Professional Documents
Culture Documents
Your course director will explain the agenda you will follow on this specific course in
more detail.
Course Administration and Introductions Service Management and ITIL Service
Management as a practice The Service Lifecycle
Service Strategy
Service Portfolio Mgt, Demand Mgt, Financial Mgt
Service Design
Service Level Mgt, Service Catalogue Mgt, Availability Mgt, Information
Security Mgt
Supplier Mgt, Capacity Mgt, IT Service Continuity Mgt
Service Transition
Change Mgt, Service Asset & Configuration Mgt, Release and Deployment Mgt
Service Operation
Incident Mgt, Event Mgt, Request Fulfilment, Problem Mgt, Access Mgt
Service Desk, Technical Mgt, Application Mgt, IT Operations Mgt Continual
Service Improvement
Improvement process
The processes covered in the Capability Stream are: Service Offerings and Agreements
(SO&A)
Service Level Management, Financial Management, Service
Portfolio Management, Service Catalogue Management,
Demand Management and Supplier Management
Planning, Protection and Optimization (PP&O)
Capacity Management, Availability Management, ITSCM,
Risk Management, Demand Management, Information Security
Management
Release, Control and Validation (RC&V)
Examination Boards
The syllabus for this course is based on OGC's IT Infrastructure Library Examination for
the Foundation Certificate in IT Service Management The examination which normally
concludes the final day, takes the form of a closed book multiple choice paper of 40
questions, and lasts for one hour. Students who do not have English as their first
language are allowed an additional 15 minutes and can consult a language dictionary.
To pass the examination, you will need to achieve 65% (or 26 correct answers). Your
paper will be collected at end of the exam and sent for marking. Your result is usually
sent to you within two weeks.
An examination entry form will be given to you by the course director.
ITIL is a Registered Trade Mark, and a Registered Community Trade Mark of the
Office of Government Commerce, and is Registered in the U.S. Patent and Trademark
Office
The customer will need to take the service , but without claiming the full owner ship
of the whole infrastructure to implment the service ,the service provider should
always be the owner of all needed infrastructure.
Note that term "Good Practice" is sometimes also referred to within the ITIL
framework as "Best Practice".
Good Practice is ,a proven way for doing things ,it is a tested ,done many times and
proved to be a good working model
The Wheel diagram illustrates the ITIL framework which contains advice on good
practice in Service Management.
IT Governance refers to the various frameworks, models and standards that can be
applied to Service Management to bring about management control and ensure that
IT Service provision conforms to organizational strategy and direction.
Frameworks include ITIL, COBIT, Prince2.
Models include CMMI and Standards include ISO/IEC 20000:2005, ISO/IEC
27001:2005.
ISO/IEC 20000 provides a formal and universal standard against which organizations
can be audited and accredited. ITIL offers the knowledge to be able to achieve the
standard.
The CORE arrow refers to the five publications of Service Strategy, Service Design,
Service Transition, Service Operation and Continual Service Improvement.
The COMPLEMENTARY arrow refers to a complementary set of publications containing
guidance specific to industry sectors, organization types, operating models and
technology architectures will be available as time go on.
The WEB SUPPORT SERVICES arrow refers to various supporting training courses,
documents, tools and templates that support the principles described in the core
publications will be available more and more.
Capabilities will develop over time and will be enhanced as experience is gained and
lessons are learned. Capabilities can be used to develop distinctive service offerings to
gain and retain customers
Contract Risks are those risks associated with poorly negotiated agreements which
jeopardize the ability to deliver to agreed service targets and adversely affect
customer confidence.
Design Risks arise from the failings or shortcomings of converting requirements into
attributes of services.
Operational Risks arise from technical or administrative failings in the supporting the
service in the live environment.
Market Risks are those risks associated with the ever changing and increasingly
competitive business environment. An example of a market risk is failure to take full
advantage of an opportunity to exploit a gap in the market, perhaps as a result of poor
time to market strategies or lack of appropriate knowledge pertaining to recent
market trends.
Answer : a
Answer : a
Answer : a
New or changed services must be designed within appropriate timescales and costs
whilst ensuring that it is both fit for purpose (utility) and fit for use (warranty).
Service Design must also design:and manage the processes for the design, transition, operation and improvement of
high quality IT services taking into consideration supporting tools and information
systems
Secure and resilient IT infrastructures, environments, applications and information
resources to meet the current and future need of the business
Measurement methods and metrics for assessing the effectiveness and efficiency of
design processes and their deliverables
The Service Level Management (SLM) Process is responsible for proposing, negotiating
and maintaining Service Level Agreements (SLAs).
Also within the scope of this process is the establishment of Operational Level
Agreements (OLAs) and Underpinning Contracts (DCs) with external support supplier
organizations.
SLAs provide an important method of measuring IT Service quality and Service Level
Management drives the Continual Service Improvement Program.
The goal of SLM is to maintain and improve IT Service quality within cost justified
limits based on business requirements. This is done by an iterative process of setting
an agreed level of service, monitoring and reporting on the set levels and repeating
with improved levels.
The steady improvement of service quality and reduction in service disruption that
SLM can achieve reduces the cost/quality ratio of service provision and improves the
relationship between customers and IT.
Definitions:
Service Level Agreement (SLA)
A written agreement between an IT service provider and the IT customer(s) defining
the key service targets and responsibilities of each party
Operational Level Agreement (OLA)
An agreement between an IT service provider and another part of the same
organization that assists in the provision of the service
Underpinning Contract
A legally enforceable agreement to manage external supplier arrangements
The SLAs document the roles and responsibilities of both sides which reduces the risk
of misunderstandings and omissions. Having a common understanding of the
expected service also manages expectations both sides will understand and agree on
the timescales for deliverables. Having performance targets allows service quality to
be measured which paves the way for future improvements and also removes the
possibility of conflict over what constitutes 'good' or 'bad' service. Measuring service
quality also highlights weak areas for future improvement.
The Information Security Policy (ISP) should have the backing of senior management
both within IT and the business.
The policy should be widely available to all customers and users as well as IT staff.
The ISP should be referred to in SLAs and underpinning agreements and key areas of
the policy should be highlighted to ensure full understanding of roles and
responsibilities and help ensure adherence to the policy The Policy should be
reviewed at least on an annual basis.
Is often combined with availability management process and act as one team.
Answer : c
Answer : a
Increasing satisfaction for the customer, user, and Service Management staff can be
realised by successful transition of new or changed services. An essential part of the
transition is to ensure that all stakeholders are :properly communicated with especially during the deployment phase,
have all the necessary release documentation (release contents, user guides, FAQs
etc),
are properly trained to use or support the new or changed service
have all the necessary knowledge required to help use and support the new or
changed service
Change may be initiated from either IT or business ,but in both case business need are
assesed
Planned is important here as we can say ITIL has now gone a long way to integrating
with project changes.
The above figure shows a typical scope for the IT service Change
Management process and how it interfaces with the business and
suppliers at strategic, tactical and operational levels.
For example a strategic change to the business will impact on the service
portfolio or the service design. A tactical change in the business may
mean a change to the services delivered. A supplier change may impact
the way we manage our services or operate our services. And then there
are internal IT changes.
All must be considered or there will be a drop in the quality of the services
delivered.
These documents should be agreed with the relevant customers within the business,
with Service Level Management, with the Service Desk and with Availability
Management.
Once agreed, the Service Desk should communicate any planned additional downtime
to the user community at large, using the most effective methods available.
A Standard Change would be initiated by a customer / user via the Service Desk. The
organisation may issue an appendix to the SLA that shows the amount of notice
required and what information will be required at initiation. Following this each box in
the diagram will be associated with a role that will complete the activity.
Documentation will detail what each activity involves and the recording required.
Change Management must review all implemented Changes after a predefined period
has elapsed. This process may still involve CAB members; Change Management may
look to them for assistance in the review process.
Change reviews may be tabled at CAB meetings, for CAB members' information and to
agree any follow-up action that may be needed.
Where a Change has not achieved its objectives, Change Management (or the CAB)
should decide what follow-up action is required, which could involve raising a revised
RFC.
If the review is satisfactory or the original Change is abandoned, the RFC should be
formally closed in the logging system.
Weather?
Sounds a little strange at first but imagine you are working in the US and are employed
by a company in an area that may get hit by tornados -then having prior warning is
important information.
Answer : c
Answer : b
In Service Operation the focus on day-to-day activities to optimize the cost and quality
of the services. This has been described as the "Factory of IT
From customer's viewpoint, Service Operation represents where the actual value is
seen
Incident Identification
Incident Management is reactive and cannot be initiated until an Incident has
occurred and been reported
Incidents reports can come from Event management Directly via a web interface
A phone call or e-mail from a user via the Service Desk Incident logging
All Incidents must be logged and date/time stamped Incident categorisation
Reflects the exact type of Incident Categories may be multi-level Incident prioritisation
Priority should reflect the urgency and impact of the Incident and be referenced by
SLAs
Used for servie request and pre approved services and changes (toner change ,re
allocation )
Deming backs up the previous slide as it is a suitable method for ensuring all
improvements are well thought out, their objectives are achieved and they are
embedded into the organisation in order that they do not "slip back".
Plan
Determine goals and targets
Determine methods of reaching the goals
Do
Education and awareness
Implementation plan
Examples:
Improvement
XYZ Computing achieved a 20% reduction in the number of failed changes after
implementation of a formal change management process.
Benefits
XYZ Computings 15% reduction in failed changes has saved the company
20,000 in the first year
ROI
The formal Change Management process cost 15,000 to implement, the ROI was
therefore 5,000 or 33%
VOI
The implementation of the formal Change Management process freed up resource in
the IT department (previously used to rework chnages) which could then utilised
elsewhere.