of problems is possible through comparison
with standard build instructions
• Less time spent on incidents and problems means more time
available for proactive support

Challenges
• Avoidance or circumvention to policy, procedures and working practices

• Unclear ownership of activities across Development, Test and Live
environments between IT Service Staff and Development / Operational Staff
• Senior Management pressure to roll out a Release before it has been fully
tested, or it is considered fully ready
• Lack of clear understanding about what exactly is contained within a Release
leading to misconceptions on implementation
• Lack of support from environment staff to enable Releases to progress

according to planned time scales
• Without an adequate test environment it may be difficult to assess new

versions or new software properly before the release.
• If software is to be released at several sites, then it should be ensured that

this is synchronized, to prevent version differences between sites
Service Validation and Testing

Service Validation and Testing
• The process responsible for Validation and testing of new or

changed IT or Service
• Validation ensures that business requirements are met even

though these may have changed since design

Goal of Service Validation and Testing
• Goal of Service Validation and Testing is to assure that the

service will provide value for the customer and their business

Objectives of Service Validation and
Testing
• Provides confidence that a release will create a new service or changes
to a service offering that deliver the expected outcomes and value for
the customer with the projected costs, capacity constraints.
• Validates that a service is “fit for purpose” – it will deliver the required
performance with the desired constraint removed
• Assures that service is “fit for use” – it meets certain specifications

under the specified terms and conditions of use
• Confirms that the customer and stakeholder requirements for the new
or changed service are correctly defined and remedy any errors or
variances early in the service lifecycle as this is considerable cheaper
than fixing errors in production

• Service quality assurance: This is delivered through verification

and validation which in turn are delivered through testing
• Service quality policy
• Risk policy: As it relates to testing
• Service transition policy
• Change management policy
• Test Strategy
• Test models
• Type of test : E.g. Load and Stress test

Validation and Testing Process

• The key value to the business and customers from Service Testing
and Validation is in terms of the established degree of confidence
that a new or changes service will deliver the value and
outcomes required of it and understanding of the risks

Challenges
• Inability to maintain test environment and test data that matches

the live environment
• Insufficient staff, skills and testing tools
• Projects overrunning and allocated test timeframes being

squeezed to restore go-live dates but at the cost of quality

Evaluation

Evaluation
• The process responsible for assessing a new or changed IT

Service to ensure that risks have been managed and to help
determine whether to proceed with the change
• Evaluation is also used to mean comparing with intended

outcome, or comparing one alternative to another

Goal of Evaluation
• The goal of Evaluation is to set stakeholders’ expectations

correctly and provide effective and accurate information to
Change Management to ensure changes do not adversely affect
service capacity and introduced risk are not transitioned
unchecked

Objectives of Evaluation
• Evaluates the intended effects of a service change and as much of

the unintended effects as is reasonably practical given the
capacity, resources and organizational constraints
• Provides good quality outputs from the evaluation process so

that change management can expedite decision on whether a
service change is to be approved or not

• Policies: Service Design or service changes will be evaluated

before being transitioned
• Principles: the intended effects of a service change and as much
of the unintended effects of a change will be evaluated
• Basic Concepts: Plan-do-check-act
• Risk Management – Risk profile

Key Metrics / KPI’s
• Number of incidence against the service (low and reducing)
• Variance from service performance required by customers

(minimal and reducing)
• Number of failed designs that have been transitioned - zero

Challenges
• Developing standard performance measures and measurements

methods across projects and suppliers
• Projects and suppliers estimating delivery dated inaccurately and

causing delays in scheduling evaluation activities
• Understanding and being able to assess, the balance between

managing risk and taking risk as it affects the overall strategy of
the organization and service delivery

Knowledge Management

• Knowledge Management is a process that deals with gathering,

analyzing, storing and sharing knowledge and information
• Knowledge Management includes the oversight of the

management of knowledge, the information and data from which
that knowledge derives

Goal of Knowledge Management
• The goal of knowledge Management is to enable organizations to

improve the quality of management decision making by ensuring
that reliable and secured information and data is available
throughout the service lifecycle

Objectives of Knowledge Management
• Enables the Service Provider to be more efficient and improve quality of

service, increase satisfaction and reduce the cost of service
• Ensures staff have a clear and common understanding of the value that their
services provide to customers and the ways in which benefits are realized
from the use of those services
• Ensures that, at a given time and location, the Service Provider staff have
adequate information on:
– Who is currently using their services
– The current states of consumption
– Service delivery constraints
– Difficulties faced by the customer in fully realizing the benefits expected from the
service

Policies, Principles and Basic Concepts
DIKW – a way of understanding the relationships btw data, information knowledge, and wisdom.
DIKW shows how each builds on each other

Data-to-information-knowledge-wisdom
(DIKW)
• Data: a set of discrete facts about events. Most organizations capture data in
a database such as CMDB. Knowledge management activity with data are:
– Capture accurate data
– Analyze, synthesize, and transform data into information
– Identify relevant data
• Information: comes from providing context to data. Knowledge

Management activity manages information content in a way to make it easy
to capture, use, query, re-use, find etc.
• Knowledge: is composed of tacit experiences, ideas, insights, values and

judgments of individuals. Knowledge is dynamic and context based.
Knowledge management puts it into ease of use which can aid in making
decisions
• Wisdom: Proper application of knowledge

(SKMS)
• A set of tools and databases that are used to manage knowledge
and information
• The SKMS includes Configuration Management Systems as well as

other tools and databases
• The SKMS stores, manages, updates and presents all information

that an IT Service Provider needs to manage the full lifecycle of a
service

(SKMS) Relationship

(SKMS)
• Service Knowledge Management System is a broader concept
that covers a wider base of knowledge such as:
– The experience of staff
– Records of peripheral matters ( e.g. weather, user numbers and behaviors,
organization performance figures
– Supplier’s and partners requirements, abilities and expectations
– Typical and anticipated user skill level
– KEDB
– CMS
– CMDB

• Knowledge Management is significant within Service transition since

relevant and appropriate knowledge is one of the key service elements
being transitioned
• Effective knowledge management is a powerful asset to all roles in the

service lifecycle
• User, service desk support staff and suppliers understanding of the new
or changed service, including knowledge of errors signed off before
deployment , to facilitate their roles within that service
• Assisting in decision on whether to accept or proceed with items and

services by delivering all available relevant information and (omitting
unnecessary information ) to key decision makers

Summary

Practise Question
1. Which of the following is NOT a purpose of Service Transition?
A. To ensure that a service can be managed, operated and supported

B. To provide certification in project management
C. To provide quality knowledge of Change, Release and Deployment
Management
D. To plan and manage the capacity and resource requirements to manage
a release

Practise Question
1. Which of the following is NOT a purpose of Service Transition?
A. To ensure that a service can be managed, operated and supported

B. To provide certification in project management
C. To provide quality knowledge of Change, Release and Deployment
Management
D. To plan and manage the capacity and resource requirements to manage
a release

Practise Question
2. Which of the following is the CORRECT definition of a Release

Unit?
A. A measurement of Cost
B. A function defined within Service Transition
C. The team of people responsible for implementing a release
D. The portion of a service or IT infrastructure that is normally released
together

Practise Question
2. Which of the following is the CORRECT definition of a Release

Unit?
A. A measurement of Cost
B. A function defined within Service Transition
C. The team of people responsible for implementing a release
D. The portion of a service or IT infrastructure that is normally released
together

Practise Question
3. Service Transition contains detailed description of which

processes?
A. Change Management, Release and Deployment Management,

B. Change Management, Incident Management, Supplier Management
C. Service Level Management, Change Management, Release and
Deployment Management
D. Availability Management, Problem Management, Event Management

Practise Question
3. Service Transition contains detailed description of which

processes?
A. Change Management, Release and Deployment Management,

B. Change Management, Incident Management, Supplier Management
C. Service Level Management, Change Management, Release and
Deployment Management
D. Availability Management, Problem Management, Event Management

Practise Question
4. Which of the following statements is correct?
A. The Configuration Management System is part of the known error

database
B. The Service Knowledge Management System is part of the Configuration
Management System
C. The Configuration Management System is part of the Service Knowledge
Management System
D. The Configuration Management System is part of the Configuration
Management database

Practise Question
4. Which of the following statements is correct?
A. The Configuration Management System is part of the known error

database
B. The Service Knowledge Management System is part of the Configuration
Management System
C. The Configuration Management System is part of the Service
Knowledge Management System
D. The Configuration Management System is part of the Configuration
Management database

Practise Question
5. Which of the following options is a hierarchy that is used in

Knowledge Management?
A. Wisdom – Information – Data – Knowledge

B. Data – Information – Knowledge – Wisdom
C. Knowledge – Wisdom – Information – Data
D. Information – Data – Knowledge – Wisdom

Practise Question
5. Which of the following options is a hierarchy that is used in

Knowledge Management?
A. Wisdom – Information – Data – Knowledge

B. Data – Information – Knowledge – Wisdom
C. Knowledge – Wisdom – Information – Data
D. Information – Data – Knowledge – Wisdom

Service Operation

Module Goals

– Explain briefly the goal of Service Operation
– Explain the high level objectives, basic concepts, scope, roles,
activities and key process of service operation
– Describe the key metrics, challenges, CFI’s and risks of some
Service Operation process

Goal of Service Operation
• The main goal of Service Operation is to coordinate and carry out

the activities and processes required to deliver and manage
services at agreed levels to business users and customers

Balancing Goals of Service Operation
Service Operation must balance between the following conflicting

goals:
• Internal IT view versus external business view
– Internal View: The way IT organization sees it
– External View: The way users / customer sees it
• The organization that focuses more on the business aspect

without attention on how services will be delivered end up
making promises they cannot keep
• Likewise, more focus on internal systems without looking at what
service they support it will end up with expensive systems that
little value

Balancing Goals of Service Operation
• Stability versus Responsiveness: No matter how good the

functionality and design of an IT service is, it will be worth
nothing if service components are not available or if they don’t
perform consistently
• Quality of Service vs. Cost of Service: must maintain quality

while keeping cost and resource utilization down
• Reactive vs. Proactive Activities

Scope
The scope of Service Operation includes:
• The Services themselves. Any activity that forms part of a service is

included in Service Operation, whether it is performed by the Service
Provider, an external supplier or the user or customer of that service
• Service Management Processes. The ongoing management and

execution of many Service Management processes are performed in
Service Operation
• Technology. All services require some form of technology to deliver

them
• People: Regardless of what services, processes and technology are ,

they are all about people.

Role Of Communication in Service
Operation
• Good communication is needed with other IT teams and
departments, with users and internal customers, and between
the Service Operation teams and departments themselves
• Issues can often be prevented or mitigated with appropriate

communication

Types of Communication in Service
Operation
• Routine operational communication
• Communication between shifts
• Performance reporting
• Communication in projects
• Communication related to changes
• Communication related to exceptions
• Communication related to emergencies
• Training on new or customized processes and service designs
• Communication of strategy and design to Service Operation teams

Key Functions in Service Operation
• Service Desk Function

• Technical Management Function
• Application Management Function
• IT Operation Management Function

Service Desk Function
• A Service Desk is a functional unit made up of a dedicated

number of staff responsible for dealing with a variety of service
events, often made via telephone calls, web interface, or
automatically reported infrastructure events

Goal of Service Desk Function
• To act as the central point of contact between the Users,

Customers, IT Services department and the external support
organizations
• To handle Incidents, requests and interface with other processes

with the principal aim of ensuring restoration of normal
operational service with minimal business impact on the
customer while ensuring that the agreed service levels are not
breached

Service Desk Objectives
• The primary aim of the Service Desk is to restore the ‘normal service’
to the users as quickly as possible
• To provide a single point of contact for the Users
• To deliver the high quality support critical for achieving business goals
• To help identify and lower the cost of ownership for IT Services as a
whole
• To support changes across distributed business, technology and process
boundaries
• To aid User retention and satisfaction
• To assist identification of business opportunities

Service Desk Responsibilities
• Receive and record all calls from users; deal directly with simple
requests and complaints.
• Provide initial assessment of all Incidents; make first attempt at
Incident resolution and/or refer to 2nd line support, based on agreed
service level
• Keep record of all requests and complaints
• Monitor and escalate all Incidents according to agreed service levels.
• Coordinate second-line and third party support activities
• Keep Users informed on status and progress
• Produce regular management reports

Keep Users / Customers Informed
Regularly
Service Desk should ensure that :
• Customers/Users are regularly informed on status and progress made

on their incidents
• Customers/Users are promptly informed on any planned downtime to
initiate necessary change control management procedures
• Customers/Users are kept informed on any changes in their IT
environment and what responsibilities are expected of them
• Customers/Users are informed of any other necessary information

Types of Central Point of Contacts
Implementation
• Call Centre: this type of support unit records calls only and does not provide a
solution. The calls are routed to specialist departments that deal with them. In
some cases, the recording and routing of calls can be automated using voice
response systems.
• Help Desk: for this type of support unit, calls are recorded, described in
general terms, and immediately routed. The Help Desk provides some levels of
support. The advantage of this approach is that incident recording is
standardized. The disadvantage is that the response time is longer and first-
call resolution rates are much lower than with a skilled Service Desk
• Service Desk: The service desk is the single point of contact between IT and
users, where they can submit enquiries, log incidents, obtain help and request
change. The principal responsibility of the service desk is to enable
communication with users and to enable actions to resolve events affecting
the use of computer systems.
Setting up a Service Desk
The following actions need to be carried out when setting up a Service Desk:
• Ensure the business need is identified and understood

• Obtain management support, budget and resources
• Ensure the solutions aligns with the Service Strategy and Vision
• Identify, achieve and communicate quick wins
• Define clear objectives and deliverables
• Start simply and phase the implementation
• Involve and educate Users
• Advertise and sell the benefits to all parties
• Train IT staff to be Service staff

Service Desk Organizational Structures
Service Desk structure that should be considered when establishing

one include:
• Local Service Desk

• Central Service Desk
• Virtual Service Desk
• Other Organizational Structure / Considerations:
– Follow the Sun Model: is 24/7 distributed model spanning many geographic
regions
– Specialized groups within SD: – Handles specific type of incidents. Calls are
automatically routed to these groups
– Environment: Physical Location of Service Desk must be considered

Local Service Desk
A "Local" Service Desk will support local business needs. It should be fit for purpose and
highly in tune with what the business users need. Operating standards and processes are
required to maintain consistent quality of service.

Centralized Service Desk
A "Central" Service Desk supports multiple locations and sometimes multiple geographies. The
business is distributed. Centralization provides a consistent service experience. Standards are
maintained and staffing levels and expertise can be controlled easier. This usually leads to lower
overall operating costs.

Virtual Service Desk
A "Virtual" Service Desk operation is location independent. Sometimes Service Desk Analysts work
from home or across a number of locations. This is more common in large multi-national organizations
where multi-language assistance is required. Users feel like they are communicating locally. Standard
operating practices, processes and user experience must be upheld.

Service Desk Roles
• Service Desk Manager: Manages the overall desk activities, including

the supervisors
• Service Desk Supervisor
• Service Desk Analysts: provide first-level support through taking calls

and handling the resulting incidents or Service Requests using the
Incident Reporting and Request Fulfillment processes
• Super User: Designated user /users within SD that have in-depth

knowledge and can interface with other groups. They may help with
training other users

Understanding the Customer and User
• Know and understand the user community

• Understand the business drivers
• Understand the Services used
• Appreciate the impact of failure and downtime
• Manage location, language and cultural challenges
• Understand the management structure of the IT Service Organization.
• Have an intelligent contact point that is helpful and works on behalf of
the user

Service Desk Call Escalation
Types of issues that warrant escalation:

• Telephone pick-up times
• Telephone talk times
• Managing urgent customer requests
• Managing service breaches
• Managing customer-initiated breaches
• Recording service breach details

Service Desk Staffing
• Staffing Level: small, large, full, part-time
• Staffing Skills: less technical , more technical
• Training: Adequate training required
• Staff Retention: Significant loss of staff can affect the quality of service

The Service Desk Staff
• Customer focused
• Trained in interpersonal skills
• Articulate and methodical
• Multilingual (where necessary)
• Able to understand the business goals
• Genuinely wanting to deliver a first-class service
• Able to understand and accept that:
– The Customer’s problem affects the business
– Without the Customer, there is no support department
– The Customer is an expert in their own field

Service Desk Technologies
• Integrating Service Management tools with System Management tools

• Communication technology such as Computer Telephony Integration
(CTI) or Voice Over Internet Protocol (VOIP)
• Interactive Voice Response systems (IVR)
• E-mail
• Fax servers (fax via e-mail or the Internet)
• Forwarding calls to pagers, mobile phones, laptop and palmtop
computers
• Knowledge, search and diagnostic tools (knowledge base, case based
reasoning)
• Automated system management and network tools
• Intranet and Internet self-service platforms

Service Desk Metrics
• Percentage of incidents which could be closed without resorting to

other levels such as second or third-line support or suppliers
• The number of calls handled per workstation/user and the total for the
Service Desk
• Average incident resolution time, by impact, or time to realize a service

request. Both the cycle time and the time actually spent on the case
should be specified
• PABX reports on the average answer time, number of calls prematurely

terminated by users, average call duration, and relative metrics per
Service Desk agent

SLA Targets
• The SLA targets for overall incident-handling and resolution times

need to be agreed with the customers and between all teams
and departments – and OLA/UC targets need to be coordinated
and agreed with individual support groups so that they underpin
and support the SLA targets.

Customers’ Feedbacks/ Surveys
To implement a successful customers’ survey, the following should be

considered carefully:
• Scope of the survey

• Target Audience
• Clearly defined questions
• Make the survey easy to complete
• Make sure the customers understand the benefits of the survey
• Conduct survey regularly and follow through on the results
• Translate survey results into actions

Outsourcing Service Desk
• The decision to outsource is a strategic issue for Senior Managers. If

done then consider:
– Common tools and processes: the outsourced desk should use the
same tools and processes
– Good communications: The lines of communication between the
outsourced Service Desk and the other support groups need to
work very effectively. Physical location can help
– Ownership of Data: Clear ownership of data collected must be
established – between the outsourcing organization and the service
provider

Service Desk Value
• Improved User service, perception and satisfaction

• Increased User accessibility via the single point of contact
• Improved quality and faster response to Users requests
• Improved teamwork and communication
• Better managed infrastructure and control
• More effective and efficient use of support resources
• Increased level of business productivity
• Better management of information for decision support

Service Desk Challenges
• User service not considered a priority

• Resistance to changed working practices
• Incorrect or insufficient resources and skill levels
• Insufficient or inadequate marketing of Service Desk
• Over reliance on technology
• Insufficient funding and budget allocation

Technical Management Function

Technical Management Function
• Technical Management refers to the groups, departments or teams

that provide technical expertise and overall management of the IT
Infrastructure
• Technical Management helps to plan, implement and maintain a stable

technical infrastructure and ensure that required resources and
expertise are in place to design, build, transition, operate and improve
the IT services and supporting technology

Technical Management Role
Technical Management plays a dual role:

• It is the custodian of technical knowledge and expertise related to
managing the IT Infrastructure. In this role, Technical Management
ensures that the knowledge required to design, test, manage and
improve IT services is identified, developed and refined.
• It provides the actual resources to support the ITSM Lifecycle. In this

role Technical Management ensures that resources are effectively
trained and deployed to design, build, transition, operate and improve
the technology required to deliver and support IT services

Technical Management Objectives
• The objectives of Technical Management are to help plan,

implement and maintain a stable technical infrastructure to
support the organization’s business processes through:
– Well designed and highly resilient, cost-effective technical topology
– The use of adequate technical skills to maintain the technical
infrastructure in optimum condition
– Swift use of technical skills to speedily diagnose and resolve any technical
failures that do occur.

Technical Management Activities
Generic activities include:

• Identifying the knowledge and expertise required to manage and
operate the IT Infrastructure and to deliver IT services
• Initiating training programmes to develop and refine the skills in the
appropriate technical resources and maintaining training records for all
technical resources.
• Change Management relies on the technical knowledge and expertise
to evaluate changes, and many changes will be built by Technical
Management
• Technical Management will provide information for, and operationally
maintain, the Configuration Management system and its data
• Technical Management is involved in the Continual Service
Improvement processes
Technical Management Activities –
(cont'd)
• Definition of standards used in the design of new architectures and
participation in the definition of technology architectures during the
Service Strategy and Design phases
• Involvement in the design and building of new services
• Availability and Capacity Management are dependent on Technical
Management for engineering IT services to meet the levels of service
required by the business
• Technical Management departments or groups are integral to the
performance of Incident Management. They receive incidents through
Functional escalation and provide second- and higher-level support
• Technical Management as a function provides the resources that
execute the Problem Management process.

Technical Management Organizational
Structure
• Technical Management is usually organized based on the
infrastructure that each team supports such as:
– Server Team: Wintel / UNIX
– Network Team
– Application Support
– Desktop Team
– Storage Team
– Database Team
– Directory Services Team

IT Operation Management Function

IT Operation Management Function
• IT Operation Management can be defined as the function

responsible for the ongoing management and maintenance of an
organization’s IT infrastructure to ensure delivery of the agreed
level of IT services to the business
• IT Operation Management is responsible for the management

and maintenance of the IT infrastructure required to deliver the
agreed level of IT services to the business

IT Operation Management has 2
functions
• Operation Control: Oversees the execution and monitoring of the
operational activities and events in the IT Infrastructure. They
also perform these specific roles:
– Console Management
– Job Scheduling, or the management of routine batch jobs or scripts
– Backup and Restore
– Print and Output management
– Performance of maintenance activities on behalf of Technical or
Application Management teams or departments
• Facility Management: refers to the management of the physical

IT environment, typically a Data Centre or computer rooms and
recovery sites together with all the power and cooling
equipment. Facilities Management also includes the coordination
of large-scale consolidation projects, e.g. Data Centre
consolidation or server consolidation projects
IT Operation Management Objectives
The objectives of IT Operation Management include:

• Maintenance of the status quo to achieve stability of the organization’s
day-to-day processes and activities
• Regular scrutiny and improvements to achieve improved service at
reduced costs, while maintaining stability
• Swift application of operational skills to diagnose and resolve any IT
operations failures that occur.

IT Operation Management Roles
IT Operation Management plays a dual role:

• IT Operation Management is responsible for executing the activities
and performance standards defined during Service Design and tested
during Service Transition. In this sense IT Operation’s role is primarily to
maintain the status quo. The stability of the IT Infrastructure and
consistency of IT services is a primary concern of IT operations
• IT Operation is part of the process of adding value to the different lines

of business and to support the value network - the ability of the
business to meet its objectives and to remain competitive depends on
the output and reliability of the day-to-day operation of IT

IT Operation Management Roles
• IT Operation Manager: Provide overall leadership, control and

decision-making and take responsibility for the IT Operation
Management teams and department
• Shift Leaders:
• IT Operation Analysts: are senior IT Operation staff who are able to

determine the most effective and efficient way to conduct a series of
operations, usually in high-volume, diverse environments
• IT Operators:

Monitoring and Control
• The measurement and control of services is based on a continual

cycle of monitoring, reporting and subsequent action
• Monitoring: refers to the activity of observing a situation to
detect changes that happen over time.
• Reporting: refers to the analysis, production and distribution of
the output of the monitoring activity
• Control: refers to the process of managing the utilization or
behaviour of a device, system or service. It is important to note,
though, that simply manipulating a device is not the same as
controlling it – by taking action

Application Management Function

Application Management Function
• Application Management is responsible for managing applications

throughout their lifecycle
• Application Management is to applications what Technical

Management is to the IT Infrastructure
• Note: Application Management works closely with Development, but is

a distinct function with different roles

Application Management Role
Application Management plays a dual role:

• It is the custodian of technical knowledge and expertise related to
managing applications. In this role Application Management, working
together with Technical Management, ensures that the knowledge
required to design, test, manage and improve IT services is identified,
developed and refined..
• It provides the actual resources to support the ITSM Lifecycle. In this

role, Application Management ensures that resources are effectively
trained and deployed to design, build, transition, operate and improve
the technology required to deliver and support IT services

Application Management Role – (cont'd)
In addition it performs these specific roles:
• Providing guidance to IT Operation about how best to carry out the

ongoing operational management of applications. This role is partly
carried out during the Service Design process, but it is also a part of
everyday communication with IT Operation Management as they seek
to achieve stability and optimum performance.
• The integration of the Application Management Lifecycle into the ITSM

Lifecycle

Application Management Objectives
• The objectives of Application Management are to support the organization’s

business processes by helping to identify functional and manageability
requirements for application software, and then to assist in the design and
deployment of those applications and the ongoing support and improvement
of those applications
• These objectives are achieved through:

– Applications that are well designed, resilient and cost-effective
– Ensuring that the required functionality is available to achieve the required
business outcome
– The organization of adequate technical skills to maintain operational applications
in optimum condition
– Swift use of technical skills to speedily diagnose and resolve any technical failures
that do occur.

Application Management lifecycle

Application Management Activities
Generic activities include:

• Successful Release Management is dependent on involvement from
Application Management staff. In fact they are frequently the drivers of
the Release Management process for their applications
• Application Management as a function provides the resources that
execute the Problem Management process. It is their technical
expertise and knowledge that is used to diagnose and resolve problems
• Definition of standards used in the design of new architectures and
participation in the definition of application architectures during the
Service Strategy
• Involvement in projects, not only during the Service Design process,
but also for Continual Service Improvement or operational projects,
such as Operating System upgrades, server consolidation projects or
physical moves

Application Management Activities
(cont'd)
• Managing vendors. Many Application Management departments or
groups are the only ones who know exactly what is required of a
vendor and how to measure and manage them. For this reason, many
organizations rely on Application Management to manage contracts
with vendors of specific applications. If this is the case it is important to
ensure that these relationships are managed as part of the SLM process
• Involvement in definition of Event Management standards and

especially in the instrumentation of applications for the generation of
meaningful events

Application Management Organizational
Structure
Application Management teams and departments tend to be
organized according to the categories of applications that they
support. Typical examples of Application Management organizations
include:
– Financial applications
– Messaging and collaboration applications
– Business-specific applications (e.g. health care, insurance, banking, etc.)
– Web portals
– IT applications, such as Service Desk, Enterprise System Management, etc.

Application Management Roles
• Applications Managers/Team-leaders:
– Take overall responsibility for leadership, control and decision-making for
the applications team or department
– Provide technical knowledge and leadership in the specific applications
support activities covered department
• Applications Analyst/Architect:
– Working with users, sponsors and all other stakeholders to determine
their evolving needs
– Developing and maintaining standards for application sizing, performance
modeling, etc
– Performing cost–benefit analyses to determine the most appropriate
means to meet the stated requirement

Key Processes in Service Operation
• Event Management
• Incident Management
• Request Fulfillment
• Problem Management
• Access Management

Event Management

Event Management
• Event Management monitors all events that occur throughout

the IT infrastructure, to monitor normal operation and to detect
and escalate exception conditions.
• Event Management is therefore the basis for Operational

Monitoring and Control

Objectives of Event Management
• To detect events, make sense of them and determine the

appropriate control action
• To communicate operational information as well as warnings and

exceptions
• Event Management also provides a basis for Service Assurance

and Reporting; and Service Improvement

What is an Event?
• An event is a change of state that has significance for the

management of a configuration item or IT service
• An event can be defined as any detectable or discernible

occurrence that has significance for the management of the IT
Infrastructure or the delivery of IT service and evaluation of the
impact a deviation might cause to the services
• Events are typically notifications created by an IT service,

Configuration Item (CI) or monitoring tool

What is an Event? (cont'd)
• An event may indicate that something is not functioning

correctly, leading to an incident being logged.
• Events may also indicate normal activity, or a need for routine

intervention such as changing a tape
• The term Event is also used to mean an Alert or notification

created by any IT Service, Configuration Item or Monitoring tool
• Events typically require IT Operation personnel to take actions,

and often lead to Incidents being logged

Types of Events
• Events that signify regular operation:

– E.g. - a user has logged in to use an application
• Events that signify an exception:

– E.g. - a device’s CPU is above the acceptable utilization rate
• Events that signify unusual, but not exceptional, operation:

– E.g. - A server’s memory utilization reaches within 5% of its
highest acceptable performance level

Difference Between Monitoring and
Event Management
Event Management depends on monitoring but they differ:
• Event Management: generates and detects notifications
• Monitoring: checks the status of components even when no events are
occurring.
• Types of Monitoring Tools:
– Active Monitoring: Polls key CIs to determine their status and availability.
Any exceptions will generate an alert that needs to be communicated to
the appropriate tool or team for action
– Passive Monitoring: Tools that detect and correlate operational alerts or
communications generated by CIs

Definition: Alert
• A warning that a threshold has been reached, something has

changed, or a failure has occurred
• Alerts are often created and managed by System Management

tools and are managed by the Event Management Process

Event Management Roles
The roles of the Service Operation functions in Event Management are as follows:
• The role of the Service Desk

• The role of Technical and Application Management
• The role of IT Operation Management
• Event Monitoring is commonly delegated to the Operation Bridge where it
exists
• If Event Management activities are delegated to the Service Desk or IT
Operation Management, Technical and Application Management must ensure
that the staff are adequately trained and that they have access to the
appropriate tools to enable them to perform these tasks

Incident Management

Incident Management
• The goals of Incident Management is to restore normal service

operation as quickly as possible with minimum disruption to the
business, thus ensuring that the best achievable levels of
availability and service are maintained.

Objectives of Incident Management
• To restore normal service operation as quickly as possible with

minimal disruption to the business.
• To ensure that the best achievable levels of availability and

service are maintained
• To ensure the best use of resources to meet business needs
• To develop and maintain meaningful records relating to incidents
• To devise and apply a consistent approach to all incidents

reported

Scope
• Incident Management includes any event which disrupts, or

which could disrupt, a service
• Includes events which are communicated directly by users, either

through the Service Desk or through an interface from Event
Management to Incident Management tools

Basic Concepts
• Timescales: Timescales must be agreed for all incident-handling stages (these

will differ depending upon the priority level of the incident) – based upon the
overall incident response and resolution targets within SLAs – and captured as
targets within OLAs and Underpinning Contracts (UCs). All support group
should know this
• Incident Models: An Incident Model is a way of pre-defining the steps that

should be taken to handle a process (in this case a process for dealing with a
particular type of incident) in an agreed way
• Major incidents: A separate procedure, with shorter timescales and greater

urgency, must be`used for ‘major’ incidents

What is an Incident?
• ITIL defines an Incident as any event that is not part of the

standard operation and which causes, or may cause, an
interruption to, or a reduction in, the quality of that service
• The key features of an incident are that it is spontaneous,

unplanned, and unwanted
• Failure of a configuration item that has not yet impacted service

is also an incident, for example failure of one disk from a mirror
set

Incident Management Roles
• Incident Manager: Responsible for the following:

– Driving the efficiency and effectiveness of the Incident Management process
– Producing management information
– Managing the work of incident support staff (first- and second-line)
– Monitoring the effectiveness of Incident Management and making
recommendations for improvement
– Developing and maintaining the Incident Management systems Managing Major
Incidents
– Developing and maintaining the Incident Management process and procedures
• First line Support
• Second line support
• Third line support

Terminologies in Incident Management
• Lines Of Support:
– First-line support (also known as tier 1 support) is normally provided by
the Service Desk.
– Second-line by the management departments
– Third-line by the software developers and architects, and
– Fourth-line support by suppliers

Lines Of Support

Incident Management Terminologies
• Escalations: Incident escalation is critical to ensure that they are

managed throughout their overall duration.
• Two Types of Escalations:

– Functional escalation (horizontal) – functional escalation means involving
more specialist personnel or access privileges (technical authority) to solve
the incident
– Hierarchical escalation (vertical) – hierarchical means that a vertical move
is made (to higher levels) throughout the organization because the
authority (organizational authority, powers) or resources required for
resolution are insufficient

Incident Escalation

Incident Management Terminologies
(cont'd)
Urgency, Impact and Priority
• Impact of the incident: extent of the deviation from the normal

service level, in terms of the number of users or business
processes affected
• Urgency of the incident: the acceptable delay to the user or

business process
• Priority of the incident: is determined on the basis of urgency

and impact

Determining Impact, Urgency and
Priority

Example of Priority Coding System

Incident Lifecycle

Incident Management Process Flow

Incident Management Activities
• Incident Identification: identifies incidents as soon as they occur

• Incident Logging: Records basic diagnostics details of the incident
• Incident Categorization: e.g. server, software, hardware. Is it a service
request? Then follow Request Fulfillment process
• Incident Prioritization: based on urgency and impact coding system
• Initial diagnosis: provides initial support
• Incident Escalation: performs functional or Hierarchal escalation if
necessary
• Investigation and Diagnosis: investigates/diagnose further
• Resolution and recovery: apply and test to confirm the resolution
• Closure: The Service Desk checks that the incident is fully resolved and
that the users are satisfied before the incident can be closed
Incident Ownership, Monitoring,
Tracking and Communication
• In most cases, the Service Desk, as the owner of all incidents, is
responsible for progress monitoring. Subsequently, the Service
Desk should:
– Keep an up-to-date log of actions taken
– Monitor incidents and invoke escalation procedures
– Inform the user about the status of their incident

Metrics
• Total numbers of Incidents (as a control measure)

• Breakdown of incidents at each stage (e.g. logged, work in progress,
closed etc)
• Number and percentage of major incidents
• Mean elapsed time to achieve incident resolution or circumvention,
broken down by impact code
• Percentage of incidents handled within agreed response time (incident
response-time targets may be specified in SLAs, for example, by impact
and urgency codes)
• Average cost per incident
• Number of incidents reopened and as a percentage of the total

Metrics (cont'd)
• Number and percentage of incidents incorrectly assigned

• Number and percentage of incidents incorrectly categorized
• Percentage of Incidents closed by the Service Desk without reference
to other levels of support (often referred to as ‘first point of contact’)
• Number and percentage the of incidents processed per Service Desk
agent
• Number and percentage of incidents resolved remotely, without the
need for a visit
• Number of incidents handled by each Incident Model
• Breakdown of incidents by time of day, to help pinpoint peaks and
ensure matching of resources.
• Reports should be produced under the authority
Critical Success Factors
• A good Service Desk is key to successful Incident Management
• Clearly defined targets to work to – as defined in SLAs
• Adequate customer-oriented and technically training support staff with

the correct skill levels, at all stages of the process
• Integrated support tools to drive and control the process
• OLAs and UCs that are capable of influencing and shaping the correct
behaviour of all support staff.

Value Of Incident Management
• Reduction in business impact through timely resolution of

Incidents
• Proactive identification of amendments and / or enhancements
needed
• Management information directly related to the provision of the
required service(s)
• Greater efficiency through better use of resources
• Elimination of 'lost' Incidents
• Greater accuracy of infrastructure data

Incident Management Challenges
• Lack of serious ‘buy-in’/ commitment by management

• Lack of agreed Customer service levels
• Lack of knowledge or resources for resolving Incidents
• Lack of integration with other ITIL processes
• No agreed service levels
• User/ IT staff by-passing the process
• Lack, unsuitability, or high cost, of software tools

Incident Management Risks
• Incidents being bogged down and not progressed as intended because

of inadequate support tools to raise alerts and prompt progress
• Lack of adequate and/or timely information sources because of
inadequate tools or lack of integration
• Mismatches in objectives or actions because of poorly aligned or
nonexistent OLAs and/or UCs.
• Being inundated with incidents that cannot be handled within
acceptable timescales due to a lack of available or properly trained
resources

Request Fulfillment

Request Fulfilment
• Request Fulfillment is the process for dealing with Service Requests –

many of them actually smaller, lower-risk, changes – initially via the
Service Desk, but using a separate process similar to that of Incident
Management but with separate Request Fulfillment records/tables –
where necessary linked to the Incident or Problem Record(s) that
initiated the need for the request

Objectives of Request Fulfillment
• To provide a channel for users to request and receive standard

services for which a pre-defined approval and qualification
process exists
• To provide information to users and customers about the

availability of services and the procedure for obtaining them
• To source and deliver the components of requested standard

services (e.g. licenses and software media)
• To assist with general information, complaints or comments

Service Request
• A service request is a request from a user for information or

advice, or for a standard change, or for access to an IT service.
E.g. – password change
• Note: A service request is different from an incident

Request Fulfillment Roles
• Initial handling of Service Requests will be undertaken by the Service

Desk and Incident Management
• Eventual fulfillment of the request will be undertaken by the

appropriate Service Operation team(s) or departments and/or by
external suppliers, as appropriate
• Often, Facilities Management, Procurement and other business areas

aid in the fulfillment of the Service Request

Policies/ Principles/ Basic Concepts
• All requests should be logged and tracked

• The ownership of Service Requests resides with the Service Desk,
which monitors, escalates, dispatches and often fulfils the user request
• The process should include appropriate approval before fulfilling the
request
• Many Service Requests will be frequently recurring, so a predefined
process flow (a model) can be devised to include the stages needed to
fulfill the request, the individuals or support groups involved, target
timescales and escalation paths
• Request models – many organizations will wish to create pre-defined
Request Models (which typically include some form of pre-approval by
Change Management)
• Service Requests will usually be satisfied by implementing a Standard
Change.
Value of Request Fulfillment to business
• It provides quick and effective access to standard services which

business staff can use to improve their productivity or the quality of
business services and products.
• Request Fulfillment effectively reduces the bureaucracy involved in

requesting and receiving access to existing or new services, thus also
reducing the cost of providing these services
• Centralizing fulfillment also increases the level of control over these

services. This in turn can help reduce costs through centralized
negotiation with suppliers, and can also help to reduce the cost of
support

Challenges
• Clearly defining and documenting the type of requests that will be

handled within the Request Fulfillment process (and those that will
either go through the Service Desk and be handled as incidents or
those that will need to go through formal Change Management) – so
that all parties area absolutely clear on the scope
• Establishing self-help front-end capabilities that allow the users to

interface successfully with the Request Fulfillment process.

• Agreement of what services will be standardized and who is authorized to request

them. The cost of these services must also be agreed
• Publication of the services to users as part of the Service Catalogue. It is important that
this part of the Service Catalogue must be easily accessed, perhaps on the Intranet,
and should be recognized as the first source of information for users seeking access to
a service
• Definition of a standard fulfillment procedure for each of the services being requested.
This includes all procurement policies and the ability to generate purchase orders and
work orders
• A single point of contact which can be used to request the service. This is often
provided by the Service Desk or through an Intranet request, but could be through an
automated request directly into the Request
• Self-service tools needed to provide a front-end interface to the users. It is essential
that these integrate with the back-end fulfillment tools, often managed through
Incident or Change Management

Problem Management

Problem Management
• Problem Management is the process responsible for managing

the lifecycle of all problems.

Objectives of Problem Management
• The primary objective of problem management is to minimize

the adverse effect on the business of Incidents and Problems
caused by errors within the IT infrastructure, and to proactively
prevent the occurrence of Incidents, Problems and Errors.

Scope
• Problem Management includes the activities required to diagnose the root

cause of incidents and to determine the resolution to those problems. It is
also responsible for ensuring that the resolution is implemented through the
appropriate control procedures, especially Change Management and Release
Management
• Problem Management will also maintain information about problems and the
appropriate workarounds and resolutions, so that the organization is able to
reduce the number and impact of incidents over time. In this respect, Problem
Management has a strong interface with Knowledge Management, and tools
such as the Known Error Database will be used for both

Policies/principles/basic concepts
• Problem Models: This is very similar in concept to the idea of

Incident Models already described. Some problems require
special handling and pre-defined model or process

What is a Problem?
• ITIL defines a ‘problem’ as the cause of one or more incidents
• The cause is not usually known at the time a problem record is

created, and the problem management process is responsible for
further investigation

Definitions
• Known error is a problem whose root cause has been

determined
• The purpose of a Known Error Database (KEDB) is to allow
storage of previous knowledge of incidents and problems – and
how they were overcome – to allow quicker diagnosis and
resolution if they recur
– It is essential that any data put into the database can be quickly and
accurately retrieved.
• A Workaround is a temporary way of overcoming the difficulties

– In cases where a workaround is found, it is important that the problem
record remains open, and details of the workaround are always
documented within the Problem Record
Definitions: Configuration Management
System (CMS)
• The CMS will hold details of all of the components of the IT
Infrastructure as well as the relationships between these components.
It will act as a valuable source for problem diagnosis and for evaluating
the impact of problems (e.g. if this disk is down, what data is on that
disk; which services use that data; which users use those services?).

Problem Management Process Flow

Relationship between incidents, Problem
and Known Errors
Known Structural
Incident Error Resolution
Error in
Problem RFC
infrastructure

Problem Management Process Activities
• Problem Management consists of two major processes:

– Reactive Problem Management, which is generally executed as part of
Service Operation
– Proactive Problem Management which is initiated in Service Operation,

but generally driven as part of Continual Service Improvement

Problem Management Process Activities
• Problem Detection: can come from: monitoring tools, service desk etc.
• Problem Logging
• Problem Categorization: e.g. software, hardware, NIC failure
• Problem Prioritization: based on urgency and impact
• Investigation and Diagnostics: to try to diagnose the root cause of the
problem
• Work Around
• Raising a Known Error Record: a Known Error Record must be raised and
placed in the Known Error Database
• Problem Resolution
• Problem Closure: after resolution, the Problem Record should be formally
closed
• Major Problem Review: a review should be conducted to learn any lessons for
the future.
Problem Management Roles
• Problem Manager: The problem manager (PM) is responsible for all

the problem management activities
• Problem Solving Groups: The actual solving of problems is likely to be
undertaken by one or more technical support groups and/or suppliers
or support contractors – under the coordination of the Problem
Manager
– Problem Support Roles – Reactive: This unit is responsible for all reactive
support functions like problem and error control
– Problem Support Roles – Proactive: This unit is responsible for all
proactive activities like identifying trends
– Incident Support Roles: This unit is responsible for providing assistance in
handling major incidents

Responsibilities of Problem
Management
• Intervention where escalation times are exceeded
• Resolution of ‘ownership’ dispute
• Liaison with suppliers/vendors’ staff
• Control of major incidents and problems
• Post Implementation Reviews

Elements of Proactive Problem
Management
• Trend Analysis: identifying faults and general problem areas that
need to be tackled
• Targeting Preventative Support Action: by calculating the

ongoing cost of Incidents - the so called 'pain factor' - which leads
to proactive action
• Providing relevant and targeted information: to other IT Service

Management functions, such as IT Service Level Management

Identifying Problem Areas

Implementation of Problem
Management
• Define the structure and scope of Problem Management
• Plan and Implement the Service Desk, ideally with integrated Service Support
tools
• Device a Coding Systems
– Incident, problems and error categories
– Severity Coding
• Information related to know errors and workarounds should be documented
so that it is easily referenced
• The process should be subject to a detailed revision
• Train staff using the information to understand the depth and power of the
information available
• Regular inspection to insure the continued relevance of documentation in the
light of changing business and environment

Metrics
• The total number of problems recorded in the period (as a control measure)
• The percentage of problems resolved within SLA targets (and the percentage
that are not!)
• The number and percentage of problems that exceeded their target resolution
times
• The backlog of outstanding problems and the trend (static, reducing or
increasing?)
• The average cost of handling a problem
• The number of major problems (opened and closed and backlog)
• The percentage of Major Problem Reviews successfully performed
• The number of Known Errors added to the KEDB
• The percentage accuracy of the KEDB (from audits of the database)
• The percentage of Major Problem Reviews completed successfully and on
time
• Successful Problem Management Depends on:

– Effective automated incident records and effective records of the
behavior of the infrastructure.
– Feasible objectives and making the best possible use of the
expertise of personnel
– Effective cooperation between Incident Management and Problem
Management

Value of Problem Management to
business
• Proactive prioritization of which Problems should be eliminated first
(and second...)
• Understanding of where the Organizations 'pain' areas are
• An holistic view of where ALL of the Organizations problems are up to

in terms of status
• The provision of permanent resolutions to Problems to help drive IT

Service Quality and business satisfaction
• Support the Incident Management and Service Desk functions by

providing constructive feedback on the quality of their work

Challenges
• Lack of serious ‘buy-in’/ commitment by management

• Lack of good Incident control process
• Individuals need to balance the work between Incident-handling and Problem-solving.
• The management has to map the right skills to the right activities, and identify and
deploy the problem-solving talents of individual staff.
• Inadequate assessment of business impact of Incidents and Problems
• Insufficient time and resources to build and maintain a proper knowledge base
• Bypassing of Service Desk role
• Proper linkage of Known Errors is required as the key to moving from the classical
reactive position to truly proactive Problem Management
• Collaborating with multiple groups, sometimes across different geographies and
companies (third parties), means
• Ensuring that regular daily, weekly and monthly reports are produced for IT Service
Management
• Managing the incoming volume of Problem Records V's Progressing existing (open)
Problem Records
Access Management

Access Management
• Access Management is the process of granting authorized users

the right to use a service, while preventing access to non-
authorized users
• It has also been referred to as Rights Management or Identity

Management in different organizations

Goal of Access Management
• The goal of Access Management is to provide the right for users

to be able to use a service or group of services
• It is the execution of policies and actions defined in Security and


Policies / Principles / Basic Concepts
• Access: refers to the level and extent of a service’s functionality or data that a user is
entitled to use
• Identity: refers to the information about them that distinguishes them as an individual
and which verifies their status within the organization
• Rights: (also called privileges) refer to the actual settings whereby a user is provided
access to a service or group of services. Typical rights, or levels of access, include read,
write, execute, change, delete
• Services or Service Groups: Instead of providing access to each service for

each user separately, it is more efficient to be able to grant each user – or group of
users – access to the whole set of services that they are entitled to use at the same
time
• Directory Services: refers to a specific type of tool that is used to manage access
and rights

Access Management Roles
• The role of the Service Desk: The Service Desk is typically used as a
means to request access to a service. The Service Desk will also be
responsible for communicating with the user to ensure that they know
when access has been granted and to ensure that they receive any
other required support
• The role of Technical and Application Management: they will ensure

that mechanisms are created to simplify and control Access
Management on each service at each stages of the service lifecycle
such as SD,ST, SO
• The role of IT Operation Management: it is common for operational

Access Management tasks to be delegated to IT Operation
Management e.g. Operation Bridge if exist, will monitor and handle
and resolve issue related to access management

Challenges and Critical Success Factors
• Conditions for successful Access Management include:
– The ability to verify the identity of a user (that the person is who they say
they are)
– The ability to verify the identity of the approving person or body
– The ability to verify that a user qualifies for access to a specific service
– The ability to link multiple access rights to an individual user
– The ability to determine the status of the user at any time (e.g. to
determine whether they are still employees of the organization when they
log on to a system
– The ability to manage changes to a user’s access requirements
– The ability to restrict access rights to unauthorized users
– A database of all users and the rights that they have been granted.

Summary

Practise Questions
1. Which of the following is NOT a typical objective of Problem

Management?
A. To prevent Problems and their resultant incidents

B. To manage Problems throughout their lifecycle
C. To restore service to a user
D. To eliminate recurring incidents

Practise Questions
1. Which of the following is NOT a typical objective of Problem

Management?
A. To prevent Problems and their resultant incidents

B. To manage Problems throughout their lifecycle
C. To restore service to a user
D. To eliminate recurring incidents

Practise Questions
2. Which of the following are types of communication you could

expect the functions within Service Operations to perform?
1. Communication between Data Centre shifts
2. Communication related to changes
3. Performance reporting
4. Routine operational communication
A. 1 only
B. 2 and 3 only
C. 1, 2 and 4 only
D. All the above

Practise Questions
2. Which of the following are types of communication you could

expect the functions within Service Operations to perform?
1. Communication between Data Centre shifts
2. Communication related to changes
3. Performance reporting
4. Routine operational communication
A. 1 only
B. 2 and 3 only
C. 1, 2 and 4 only
D. All the above

Practise Questions
3. What guidance does ITIL give on the frequency of production of

service reporting?
A. Service reporting intervals must be defined and agreed with the

customers
B. Reporting intervals should be set by the Service provider
C. Reports should be produced weekly
D. Service reporting intervals must be the same for all services

Practise Questions
3. What guidance does ITIL give on the frequency of production of

service reporting?
A. Service reporting intervals must be defined and agreed with the

customers
B. Reporting intervals should be set by the Service provider
C. Reports should be produced weekly
D. Service reporting intervals must be the same for all services

Practise Questions
4. What is the BEST description of the purpose of Service

Operation?
A. To decide how IT will engage with Suppliers during the Service

Management lifecycle
B. To proactively prevent all outages to IT services
C. To design and build processes that will meet business needs
D. To deliver and manage IT services at agreed levels to business users and
customers

Practise Questions
4. What is the BEST description of the purpose of Service

Operation?
A. To decide how IT will engage with Suppliers during the Service

Management lifecycle
B. To proactively prevent all outages to IT services
C. To design and build processes that will meet business needs
D. To deliver and manage IT services at agreed levels to business users
and customers

Practise Questions
5. Which of the following BEST describes a Problem?
A. A known error for which the cause and resolution are not yet known
B. The cause of two or more incidents
C. A serious Incident which has a critical impact to the business
D. The cause of one or more Incidents

Practise Questions
5. Which of the following BEST describes a Problem?
A. A known error for which the cause and resolution are not yet known
B. The cause of two or more incidents
C. A serious Incident which has a critical impact to the business
D. The cause of one or more Incidents

Day 3

Agenda (Day 3)
Time Activity
8.30am – 10.30am Module 07: Service Operation (cont’d)
11.00am – 12.00noon Module 08: Continual Service Improvement

Module 09: Technology and Architecture
12.00noon – 1.30pm Revision, Q&A
2.30pm – 4.00pm Mock Exam
4.00pm – 5.00pm Discussions and Networking

Continual Service Improvement

Module Goals

– Explain the goals of Continual Service Improvement
– Explain the high level objectives, scope, basic concepts,
process activities, roles and metrics of CSI
– Explain the 7 step improvement process
– Explain the values, challenges, and Risk of CSI

Goal of Continual Service Improvement
(CSI)
• The primary purpose of CSI is to continually align and re-align IT
services to the changing business needs by identifying and
implementing improvements to IT services that support business
processes

Objectives of CSI
• Review, analyze and make recommendations on improvement

opportunities in each lifecycle phase: Service Strategy, Service Design,
Service Transition and Service Operation.
• Review and analyze Service Level Achievement results.
• Identify and implement individual activities to improve IT service
quality and improve the efficiency and effectiveness of enabling ITSM
processes.
• Improve cost effectiveness of delivering IT services without sacrificing
customer satisfaction.
• Ensure applicable quality management methods are used to support
continual improvement activities.

Scope of CSI
There are three main areas that CSI needs to address:
• The overall health of ITSM as a discipline
• The continual alignment of the portfolio of IT services with the current

and future business needs
• The maturity of the enabling IT processes for each service in a

continual service lifecycle model

Activities
• Reviewing management information and trends to ensure that services are

meeting agreed service levels
• Reviewing management information and trends to ensure that the output of
the enabling ITSM processes are achieving the desired results.
• Conducting, periodically, maturity assessments against the process activities
and roles associated with the process activities to demonstrate areas of
improvement or, conversely, areas of concern.
• Conducting, periodically, internal audits verifying employee and process
compliance
• Reviewing existing deliverables for relevance
• Making ad-hoc recommendations for approval
• Conducting periodic customer satisfaction surveys
• Conducting external and internal service reviews to identify CSI opportunities
Role of IT Governance in the Service
Lifecycle
Enterprise governance (source: CIMA)

Definition: Governance
• Enterprise Governance: Enterprise governance is an emerging term ... to

describe a framework that covers both the corporate governance and the
business management aspects of the organization
• Corporate Governance: Corporate governance is about promoting corporate

fairness, transparency and accountability – e.g. SOX
• IT governance: is the responsibility of the board of directors and executive

management. It is an integral part of enterprise governance and consists of
the leadership, organizational structures and processes that ensure that the
organization’s IT sustains and extends the organization’s strategies and
objectives
• IT must now comply with new rules and legislation and continually
demonstrate their compliance through successful independent audits by
external organizations
• CSI plays an important role in IT governance

Continual Service Improvement Model

7-Steps to Continual Service
Improvement

7-Steps to Continuous Service
Improvement (cont’d)
• Step 1 - Define what you should measure
• Step 2 - Define what you can measure
• Step 3 - Gather the data
• Step 4 - Process the data
• Step 5 - Analyze the data
• Step 6 - Present and use the Information
• Step 7 - Implement corrective action

• Step 1 - Define what you should measure: A set of measurements
should be defined that fully support the goals of the organization. The
focus should be on identifying what is needed to satisfy the goals fully,
without considering whether the data is currently available. Compile a
list of what you should measure. This will often be driven by business.
Make it simple.
• Step 2 - Define what you can measure: CSI requirements can conduct
a gap analysis to identify the opportunities for improvement as well as
answering the question ‘How do we get there?’

• Step 3 Gather the data: This covers monitoring and data collection. A
combination of monitoring tools and manual processes should be put
in place to collect the data needed for the measurements that have
been defined.
– Quality is the key objective of monitoring for CSI. Therefore
monitoring focuses on the effectiveness of a service, process, tool,
organization or CI. The emphasis is on identifying where
improvements can be made to the existing level of service, or IT
performance, typically by detecting exceptions and resolutions.
– CSI is not only interested in exceptions. If a Service Level Agreement
is consistently met over time, CSI is also interested in determining
whether that level of performance can be improved

• Step 4 - Process the data : Raw data is processed into the required
format, typically providing an end-to-end perspective on the
performance of services and/or processes
• Step 5 - Analyze the data: Data analysis transforms the information

into knowledge of the events that are affecting the organization. The
result of data analysis will answer these questions:
– Are we meeting targets?
– Are there any clear trends?
– Are corrective actions required? What is the cost?

• Step 6 - Present and use the Information : The knowledge gained can
now be presented in a format that is easy to understand and allows
those receiving the information to make strategic, tactical and
operational decisions. The information needs to be provided at the
right level and in the right way for the intended audience. It should
provide value, note exceptions to service, and highlight any benefits
that have been identified during the time period
• Step 7 - Implement corrective action : The knowledge gained is used to

optimize, improve and correct services, processes, and all other
supporting activities and technology. The corrective actions required to
improve the service should be identified and communicated to the
organization

Integration with lifecycle stages and
service management processes

CSI and the lifecycles

The Deming Circle
The goal in using the Deming Cycle is steady, ongoing improvement. It is a fundamental
tenet of Continual Service Improvement.

The Deming Cycle (cont'd)
Deming Cycle – adapted for CSI

Activities and Skills Required

Activities and Skills Required (cont’d)
• Example Activity : Define what you should measure
Roles involved in the ‘define what you should measure’ activity

Activities and Skills Required (cont’d)
• Example Activity : Gather Data
Roles involved in the ‘Gathering the data ’ activity

Service Reporting
• A significant amount of data is collated and monitored by IT in the daily

delivery of quality service to the business, but only a small subset is of
real interest and importance to the business
• The business likes to see a historical representation of the past period’s

performance that portrays their experience, but it is more concerned
with those historical events that continue to be a threat going forward,
and how IT intends to mitigate against such threats.
• It is not enough to present reports depicting adherence or otherwise to

SLAs. IT needs to build an actionable approach to reporting, i.e. what
happened, what IT did, how IT will ensure it doesn’t impact again and
how IT are working to improve service delivery generally

Service Measurement – Baselines
• An important beginning point for highlighting improvement is to

establish baselines as markers or starting points for later comparison
• Baselines are also used to establish an initial data point to determine if

a service or process needs to be improved
• It is important that baselines are documented, recognized and

accepted throughout the organization

Service Measurement – Value To
Business
There are four basic reasons to monitor and measure:
• Validate previous decisions that have been made
• Direct activities in order to meet set targets - this is the most prevalent
reason for monitoring and measuring
• Justify that a course of action is required, with factual evidence or
proof
• Intervene at the appropriate point and take corrective action

Types of CSI Metrics
There are three types of metrics used to support CSI activities:
• Technology metrics: often associated with component and application

based metrics such as performance, availability.
• Process metrics: captured in the form of Critical Success Factors (CSFs),

Key Performance Indicators (KPIs) and activity metrics.
• Service metrics: the results of the end-to-end service.

Component/technology metrics are used to compute the service
metrics

• Service Manager: manages the development, implementation,

evaluation and on-going management of new and existing products
and services
• CSI Manager: is responsible for the overall CSI activities within an

organization. This new role is essential for a successful improvement
programme
• Process Owner: This key role is accountable for the overall quality of
the process and oversees the management of, and organizational
compliance to, the process flows, procedures, data models, policies
and technologies associated with the IT business process
• Service Owner: The Service Owner is accountable for a specific service

within an organization regardless of where the underpinning
technology components, processes or professional capabilities reside
Service Owner
• The Service Owner is accountable for a specific service within an

organization regardless of where the underpinning technology
components, processes or professional capabilities reside.
• The Service Owner is responsible for continual improvement and the

management of change affecting the services under their care.
• The Service Owner is a primary stakeholder in all of the underlying IT

processes which enable or support the service they own

Responsibilities of Service Owner
Key Responsibilities include:

– Service Owner for a specified service
– Provides input in service attributes such as performance, availability etc.
– Represents the service across the organization
– Understands the service (components etc.)
– Point of escalation (notification) for major Incidents
– Represents the service in Change Advisory Board meetings
– Provides input in CSI
– Participates in internal service review meetings (within IT)
– Works with the CSI Manager to identify and prioritize service improvement
– Participates in external service review meetings (with the business)
– Responsible for ensuring that the service entry in the Service Catalogue is accurate
and is maintained
– Participates in negotiating SLAs and OLAs
Process Owner
• This key role is accountable for the overall quality of the process and
oversees the management of, and organizational compliance to, the
process flows, procedures, data models, policies and technologies
associated with the IT business process
• The Process Owner performs the essential role of process champion,

design lead, advocate, coach and protector
• Typically, a Process Owner should be a senior level manager with

credibility, influence and authority across the various areas impacted by
the activities of the process
• The Process Owner is required to have the ability to influence and

ensure compliance to the policies and procedures put in place across
the cultural and departmental silos of the IT organization

RACI Model
• The RACI model is an example of the authority matrix used is assigning

activities to roles
• Clear definitions of accountability and responsibility are CSFs for any

improvement activity
RACI authority matrix

RACI Model Example for a Change
Mgmt. Process
RACI authority matrix for a change management process

Definitions: Business Case
• A business case is a decision support and planning tool that

• Business Case should articulate the reason for undertaking a

service or process improvement initiative

Definitions: Risk
• A possible event that could cause harm or loss, or affect the ability to
achieve objectives
• A risk is measured by the probability of threat, the vulnerability of the

asset to that threat, or the impact it will have if it occurred.
• CSI can complement this activity and help to deliver business benefit

Value to Business
• Overall improved quality of business operations by ensuring that IT

services underpin the business processes
• More reliable business support provided by Incident, Problem and
Change Management processes
• Customers will know what to expect from IT and what is required of
them to ensure this can be delivered
• Increased staff productivity because of increased reliability and
availability of IT services
• IT Service Continuity procedures are increasingly focused on supporting
business continuity and meeting the business needs through continued
availability
• Better working relationships between customers and the IT service
provider

Value to Business (cont’d)
• Enhanced customer satisfaction as service providers understand and

deliver what is expected of them
• Improved quality of service and service availability, leading to improved
business productivity and revenue
• Better planning for purchases, development and implementation
• Better management information regarding business processes and IT
services
• Improved alignment between the business and IT
• Increased flexibility and adaptability will exist within the services
• Faster and improved quality of response to business needs
• Faster and better quality projects, deployments and changes (delivered
on time, to cost and quality).

Challenges

• Inadequate resources, budget and time
• Lack of mature service management processes
• Lack of information, monitoring and measurements
• Lack of Knowledge Management
• A resistance to planning and a reluctance to be proved wrong
• A lack of corporate objectives, strategies, policies and business direction
• A lack of IT objectives, strategies and policies
• Lack of knowledge and appreciation of business impacts and priorities
• Diverse and disparate technologies and applications
• Resistance to change and cultural change
• Poor relationships, communication and a lack of cooperation between IT
and the business
• Lack of tools, standards and skills
• Tools too complex and costly to implement and maintain

• Appointment of a CSI manager

• Adoption of CSI within the organization
• Management commitment – i.e. ongoing participation in CSI activities,
communication vision etc.
• Defining clear criteria for prioritizing improvement projects
• Adoption of the service lifecycle approach
• Sufficient and ongoing funding for CSI activities
• Resource allocation – people are dedicated to CSI activities
• Technology to support the CSI activities
• Adopting of processes – embracing service management processes

Risks
• Being over-ambitious – don’t try to improve everything at once. Be

realistic with timelines and expectations
• Not discussing improvement opportunities with the business – the
business has to be involved in improvement decisions that will impact
them
• Not focusing on improving both services and service management
processes
• Not prioritizing improvement projects
• Implementing CSI with little or no technology
• Implementing a CSI initiative with no resources – this means that
people must be allocated and dedicated to this
• Not performing all steps of the 7-Step Improvement Process

Risks (cont’d)
• Lack of making strategic, tactical or operational decisions based on

knowledge gained – reports are actually used; people see that the
reports are being used
• Lack of management taking action on recommended service
improvement opportunities
• Lack of meeting with the business to understand new business
requirements
• The communication/awareness campaign for any improvement is
lacking, late or missing altogether
• Not involving the right people at all levels to plan, build, test and
implement the improvement
• Removing testing before implementation or only partially testing.

Summary

Practise Question
1. What are the three types of metrics that an organization should

collect to support CSI?
A. Return on Investment (ROI), Value on Investment (VOI), Quality

B. Strategic, tactical, operational
C. Critical Success Factors (CSFs), Key Performance Indicators (KPIs),
Activities
D. Technology, process and service

Practise Question
1. What are the three types of metrics that an organization should

collect to support CSI?
A. Return on Investment (ROI), Value on Investment (VOI), Quality

B. Strategic, tactical, operational
C. Critical Success Factors (CSFs), Key Performance Indicators (KPIs),
Activities
D. Technology, process and service

Practise Question
2. Which of the following are the two primary elements that

create value for customers?
A. Value on Investment (VOI), Return on Investment (ROI)

B. Customer and User satisfaction
C. Understanding service requirements and Warranty
D. Utility and Warranty

Practise Question
2. Which of the following are the two primary elements that

create value for customers?
A. Value on Investment (VOI), Return on Investment (ROI)

B. Customer and User satisfaction
C. Understanding service requirements and Warranty
D. Utility and Warranty

Practise Question
3. Which of the following best describes the goal of Information

Security Management Process?
A. To align IT security with business security and ensure that information

security is effectively managed in all service and Service Management
activities’.
B. To ensure that the information security risks are appropriately managed
and enterprise information resources are used responsibly.
C. To provide a focus for all aspects of IT security and manage all IT security
activities.
D. To provide the strategic direction for security activities and ensures
objectives are achieved

Practise Question
3. Which of the following best describes the goal of Information

Security Management Process?
A. To align IT security with business security and ensure that information

security is effectively managed in all service and Service Management
activities’.
B. To ensure that the information security risks are appropriately managed
and enterprise information resources are used responsibly.
C. To provide a focus for all aspects of IT security and manage all IT security
activities.
D. To provide the strategic direction for security activities and ensures
objectives are achieved

Technology and Architecture

Module Goals

– Explain the generic requirements for an integrated ITSM
technology
– Understand how Service Automation assists with integrating
Service Management processes

Technology Considerations
• The same technology, with some possible additions, should be used for
the other phases of ITSM – Service Strategy, Service Design, Service
Transition and Continual Service Improvement – to give consistency
and allow an effective ITSM Lifecycle to be properly managed

Generic Requirements
• An integrated ITSM technology is needed that includes the

following core functionality:
– Self-Help
– Workflow or process engine
– Integrated CMS
– Discovery/Deployment /Licensing technology
– Remote control
– Diagnostic utilities
– Reporting
– Dashboards

Generic Requirements (cont’d)
• Integration with Business Service Management

• Event Management
• Work-Flow and automated escalation
• Request Fulfillment
• Access Management
• Telephony
• Support Tools

Generic Requirements (cont’d)
• Integrated ITSM Technology for:

– Change management
– Configuration Management
– Problem Management,
– Service Desk
– Incident Management
– Integrated CMS with CMDB
– IT service Continuity Planning
• Integration with System, Application and Network Management

Service Automation Benefits
• The following are some of the areas where service management can
benefit from automation:
– Design and modeling
– Service catalogue
– Pattern recognition and analysis
– Classification, prioritization and routing
– Detection and monitoring
– Optimization

Preparing for Automation
• The following guidelines should be applied:

– Simplify the service processes before automating them
– Clarify the flow of activities, allocation of tasks, need for

information, and interactions
– In self-service situations, reduce the surface area of the contact

users have with the underlying systems and processes
– Do not be in a hurry to automate tasks and interactions that are

neither simple nor routine in terms of inputs, resources and
outcomes

Summary

Practise Question
1. Which of the following should be supported by technology?

1. Verification of Configuration Management System (CMS) data
2. Control of user desk-tops
3. Creation and use of diagnostic scripts
4. Visibility of overall IT Service performance
A. 2, 3 and 4 only
B. 1, 2 and 3 only
C. 1, 3 and 4 only
D. All of the above

Practise Question
1. Which of the following should be supported by technology?

1. Verification of Configuration Management System (CMS) data
2. Control of user desk-tops
3. Creation and use of diagnostic scripts
4. Visibility of overall IT Service performance
A. 2, 3 and 4 only
B. 1, 2 and 3 only
C. 1, 3 and 4 only
D. All of the above

Practise Question
2. Which of the following areas would technology help to support

during the Service Operation phase of the Lifecycle?
1. Identifying configuration of user desktop PCs when Incidents are logged
2. Control of user desk-top PCs
3. Create and use diagnostic scripts
4. Dashboard type technology
A. 1, 2 and 3 only
B. All of the above
C. 1, 3 and 4 only
D. 2, 3 and 4 only

Practise Question

during the Service Operation phase of the Lifecycle?
1. Identifying configuration of user desktop PCs when Incidents are logged
2. Control of user desk-top PCs
3. Create and use diagnostic scripts
4. Dashboard type technology
A. 1, 2 and 3 only
B. All of the above
C. 1, 3 and 4 only
D. 2, 3 and 4 only

Practise Question

during the Service Transition phase of the lifecycle?
1. Data mining and workflow tools
2. Measurement and reporting systems
3. Release and Deployment technology
4. Process Design
A. All of the above

B. 1, 3 and 4 only
C. 2, 3 and 4 only
D. 1, 2 and 3 only

Practise Question

during the Service Transition phase of the lifecycle?
1. Data mining and workflow tools
2. Measurement and reporting systems
3. Release and Deployment technology
4. Process Design
A. All of the above

B. 1, 3 and 4 only
C. 2, 3 and 4 only
D. 1, 2 and 3 only

Revision/ Q&A

Team Activity
Time Allowed: 30 minutes
Incident Scenarios
A. The LAN at CWG head office is down, affecting over 100 users. The cost to the business if the
incident is not resolved in the next 2 hours is put at 2 million Naira.
B. The Director of ExpertEdge Software and Training is attempting to print his end of the week report
for submission to the Group Managing Director (GMD) of CWG, but the printer won’t work. The
GMD is currently on a tour of the company’s branch in Ghana and will not be back in three days.
C. A web application service is down and external customers of the application may not be able to
place their orders. CWG may loose 250,000 Naira per day if the service remains down.
Activity
1. Assume that all the incidents described above are happening simultaneously. Design a priority
matrix, and apply the matrix to suggest the priority of each situation.
2. Make a list of the information you would record for each and every incident. Use the scenarios
above to ensure that you have captured everything that you’ll need to resolve the incidents.

Mock Exam
• Exam Type: Multiple choice, 40 questions
• Delivery: Paper based

Revision/ Q&A

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Turnkey Business Solutions Limited

…redefining solutions to business challenges

Copyright 2009 Turnkey Business Solutions Ltd. All Rights Reserved

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• Take turns in asking questions or making

… although we’re here to learn;

Please introduce yourself:

The unit you work in

Something interesting about you

Your expectations of this training

Copyright 2009 Turnkey Business Solutions Ltd. All Rights Reserved

8.30am – 10.30am Module 07: Service Operation (cont’d)

10.30am – 11.00am Breakfast

11.00am – 12.00noon Module 08: Continual Service Improvement

1.30pm – 2.30pm Lunch Break

2.30pm – 4.00pm Mock Exam

4.00pm – 5.00pm Discussions and Networking

Copyright 2009 Turnkey Business Solutions Ltd. All Rights Reserved

• Assessment Type: Multiple choice, 20 questions

• Pass Score: 18 (90%)

• Delivery: Paper based

Copyright 2009 Turnkey Business Solutions Ltd. All Rights Reserved

Copyright 2009 Turnkey Business Solutions Ltd. All Rights Reserved

Copyright 2009 Turnkey Business Solutions Ltd. All Rights Reserved

Copyright 2009 Turnkey Business Solutions Ltd. All Rights Reserved

Copyright 2009 Turnkey Business Solutions Ltd. All Rights Reserved

Copyright 2009 Turnkey Business Solutions Ltd. All Rights Reserved

Certification Description Training Exam

Advanced Deeper understanding of Still in development Still in development

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Copyright 2009 Turnkey Business Solutions Ltd. All Rights Reserved

• At the end of this module you should be able to:

– Understand the background, definitions, concepts and benefits of IT

– Understand ITSM implementation of ITIL

Copyright 2009 Turnkey Business Solutions Ltd. All Rights Reserved

• ITIL – IT Infrastructure Library

• ITIL is a public framework that describes Best Practice in IT

• ITIL provides a framework for the governance of IT, the ‘service

Copyright 2009 Turnkey Business Solutions Ltd. All Rights Reserved

• Thus, effective and efficient IT Service Management processes are essential to

Copyright 2009 Turnkey Business Solutions Ltd. All Rights Reserved

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• Office of Government Commerce (OGC), formerly known as

• The Information Technology Service Management Forum (itSMF).

• The Dutch foundation “Exameninstituut voor Informatica” (EXIN)

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• ITIL v3 has 5 Core Books:

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• Customer: Recipient of a service; usually the customer management has

• Provider: The unit responsible for the provision of IT services.

• Supplier: A third party responsible for supplying or supporting underpinning

• User: The person using the service on a daily basis or as applicable

• IT Service: One or more systems that support a business process.

• Process: A Process is a connected series of activities conducted toward a

Copyright 2009 Turnkey Business Solutions Ltd. All Rights Reserved

Copyright 2009 Turnkey Business Solutions Ltd. All Rights Reserved

• Service Management Training

• Continuous Service Improvement Program (CSIP)

Copyright 2009 Turnkey Business Solutions Ltd. All Rights Reserved

Copyright 2009 Turnkey Business Solutions Ltd. All Rights Reserved

• Set your vision and strategy

• IT services become customer focused and improve the relationship