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ITIL Foundation V3 Workshop
حائل منطقة أمانة المعلومات تقنية إدارة
Plan and ObjectivesPlan :Day 1: Introduction ITIL Core concepts Organizing for Service Management Day 2: Service Strategy Service Design Service transition Day 3: Service Operation Continual Service improvement
ObjectivesComprehension of: Service management as a practice Service Life-cycle Key principals and models Generic concepts awareness Selected Processes awareness Selected Roles awareness Selected Functions awareness Technology and Architecture awareness ITIL qualification scheme awareness
Introduction
What is ITIL? ITIL is a public framework that describes Best Practice in IT service management Published in1980 By Office of Government Commerce now called OGC Initial version consisted of 31 associated books covering all aspects of IT service provision A revised edition of seven, more closely connected and consistent books was released (ITIL v2) In 2007 – Launch of five core books of ITIL v3
Systematic approach to high quality IT service delivery Documented best practice for IT Service Management Provides common language with well-defined terms
Introduction In 2001, version 2 of ITIL was released. The Service Support and
Service Delivery books were redeveloped into more concise usable volumes. Over the following few years it became, by far, the most widely used IT service management best practice approach in the world.
In 2007 version 3 if ITIL was published. This adopted more of a lifecycle approach to service management, with greater emphasis on IT business integration.
Last version V3 2011
Introduction
ITIL Core concepts
Services Service Management ITIL as a Good Practice Framework Processes Functions Roles Service Lifecycle
ITIL Core concepts
ITIL Core concepts
Service Delivers value to customer by facilitating outcomes
customers want to achieve without ownership of the specific costs and risks
e.g. a “backup service” means that you don’t have to care about how much tapes, disks or robots cost and you don’t have to worry if one of the staff is off sick or leaves
ITIL Core conceptsService Management Set of specialized capabilities for delivering value to
customers in the form of services •ITIL is the framework for IT Service ManagementITIL –Good Practice Framework What are good practices? Practices widely accepted and adopted Have withstood the test of time May come from a number of sources including:•Standards•Public frameworks•Academic research•Proprietary knowledge
ITIL Core conceptsProcesses Structured set of activities Designed to achieve a specific objective Four basic characteristics Transform inputs into outputs Deliver results to specific customer or stakeholder Measurable Triggered by specific events
ITIL Core concepts
Process owner
Process policy
Process objectives
Process documentati
on
Process Feedbac
kProcess Control
Process It self
Process Enabler
s
Activities
Metrics
Improvements
Procedures
Work instructions
Roles
Resources Capabilities
Input Output
ITIL Core conceptsFunctions Self contained subsets of an organization Intended to accomplish specific tasks Takes the form of a team or group of people and the tools being used Add structure and stability to organizations Supported by budget and reporting structures
ITIL Core conceptsRoles Collections of specific responsibilities and privileges Held by individuals or teams Standard roles include: * Service manager * Product manager * Service owner * Process owner
ITIL Core conceptsRoles Service manager:Accountable for the development, performance, and improvement of all services in the environment Product manager:Accountable for development, performance, and improvement of a group of related services Service owner:Accountable for the overall design, performance, integration, improvement, and management of a single service Process owner:Accountable for the overall design, performance, integration, improvement, and management of a single process
Service Manager
…Product Manager
Service Owner …
Process Owner …
Organizing for Service Management Service Level
Measured and reported achievement against one or more service level targets. E.g.:
Red = 1 hour response 24/7 Amber = 4 hour response 8/5 Green = Next business day
Key Performance Indicators (KPIs) Quantifiable measurements that reflect the critical success
factors of an organization (KPIs usually are long-term considerations)
Service Level Agreement (SLA) Written and negotiated agreement between Service Provider and
Customer documenting agreed service levels and costs
Organizing for Service Management Structure of Services :
Service Strateg
yService Design
Service Transiti
on
Service Operatio
n
Overview Business value
Concept and models Processes
Asset and config mgmnt
Change mgmnt
Release and depl mgmnt
Service Strategy
Concerned with selection of services to be offered to customers Based on : Provide value to customers Enable the Service Provider to capture value Fall within cost parameters acceptable to the Service Provider Fall with risk parameters acceptable to the Service Provider Deals with establishment and management of the broadest policies
and standards which govern the way a Service Provider operates
Overview
Service Strategy
Offers value to both customers and Service Providers by… Ensuring services offered align with business objectives Ensuring services offered are likely to offer value Ensuring customers can be charged for the services Ensuring Service Provider handles costs and risks associated with the
offered services!
Business Value
Service Strategy
Business Case Structured and documented justification for investment in something
expected to deliver value in return, e.g. an IT Service Evaluate the feasibility and desirability of creating and providing various
IT services ROI (Return on investment)/ VOI (Value on Investment) Value Value of service consists of two components: utility and warranty
Concepts and Models
Service Strategy
Utility also called 'fitness for purpose' involves the ability of the service to remove constraints or increase the performance of the customer
Warranty also called ‘fitness for use’ is the ability of the service to operate reliably
Concepts and Models
Service Strategy
Service Assets Resources and capabilities which Service Provider allocates to offer a service Resources are raw materials which contribute to a service Money, Equipment, Time, Staff, etc. Capabilities are specialized skills or abilities an organization applies to
resources to create value Skills, Organization, Processes, Management, etc.Service Portfolio Entire set of services under management by a Service ProviderConsists of three major parts: Service Pipeline, Service Catalog, Retired Services
Concepts and Models
Service Strategy
Service in the Service Portfolio may be: Under consideration In design In development In testing In operation Retired
Concepts and Models
Service Strategy
Service BeltService in the Service Portfolio may be: Under consideration In design In development In testing In operation Retired!
Concepts and Models
Service Strategy
Service Strategy Service Portfolio Management Demand Management IT Financial Management
Processes
Service Strategy
1- Build Service strategy:Concerned with development of service concepts in preparation for selection of services to be providedConsists of four major activities Understand the market Who is the customer? What do they value? How do they define value?Develop the offerings What service offering would provide value to customers as defined above? How can we as a service provider offer unique or distinctive value?
Service Strategy
Develop strategic assets What resources would be required to offer the services
identified? What capabilities would be needed to offer the services
identified?Prepare for execution How can we prepare to build or develop the service? What are our specific objectives for the service? What specific critical success factors must we meet in order to
achieve those objectives?
Service Strategy
2- Service Portfolio Management Concerned with management of the information (com plan) Concerning services in the Service Portfolio Organizes the process by which services are:- Identified- Described- Evaluated- Selected- and chartered
Service StrategyDemand Management Concerned with understanding and influencing customer demand Unmanaged demand is a source of both cost and risk to Service
Providers Demand management models demand in terms of…User profiles Which characterize different typical groups of users for a given
servicePatterns of business activity Which represent the way that users in different user profiles
access a service over the course of a given time period
Service StrategyIT Financial Management Provides means of understanding and managing costs and
opportunities associated with services in financial terms Provides clear means of generating data useful for decision support
around management of servicesIncludes three basic activities Budgeting --Planning how money will be spent by a Service
Provider Accounting--Tracking how money is actually spent by a Service
Provider Charging --Securing payment from customers for services
provided
Service DesignConcerned with design of services and all supporting elements for introduction into the live environment.
Offers value by ensuring that: Services are aligned with business objectives Services are able to provide the utility and warranty required for them
to meet the objectives outlined during Service Strategy Service management systems and tools are capable of supporting
service offerings Service management processes are capable of supporting service
offerings Services are constructed according to agreed architectural
standards
Business Value
Service Design
Built-in quality Supports building quality into IT services, processes, and other
aspects Includes processes for clear specification of quality targetsService Level Management Includes processes for achieving major warranty ingredients of
qualityAvailability, Capacity, IT Service Continuity, Security Management Targeting quality during Service Design ensures that quality can be
delivered during Service Operations
Concepts and Models
Service Design
Service Catalogue –Subset of Service Portfolio Contains services currently available to customers Often the only portion visible to customers Implemented as a database and is often web-accessible Acts as the entry portal for information regarding services in
the live environment
Concepts and Models
Service Design
Four P’s of Service DesignRepresent areas which should be taken into consideration when designing a service PeopleHuman resources and organization structures required ProcessesService management processes required ProductsTechnology and other infrastructure required PartnersThird parties which provide services required
Concepts and Models
Service Design
Five aspects of Service DesignAreas which should also receive design focus: New or changed service itself --With special attention to service
requirements Service management processes required to support the service Service management systems and tools required to support the
service Technology architectures used or referenced by the service Measurement systems and metrics necessary to understand the
performance of the service
Concepts and Models
Service Design
Service Catalog Management Service Level Management Availability Management Capacity Management IT Service Continuity Management IT Security Management Supplier Management
Processes
Service Design
Service Catalog ManagementInvolves management and control of the Service CatalogWhich includes information about services currently available to customers for use: Features of the service Guidelines for appropriate use of the service Means of accessing the service Pricing information Key contact information Service level agreement information
Processes
Service Design
Service Level ManagementProcess charged with securing and managing agreements between customers and the service provider regarding the levels of performance (utility) and levels of reliability (warranty) associated with specific services Results in the creating of Service Level Agreements (SLAs) between
customers and the providerOperational Level Agreements are performance agreements which exist between parts of the service provider organization For supporting upstream SLAs which require dependable performance
by multiple business units, functions, or teams within the service provider organization
Processes
Service DesignProcesses
Service Design
Availability ManagementConcerned with management and achievement of agreed availability requirements as established in SLAs Availability is the ability of a system, service, or configuration item to
perform its function when requiredAvailability Management may assist with: Developments of availability service level targets which make part of an
overall SLA Design of services capable of meeting or exceeding agreed availability
requirements Measurement and monitoring of availability achievements Responses to availability related incidents
Processes
Service Design
Capacity Management Concerned with ensuring that cost effective capacity exists at all times which
meets or exceed the agreed needs of the business as established in SLA Capacity is defined as the maximum throughput a service, system, or device can handle •Divided into three categories…
Processes
Service Design
Business Capacity ManagementAddresses capacity factors which exist at the business level such as mergers, acquisitions, plans for new facilities, reductions in force, etc. Service Capacity Management Addresses capacity factors at the service level Translates business capacity factors into capacity requirements for serviceComponent Capacity Management Addresses capacity factors at the level of components or configuration items Translates service capacity factors into capacity requirements for individual
components or configuration items
Processes
Service Design
IT Service Continuity Management Responsible for ensuring that Service Provider can always provide minimum agreed Service Levels Concerned with management of risks and with planning for the recovery of IT
services in the event of disaster Uses techniques such as BIA and MoR Driven by larger Business Continuity Management effort Results in the production of overall IT Service Continuity Plan which is an
aspect of the overall Business Continuity Plan
Processes
Service Design
IT Service Continuity Management Responsible for ensuring that Service Provider can always provide minimum agreed Service Levels Concerned with management of risks and with planning for the recovery of IT
services in the event of disaster Uses techniques such as BIA and MoR Driven by larger Business Continuity Management effort Results in the production of overall IT Service Continuity Plan which is an
aspect of the overall Business Continuity Plan
Processes
Service Design
IT Security Management •Concerned with protection of IT assets from security threats •Handles development and management of IT security policy •Focuses on protection of five basic qualities of information assets –Confidentiality •Asset is only available to appropriate parties –Integrity •Asset is not modified by unauthorized parties
Processes
Service Design
IT Security Management Availability •Asset is only utilized when required –Authenticity •Transactions and identities of parties involved are genuine –Non –repudiation •Completed transactions are not reversed / denied
Processes
Service Design
Supplier Management Charged with obtaining value for money from third party suppliers Similar role to that of Service Level Management–With respect to external suppliers Handles supplier evaluation, contract negotiations, performance reviews,
renewals and terminations
Processes
Service Transition Concerned with management of change and with the introduction of new and
changed services in the live environment Business Value Provides value to the business by… Enabling business change Minimizing impact to business which might result from unmanaged change Enabling business to make use of new and changed services Ensuring that designs for services are implemented as intended Ensuring that Service Management organization is prepared to support new
and changed services Reducing number of defects introduced into live environment
Service TransitionService V –Model
Service TransitionConcepts and Models Change–Addition, removal, or modification of anything that could have an effect on an IT service–All changes involve risk Request for Change Documented request to alter a service or other Configuration Item Can be issued by anyone Customers, IT staff, Users, etc. Received by Service Desk and handled via the Change Management process
Service Transition Change Types –Normal changes •Meeting predefined criteria that qualify them for handling via normal change
management process –Standard changes •Pre-approved changes for implementation •Low risk and occur frequently in the environment •Examples include… –Password resets –New hire procedures –Office moves
Service TransitionProcesses Change Management Service Asset and Configuration Management
Service TransitionChange Management Concerned with recording, evaluating, approving, testing, and reviewing
changes to services, systems, and other configuration items Concerned with managing risk associated with changeMajor activities making up change management include: Recording of RFCs Involves logging of the RFC in the change management system Recording must include all details required to assess the RFC Review of RFCs Involves checking to see if the RFC is complete and free of obvious defects
which would make it impractical or impossible to implement
Service Transition Assessment and evaluation of RFCs •Involves further review and consideration of the RFC, usually by the Change
Advisory Board, for the purpose of determining the desirability and feasibility of the requested change
–Authorization of RFCs •Involves identification of the appropriate Change Authority and the determination by
the Change Authority to approve or deny the RFC –Planning •Involves identification and scheduling of the activities required to implement the
change, including any testing which may be required to manage risk associated with the change
–Implementation –Coordination
Service TransitionService Asset and Configuration ManagementInvolves the following activities... Planning Identification Control Status Accounting Verification and Audit
Service TransitionRelease and Deployment Management Transition Planning and Support–Provides broader support for large scale transitions and releases–Helpful for an organization anticipating unusual volume of change Service Validating and Testing–Provides separate and more focused support for testing prior to release–Quality and error control are of paramount importance
Service TransitionEvaluation Provides support for post release evaluation and confirmation of customer
acceptance of new and changed servicesKnowledge Management Provides support for the capture and effective publishing of knowledge which
surfaces during the Service Transition lifecycle phase and elsewhere
Service Operation Concerned with ensuring that services operate within agreed parameters Charged with restoring service as quickly as possible and with minimal
impact to the business Phase in which value is actually realized by customers Further adds business value by...–Ensuring that services are operated within expected performance parameters–Restoring services quickly in the event of service interruption–Minimizing impact to the business in event of service interruption–Providing a focal point for communication between users and Service Provider organization
Service OperationProcesses Incident Management Problem Management Event Management Service Request Fulfillment Access Management
Service OperationIncident Management Concerned with rapid restoration of services with minimal of impact to the businessConsists of following activities… Detection --The incident becomes known by any mechanism, e.g. user call,
system alert, etc. Logging --Details of the incident are recorded in the incident management
system Classification--The incident is categorized according to the predefined criteria
for the purpose of facilitating diagnosis and prioritizing its handling relative to other incidents
Prioritization--The impact and urgency of the incident are determined and factored together to determine its relative priority among other incidents
Service OperationEvent Management Concerned with detection of events in the infrastructure and with selection of
appropriate response actions Facilitates early detection of incidents Helps reduce number of incidents which impact users and can greatly improve the performance of the Incident Management processThree basic types… Informational --No action is required. Event information is logged. Warning --An infrastructure item is approaching a predefined performance or
capacity threshold which could cause an incident or require intervention. Exception --An infrastructure item has exceeded a threshold or is no longer
operating within defined parameters. Intervention is required.
Service DesignProcesses
Service Design
Service transition
Service Operation
Continual Service improvement
