Itil 2011 Foundation Certification E-Learning Course

ITIL 2011 FOUNDATION CERTIFICATION ELEARNING COURSE
ITIL Foundation Training Offered by Simplilearn.com

ITIL is a Registered Trade Mark of The Cabinet Office in the United Kingdom and other countries.
"The Swirl logo is a Trade Mark of The Cabinet Office ".
Ver. 2.2
ITIL 2011 Foundation Course Objectives

2
At the end of the course, you should be able to
Discuss the ITIL 2011 qualification scheme

Explain the practice of Service Management
Describe Service Lifecycle
Identify key principles and models of ITIL 2011
Define generic concepts in ITIL 2011
Discuss the processes, roles and functions in ITIL 2011
Summarise the use of technology with ITIL 2011
Successfully clear your ITIL 2011 foundation exam.
Simplilearn Solutions Pvt. Ltd. 2011
ITIL 2011 Foundation Course Agenda

3
Module 1: Introduction to Service Management Lifecycle
Principles of Service Management, Processes, The ITIL Service Lifecycle
Module 2: Service Strategy
Concepts and Models, Processes
Module 3: Service Design
Concepts and Models, Key Principles, Processes
Module 4: Service Transition
Module 5: Service Operations
Concepts and Models, Key Principles, Processes and Functions
Module 6: Continual Service Improvement
Module 7 : Summary and Exam Preparation
Review of Key Concepts and Practice Exam
Module 1
4
Introduction
To Service
Management
Lifecycle
Lesson 1.0: What is ITIL ?

5
What is ITIL ?
A set of publications for good practices in IT service Management.
Why ITIL ?
Focuses on descriptive guidance on IT Service Management thats
easily adapted.
Emphasizes Quality Management approach, standards
ITIL goals
Consistent, comprehensive, hygienic set of Best-Practice guidance
Platform independent discussion of processes
Common Language, Standardized vocabulary
Flexible framework, adaptable to different IT environments.
Lesson 1.1: ITIL 2011 Components

6
Lesson 1.2: ITIL Core Publications

7
Each lifecycle phase of ITIL 2011 Core

is represented by a Volume in the
Library
1.
2.
3.
4.
5.
Service Strategy
Service Design
Service Transition
Service Operation
Continual Service Improvement
Lesson 1.3: ITIL 2011 Qualification

Scheme: Credits System
8
Lifecycle Modules
Service Strategy
Service Design
Service Transition
Service Operation
Capability Modules
Operational Support and Analysis (OSA)
Planning Protection & Optimization (PPO)
Release Control and Validation (RCV)
Service Offerings & Agreements (SOA)
http://www.itil-officialsite.com/Qualifications/ITILV3QualificationScheme.asp
Lesson 1.4: ITIL 2011 Foundation Exam Format

9
Type
Online, Multiple choice, 40 questions. The questions are selected from

the full ITIL Foundation in IT Service Management examination
question bank.
Duration
Maximum 60 minutes. Candidates sitting the examination in a language

other than their native language have a maximum of 75 minutes
Supervised
Yes
Open Book
No
Pass Score
65% (26 out of 40)
Where ?
AEC Authorized Examination Centers
10
Lesson 2.0: Principles of IT Service

Management
Lesson objectives
At the end of this lesson, you should be able to:
Explain the concept of good practice
Define the concepts of service, Service
Management, Functions, Roles &Processes, and
RACI
The role of IT Governance across the Service
Lifecycle
Lesson 2.1: ITIL is presented as

Good Practice. What are good Practices?
11
Good Practices are generally commoditized, generally accepted, proven effective ways of
doing things which were previously considered best practices of the pioneering
organizations.
Successful Innovations applied diligently become Best

Practices
Best practice accepted and adopted by others become

common, Good Practices
Good Practices are Commoditized, generally accepted

principles, or regulatory requirements
11
Lesson 2.2: Why Choose Good

practices over Proprietary ones?
12
Good Practices, Public Standards

and frameworks
Proprietary knowledge
Wide Community Distribution

Public Training and Certification
Difficult to adopt
Difficult to replicate and transfer
Hard to document
Valid in Different applications

Peer Reviewed
Used by different parties
Highly customized
Specific to business needs
Hard to adapt or reuse
Free and publicly available

Labor market skills easy to find
Owners expect compensation
12
Lesson 2.3: What is a Service?

13
A means of delivering value to customers by facilitating outcomes customer want to

achieve, without the ownership of specific costs or risks.
Costs and Risks are transferred to service provider.

Customers focus on outcomes versus means.
Customer
Transfer costs and Risks
Retains focus and accountability for
outcomes
Service Provider
Takes on Costs and Risks
Responsible for the means of achieving
outcomes
13
Lesson 2.4: What is a Service Management?

14
Business Outcomes
Value
Customer Assets
Service Management
Performance
Services
Capabilities
Service Assets
Capabilities
Resources
A5 Management
Financial Capital
A4 Organization
Infrastructure
A3 Processes
Applications
A2 Knowledge
Information
A1
Resources
People
14
Lesson 2.5: Process, Functions and Roles

15
Process
- A set of activities designed to accomplish a specific
objective. A process takes defined inputs and turns them
into defined outputs. A process may include roles,
responsibilities, tools and management controls required
to deliver the outputs
15
Lesson 2.6: A Basic Process

16
Data, Information
and Knowledge
Desired
Outcome
Process
Suppliers
Activity 1
Customer
Activity 2
Activity 3
Service Control & Quality

Trigger
16
Lesson 2.7: Process Characteristics

17
It is measurable
It delivers specific result
Primary result are delivered to customers or stakeholders
It responds to specific events (triggers)
17
Lesson 2.8: Functions

18
Function
- A team or group of people and the tools they use to carry
out one or more processes or activities
18
Lesson 2.9: Processes across the organization

19
CIO
Operations
Development
Project
Management
Service desk
Website
Project 1
Mainframe
HR
Applications
Project 2
Application
Finance
Applications
Project 3
Architecture
Enterprise
Architecture
Networks
19
Lesson 2.10: Service Management Roles :

Service Owner
20
Service Owner :
The person who is accountable for the delivery of a specific IT Service. They are
responsible for continual improvement and management of change affecting Services
under their care. Example: The owner of the Payroll Service
Responsibilities:
To act as prime Customer contact for all Service related enquiries and issues
To ensure that the ongoing Service delivery and support meet agreed Customer
requirements
To identify opportunities for Service Improvements, discuss with the customer
and to initiate changes for improvements if appropriate.
To liaise with the appropriate Process Owners throughout the Service
Management lifecycle
To solicit required data, statistics and reports for analysis and to facilitate effective
Service monitoring and performance
20
Lesson 2.11: Service Management Roles :

Process Owner
21
Process Owner :
The person responsible for ensuring that the process is fit for the desired
purpose and is accountable for the outputs of that process. Example: The
owner for the Availability Management Process
Responsibilities:
Assisting with process design
Documenting the process
Make sure the process is being performed as documented
Making sure process meetings it aims
Monitoring and improving the process over time
21
Lesson 2.12: Connecting with

Processes and Functions: RACI
22
RACI is an acronym for the four main roles of:

Responsible the person or people responsible for getting the job done
Accountable only one person can be accountable for each task
Consulted the people who are consulted and whose opinions are sought
Informed the people who are kept up-to-date on progress.
Service
owner
Process
Owner
Security
Manager
IT
Head
Chief
Architect
Process
Manager
Create a framework for defining IT services
A/R
Build an IT service catalogue
A/R
Define SLA for critical IT services
Monitor and report SL performance
A/R
Review SLAs, OLAs and UCs
Review and Update IT service catalogue
A/R
Create service improvement Plan
A/R
Activities
Example RACI matrix
22
Lesson 2.13: Key Terminology: Service Provider

23
Service Provider :
An Organization supplying Services to one or more Internal Customers or

External Customers. Service provider is often used as an short form for IT
Service provider.
There are three types of business models service providers:
Type I
Internal Service Provider
Type II
Shared Services Provider
Type III
External Service Provider
An internal service provider that

is embedded within a business
unit e.g. one IT organization
within each of the business
units. The key factor is that the
IT Services provide a source of
competitive advantage in the
market space the business
exists in.
An internal service provider that

provides shared IT service to
more than one business unit
e.g. one IT organization to
service all businesses in an
umbrella organization. IT
Services typically dont provide
a source of competitive
advantage, but instead support
effective and efficient business
processes.
Service provider that provides IT

services to external customers
i.e. outsourcing
23
Lesson 2.14: Key Terminology: Supplier

24
Supplier:
A Third party responsible for supplying goods or Services that are required
to deliver IT services. Examples of suppliers include commodity hardware
and software vendors, network and telecom providers, and outsourcing
Organizations.
Business
Contract:
A legally binding agreement between two or more
parties to supply goods or services
Service Provider
Supplier
Fig: A Basic value Chain
24
25
Lesson 3.0: The Service Lifecycle

Lesson objectives
Understand the value of the Service Lifecycle
How the processes integrate with each other,
throughout
the Lifecycle
Explain the relationship between Governance
and IT Service Management
Lesson 3.2: The Lifecycle Interactions

26
The Business / Customers
Service Knowledge Management Systems

(SKMS) Including the Service Portfolio &
Service Catalog
Requirements
Service Strategy
SLPs from
Requirements
Resources &
Constraints
Policies
Strategy
SDPs
Service Design
Standards
Architectures
Solution
Design
SKMS Updated
Service Transition
Tested Solutions
Transition plans
Service Operation
Operations Plan
Continual Service
Improvement
Operational
Services
Improvement
Plans & Actions
26
Lesson 3.3: Relationship between

Governance and ITSM
27
Relationship between Governance and ITSM

Corporate Governance
Ensures the provision strategy and business
plans. Establishes the Corporate policies and
enables strategic direction, objectives, critical
success factors and key result areas.
Establishes IT policy, Standards and Principles,

Assures alignment of IT strategy to corporate
business strategy
IT Governance
Corporate Compliance
Assures adherence to Legal, Industrial and regulatory
requirements.
Assures the design and
operability of IT
policies , processes
and key controls
IT Compliance
Establishes, enables and executes the IT

strategy. Establishes Operations to assure
high-quality, compliant IT service
provisioning. Ensures effective key result
Areas.
IT Service Management
27
End of Module 1
28
Covered so far
What it ITIL
Process, Function, Technology
Life Cycle of Service i.e. SS,

SD, ST, SO and CSI
We are covering hereon
Lifecycle Phases
Processes and Functions
Tools used for ITSM
But before that a quiz !

28
Module 1: Quiz
29
Sample question 1:
Which of the following is NOT one of the ITIL 2011 core
publications?
a) Service Operation
b) Service Transition
c) Service Derivation
d) Service Strategy
29
Module 1: Quiz
30
Sample question 2:
What is the RACI model used for?
a) Documenting the roles and relationships of stakeholders in a
process or activity
b) Defining requirements for a new service or process
c) Analyzing the business impact of an incident
d) Creating a balanced scorecard showing the overall status of
Service Management
30
Module 1: Quiz
31
Sample question 3:
A service owner is responsible for which of the following?
a) Designing and documenting a Service
b) Carrying out the Service Operations activities needed to

support a Service
c) Producing a balanced scorecard showing the overall status of
all Services
d) Recommending improvements
31
Module 1: Quiz
32
Sample question 4:
Which of the following statements is CORRECT?
1. Only one person can be responsible for an activity
2. Only one person can be accountable for an activity
a) All of the above
b) 1 only
c) 2 only
d) None of the above
32
Module 1: Quiz
33
Sample question 5:
Which of the following statements are CORRECT about Functions?
1. They provide structure and stability to organizations
2. They are self-contained units with their own capabilities and resources
3. They rely on processes for cross-functional coordination and control
4. They are costlier to implement compared to processes
a) 1, 2 and 3 only
b) 1, 2 and 4 only
c) All of the above
d) None of the above
33
Module 1: Quiz
34
Sample question 6:
Which of the following is a characteristic of every process?
1. It is measurable
2. It is timely
3. It delivers a specific result
4. It responds to a specific event
5. It delivers its primary result to a customer or stakeholder
a) 1, 2, 3 and 4 only
b) 1, 2, 4 and 5 only
c) 1, 3, 4 and 5 only
d) All of the above
34
35
End of Module 1
Module 2
36
Service
Strategy
36
37
Lesson 1: Service Strategy
Lesson objectives
Understand the Goals and Objectives of Service

Strategy
Lesson 1.1: Service Strategy Objectives

38
Shows organization how to transform Service Management into a strategic

asset and then think and act in a strategic manner
Helps clarify the relationship between various services, systems or processes
and the business models, strategies or objectives they support
KEY ROLE: To stop and think about WHY something has to be done, before
thinking HOW.
38
Lesson 1.2: Key Strategy Questions

39
The objectives of service Strategy are to 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?
Process in Service Strategy:

Demand management
Service portfolio Management, and
Financial management
Business Relationship Management
39
40
Lesson 2.0: Key concepts of service

strategy
Lesson objectives
Describe basics of Value Creation through

Services
Explain Business Case
Lesson 2.1 Key Principles and Models

41
Service Value Creation : Utility & Warranty

Performance Supported ?
Fit for Purpose ?
OR
Constraints removed ?
Utility
Value
Available enough ?
Capacity enough ?
Continuous enough ?
AND
Fit for Use ?
Secure Enough ?
Warranty
41
42
Lesson 2.2: Service Value creation:

Utility & Warranty
42
Utility
Warranty
Functionality offered by
product /service as the
customer views it
Promise that the product/service will meet agreed requirements
What the customer gets
How it is delivered
Fitness for purpose
Fitness for use

Three Characteristics of warranty
>Provided in terms of availability/capacity of services
>Ensures customer assets continue to receive utility, even if
degraded, through major disruptions
> Ensures Security for value-creating potential of customer
assets
Increases performance
average
Reduces performance variation
Lesson 2.3: Basics of Value Creation:

Service Assets
43
43
Service Assets Resources and capabilities available to an organization.
Resources the IT infrastructure. People, money and others which

might help to deliver an IT service; the assets of an organization.
Capabilities ability to co-ordinate, control, deploy resources; the
intangible assets of an organization.
Resources
Capabilities
Financial Capital
Management
Infrastructure
Organization
Applications
Processes
Information
Knowledge
People
Lesson 2.4: Service Packages

44
Supporting Services
Package
(Enables or Enhances the
value proposition )
Core Services Package

(Basic outcomes desired
by the customer.)
Service Level Packages

(Defines level of utility and warranty provided by Service Package)
Availability Levels
Capacity Levels
Security Levels
Continuity
Service Features
Service Support
44
Lesson 2.5: Business Case

45
45
A decision support and planning tool that projects the likely

consequences of a business action
Justification for a significant item of expenditure.
Includes Information about costs, benefits, options, issues, risks and
possible problems
Uses qualitative and quantitative terms
Type Business case structure
1. Introduction business objectives addressed
2. Methods and assumptions- boundaries of the business case
3. Business Impacts Financial and non financial
4. Risks and Contingencies
5. Recommendations Specific Actions
Lesson 2.6: Risk

46
Risk
Risk is defined as uncertainty of outcome, whether positive opportunity
or negative threat.
There are two distinct phases. Risk Analysis and Risk Management.
Risk analysis is concerned with gathering information about exposure to
risk so that the organization can make appropriate decisions and
manage risk appropriately.
Risk management supports critical decision making process, in terms of
evaluating and selecting controls.
Management of risk covers a wide range of topics, including business

continuity management (BCM), security, program/Project risk
management and operational service management.
46
Lesson 2.9: Service Management

Technology & Automation
47
Automation (Tools) are extremely useful to improve utility and warranty of

services:
Real time and historical data for analysis
Correlation of data from multiple devices
Service Impact analysis for prioritization
Service Performance optimization
47

48
Automation of service processes helps improve the quality of service,

reduce costs and reduce risks by reducing complexity and uncertainty, and
by efficiently resolving trade-offs.
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.
48
49

Service Management Tools functionality include:
Self Help: a web front-end offering a menu-driven range of Self-Help and

Service Requests with a direct interface into the back-end processhandling software.
Workflow or Process Engine: should allow responsibilities, activities,

timescales, escalation paths and alerting to be pre-defined and then
automatically managed.
Integrated CMS: CIs, Relationships, Records related to incidents,

problems, KE & Change
Discovery/Deployment technology: populate or verify CMS data, assist

in license management, ability to deploy new software at target locations
49

50
Service Management tools functionality include (contd.)
Remote Control: allow relevant support groups to take control of the user
desktops
Diagnostic scripts & utilities
Reporting & Dashboards
50
51
Lesson 3.0: Service Strategy

Process
Lesson objectives
At the end of this lesson, you should be able Objectives
and basic concepts of the four processes in Service
Strategy:
Demand Management,
Service Portfolio Management
Financial Management
Business Relationship Management
Lesson 3.1: Demand Management: Objectives

52
The primary objective of Demand Management is to assist the IT

Service Provider in understanding and influencing Customer demand
for services and the provision of Capacity to meet these demands.
Other objectives include:

Identification and analysis of Patterns of Business Activity (PBA) and
user profiles (UP) that generate demand.
Utilizing techniques to influence and manage demand in such a way
that excess capacity is reduced but the business and customer
requirements are still satisfied.
52
Lesson 3.2: Managing Demand for Services

53
Demand Pattern
Service
Process
Service Belt
Patterns of
Business Activity
Capacity
Management
Plan
Delivery Schedule
Demand
Management
53
Lesson 3.3: PBA and UP

54
Pattern of Business Activity (PBA)
Workload profile of one or more business activities
Varies over time
Represents changing business demands
User Profile
Pattern of user demand for IT services
Each user profile includes one or more PBAs
54
Lesson 3.4: What is a Service Portfolio?

55
Service Portfolio
The Service Portfolio
represents the
commitments and
investments made by a
service provider across
all customers and market
spaces.
It also includes the
ongoing service
improvement plans and
third party services.
Customer
3
Customer
2
Customer
1
Service
Improve
-ment
Plan
Service
Portfolio
Third
Party
Services
Market
Space 1
Market
Space 2
Market
Space 3
55
Lesson 3.5: Components of Service Portfolio

56
Service Portfolio
Components of
Service
Portfolio
Service Catalog
Service Pipeline
Market
Spaces
Continual service
Improvement
Third
Party
Catalog
Service
Transition
Customers
Service
Design
Resources
Engaged
Service
Operations
Return on Assets
earned during Service
Operations
Retired
Services
Resources
Released
Common Pool of resources

56
Lesson 3.6: Financial Management:

Goals
and
Objectives
57
Business
Opportunities
Business
Technology
Capabilities
Financial
Management
IT
57
Lesson 3.7: Financial Management: Activities

58
Activities
Budgeting
Predicting the expected future requirements for

funds to deliver the agreed upon services and
monitoring adherence to the defined budgets.
Accounting
Enables the IT organization to account fully for the

way its money is spent.
Chargeback
Charging customers for their use of IT Services.
Demand
Modeling
Working with the process of Demand Management

to anticipate usage of services by the business and
the associated financial implications of future
service demand.
58
Lesson 3.8: Financial Management: Benefits

59
Benefits
Enhanced decision making.
Increased speed of change.
Improved Service Portfolio Management.

Financial compliance and control.
Improved operational control.
Greater insight and communication of the value created by IT
services.
Increased visibility of IT leading to increased perception of IT
59
Lesson 3.9: Business Relationship

Management: Purpose
60
The purpose of Business Relationship Management are

To establish and maintain relationship between the service
provider and customer
To identify customer needs and ensure that the service provider is
able to meet these needs
60
Lesson 4.0: Business Relationship Activities

61
Following are the two key activities
Being the voice of the service provider to the customer
Being the voice of the customer to the service provider
61
Lesson 4.1:Business Relationship Mgmt:

Role Business Relationship Manager
62
Responsible for the interaction and the communication with

customers
Could easily combine with the Service level Manager to create

seamless conduit from customer to service provider capabilities
used to ensure value
62
63
End of Service Strategy Module

Objectives and Key concepts of Service Strategy
Service Strategy processes.
Module 2: Quiz
64
Question 1:
Which ITIL process is responsible for drawing up a charging
system ?
a) Availability Management
b) Capacity Management
c) Financial Management for IT Services
d) Service Level Management
64
Module 2: Quiz
65
Question 2:
A Service Level Package is best described as?
a) A description of customer requirements used to negotiate a
Service Level Agreement
b) A defined level of utility and warranty associated with a core

service package
c) A description of the value that the customer wants and for
which they are willing to pay
d) A document showing the Service Levels achieved during an
agreed reporting period
65
Module 2: Quiz
66
Question 3:
The utility of a service is best described as:
a) Fit for design
b) Fit for purpose
c) Fit for function
d) Fit for use
66
Module 2: Quiz
67
Question 4:
The contents of a service package include:
a) Base Service Package, Supporting Service Package, Service
Level Package
b) Core Service Package, Supporting Process Package, Service
Level Package
c) Core Service Package, Base Service Package, Service

Support Package
d) Core Service Package, Supporting Services Package, Service
Level Packages
67
Module 2: Quiz
68
Question 5:
Setting policies and objectives is the primary concern of which of
the following elements of the Service Lifecycle?
a) Service Strategy
b) Service Strategy and Continual Service Improvement
c) Service Strategy, Service Transition and Service Operation
d) Service Strategy, Service Design, Service Transition, Service
Operation and Continual Service Improvement
68
Module 2: Quiz
69
Question 6:
Which of the following questions does guidance in Service Strategy
help answer?
1: What services should we offer and to whom?
2: How do we differentiate ourselves from competing alternatives?
3: How do we truly create value for our customers?
a) 1 only
b) 2 only
c) 3 only
d) All of the above
69
Module 3
70
Service
Design
70
71
Lesson 1.0 Service Design

Lesson objectives
Understand the Goals and Objectives of

Service Design
Understand the Value Service Design
provides to the Business.
Lesson 1.1: Service Design Objectives

72
To convert the strategic objectives defined during Service Strategy

into Services and Service Portfolios.
To use a holistic approach for design to ensure integrated end-toend business related functionality and quality.
To ensure consistent design standards and conventions are

followed in all services and processes being designed.
72
Lesson 1.2: Value to Business

73
Reduced Total Cost of Ownership (TCO)

Improved quality of service
Improved consistency of service
Easier implementation of new or changed services
Improved service alignment
More effective service performance
Improved IT governance
More effective Service Management and IT processes
Improved information and decision-making
73
74
Lesson 2.0: Service Design Key

Concepts
Lesson objectives
Understand the importance of People, Processes,

Products and Partners for Service Management.
Understand the five major aspects of Service

Design.
Explain Service Design Package
Lesson 2.1: 4 Ps in Service Management

75
Skills
Organisation
Experience
People
Products
Services
Technology
Tools
IT Service Management
Suppliers
Manufacturers
Vendor
Partners
Processes
Activities
RACI
Dependencies
75
Lesson 2.2: Major Aspects of Service Design

76
New or Changed Service Solutions Design

Service Management systems and tools design
Technology and Management architectures design
Processes design
Measurement systems design
76
Lesson 2.3: Service Design Package

77
Defines all aspects of an IT Service and its requirements through each

stage of its lifecycle. A service Design package is produced for every
new IT service, a major change or for retiring a service.
Service Acceptance
Criteria
Business requirements
Service Applicability
Service Contacts
Service Functional
Requirements
Service Level
Requirements
Contents of a
Service Design
Package
Service Operational
Acceptance Plan
Service Transition
Plan
Service Program
Service Design &

Topology
Organisational
Readiness
77
78
Lesson 3.0: Service Design

Processes
Lesson objectives
State the Objectives and basic concepts of the following processes
Service Catalog Management
Service Level Management
Supplier Management
Capacity Management
Availability Management
IT Service Continuity Management
Information Security Management
Design Coordination
Lesson 3.1: Service Catalogue

Management: Objectives
79
Objectives
To provide a single source of consistent

information on all of the agreed services, and
ensure that it is widely available to those who
are approved to access it.
To ensure that a Service Catalog is produced,
maintained, and kept current, containing accurate
information on all operational services and those
being prepared to be run operationally.
Key terms
Business Service Catalog

Technical Service Catalog
79
Lesson 3.2: Service Catalogue

Management: Key Terms
80
Business Service Catalog
Details of all the IT services delivered to the customer,

together with relationships to the business units and the
business process that rely on the IT services. This is the
customer view of the Service Catalogue.
Technical Service Catalog
Contains the details of all the IT services delivered to

the customer, together with relationships to the
supporting services, shared services, components and
CIs necessary to support the provision of the service to
the business.
80
Lesson 3.3: Service Level Management:

Objectives
81
Objectives
To ensure an agreed level of IT service is

provided for all current IT services, and future
services have an achievable target.
To define , document, agree on, monitor
measure, report and review the level of IT
services provided.
To provide and improve the relationship and
communication with the business and customers.
Proactive measures to improve the levels of
service delivered are implemented in a costjustified manner.
Key terms
Service Level requirements (SLRs), Service

Catalog, Service Level Agreement (SLA),
Operational Level Agreement (OLA),
Underpinning contract (UPC)
81

Process Activities
82
Design and
Plan SLAs
Determine
and Document
Requirements
Service Design
SLA
Improvement
Monitor
Service
Performance
Negotiate
& Continual Service
Negotiate &
Agree
Improvement
Produce
Service
Reports
Conduct Service
review and
Instigate Service
Improvement
82

Terminology
83
Service Level
requirements (SLR)
Detailed recording of the Customers needs, forming the

basis for design criteria for a new or modified service.
Service Catalog
A written statement of available IT services, default

levels, options, prices and identification of which
business processes or customers use them.
Service Level
Agreement (SLA)
An Agreement between an IT Service Provider and a

Customer. The SLA describes the IT Service, documents
Service Level targets, and specifies the responsibilities
of the IT Service Provider and the Customer.
Operational Level
Agreement (OLA)
Internal agreement with another function of the same

organization which supports the IT service provider in
their delivery of services.
Underpinning
Contract (UPC)
Contract with an external supplier that supports the IT

organization in their delivery of services.
SLAM Chart
A Service Level Agreement Monitoring(SLAM) Chart is

used to help monitor and report achievements against
Service Level Targets.
83

Key Terms Illustrated
84
Business
Process
Business
Process
Payroll
Network
Services
Email
Services
Storage
Services
Business Process
S
L
A
Storage
Services
OLA
OLA
OLA
OLA
Service Desk
Hardware
Software
Applications
IT Infrastructure
U
P
C
External
U
P
C
Supplier
Storage
U
P
C
84

Designing SLA Structures
85
Multi Level SLAs
Customer Based vs. Service Based SLAs

Customer A
Customer B
Customer C
Service Based
Service Y
(Coffee)
Corporate Level SLA
Customer A
Customer Based
Service X
(Tea)
Corporate
Service Z
(Juice)
Customer B
Customer Level SLA

Service X
(Tea)
Service Y
(Coffee)
Service Z
(Juice)
Service Level SLA

85

SLA Content
86
Service Level Agreement

for Service XYZ
Introduction to the SLA.

Service description
Mutual Responsibilities
Scope of SLA
Applicable Service Hours
Service Availability
Reliability
Customer Support Agreements
Relationship and Escalation contacts
Service Performance Metrics
Security
Costs and Charging Mechanisms.
86
Lesson 3.9: Supplier Management: Objectives

87
Objectives
To manage suppliers and the services they supply, to

provide seamless quality of IT service to the
business and ensure that value for money is
obtained.
Ensure that underpinning contracts and agreements
with suppliers are aligned to business needs.
Manage relationships with suppliers.
Negotiate and agree contracts with suppliers.
Manage supplier performance.
Maintain a supplier policy and a supporting
Supplier and Contract Database (SCD).
Key terms
Supplier and Contract Database (SCD)
87
Lesson 3.10: Supplier Management:

Supplier and Contract Database
88
Supplier
Strategy
& Policy
Supplier categorization and

Maintenance of the SCD
Supplier and
Contracts
Evaluation
Supplier
&
Contract
Database
(SCD)
Establish new
suppliers and
Contracts
Supplier & Contract

Management &
performance
Contract
Renewal And/or
termination
88
Lesson 3.11: Supplier Management:

Relationship with Service Level Management
89
Supplier Management
Service Level
Management
Supplier
Management
Service Level
Agreements (SLA)
Underpinning
Contracts (UCs)
To ensure the UCs are aligned with

SLRs and SLAs by managing
relationships with Supplier.
External
Suppliers
89
Lesson 3.12: Capacity Management:

Objectives
90
Objectives
To ensure that cost-justifiable IT capacity in all

areas of IT always exists and is matched to the
current and future agreed needs of the business, in
a timely manner.
Produce and maintain an appropriate and up-todate Capacity Plan.
Provide advice and guidance to the business and IT
on all capacity and performance-related issues
Ensure that service performance achievements meet
or exceed all of their agreed performance targets.
Key terms
Capacity plan/ CMIS

Business capacity management
Service capacity management
Resource/Component capacity management
90

A Balancing Act
91
Supply
Capacity
Resources
Components
Demand
Performance
Cost
91

Process Activities
92
Review Current Capacity

and Performance
Capacity Management
Information System (CMIS)
Capacity
performance reports
& data
Improve Current service

and component capacity
Forecasts
Plan new Capacity

Capacity Plans
Assess, Agree &

Document new
Requirements & Capacity
92

Sub Process
93
Business
Capacity
Management
Translates business needs and plans into

requirements for service and IT infrastructure,
ensuring that the future business requirements for IT
services are quantified, designed, planned and
implemented in a timely fashion.
Service Capacity
Management
Management, control and prediction of the end-toend performance and capacity of the live,
operational IT services usage and workloads.
Ensure that the performance of all services, as
detailed in service targets within SLAs and SLRs, is
monitored and measured, and that the collected
data is recorded, analyzed and reported.
Component
Capacity
Management
Management, control and prediction of the

performance, utilization and capacity of individual
IT technology components.
93
Lesson 3.16: Availability Management

Process: Objectives
94
Objectives
To ensure that the level of Service Availability

delivered in all services is matched to or exceeds
the current and future business requirements, in a
cost-effective manner.
To provide a point of focus and management for all
availability-related issues.
Produce and maintain an appropriate and up-todate Availability Plan.
Ensure that proactive measures to improve the
availability of services are implemented wherever it
is cost-justifiable to do so.
Key terms
Availability, Reliability, Maintainability,

Serviceability
Vital business Functions (VBF)
Expanded Incident Lifecycle & MTRS, MTBF, MTBSI
94
Lesson 3.17: Availability Management:

Key Terms explained
95
Availability
Reliability
Maintainability
Serviceability
The percent time of agreed service hours the

component or service is available.
A measure of how long a component or IT
Service can perform its agreed operation
without interruption.
A measure of how quickly and effectively a

component or IT Service can be restored to
normal working after a Failure.
The ability of a Third-Party Supplier to meet
the terms of its Contract. This Contract will
include agreed levels of Reliability,
Maintainability or Availability for an IT service
or component.
95
Key Terms explained..contd.
96
Vital business
Functions
(VBFs)
The business critical elements of the business

process supported by an IT Service.
Typically this will be where more effort and
investments will be spent to protect these vital
business functions.
Service
Availability
All aspects of service availability and

unavailability and the impact of component
availability, or the potential impact of
component unavailability on service
availability.
Component
Availability
All aspects of component availability and

unavailability.
96

Expanded Incident Lifecycle
Time to
detect
Time to
Record
Time to
Diagnose
Time to
Repair
Time to
Recover
Time to
Restore
Mean Time to Restore Service (MTRS)
Downtime
Incident 2
Uptime
Restored
Recovered
Repaired
Diagnose
Record
Detect
Incident 1
Uptime
97
Mean Time
Between
Failures
(MTBF)
Mean Time to between system incidents (MTBSI)

97
Lesson 3.20: IT Service Continuity

98
Objectives
To support the overall Business Continuity

Management (BCM) process by ensuring that the
required IT technical and service facilities (including
computer systems, networks, applications, data
repositories, telecommunications, environment,
technical support and Service Desk) can be resumed
within required, and agreed, business timescales.
Maintain a set of IT Service Continuity Plans and IT
recovery plans that support the overall Business
Continuity Plans (BCPs) of the organization.
Key terms
Business Continuity Planning (BCP)

Business Impact Analysis (BIA)
Business Continuity Management (BCM)
Risk Analysis
98

Management: Key Terms Explained
99
Business
Continuity
Management
(BCM)
Strategies and actions to take place to continue

Business Processes in the case of a disaster.
It is essential that the ITSCM strategy is
integrated into and a subset of the BCM
strategy.
Business Impact
Analysis (BIA)
Quantifies the impact loss of IT service would

have on the business.
Identifies the most important services to the
organisation and is therefore critical input to
Strategy
Vital Business
Functions (VBFs)
The business critical elements of the business

process supported by an IT Service.
Typically this will be where more effort and
investments will be spent to protect these vital
business functions.
99

Management: Key Terms Explained..contd
100
Risk
Possibility of an event occurring that could cause

harm or loss, or affect the ability to achieve
Objectives.
A Risk is measured by the probability of a
Threat, the Vulnerability of the Asset to that
Threat, and the Impact it would have if it
occurred.
Risk
Assessment
Identification & Evaluation of Assets, Threats

and Vulnerabilities that exist to business
processes, IT services, IT infrastructure and other
assets.
Risk
Management
Identifying appropriate risk responses or costjustifiable countermeasures to combating

identified risks.
100

Management: Lifecycle Activities
101
Initiation
Invocation
Requirements
& Strategy
On Going
Operations
Business Continuity
Strategy
Implementation
Business Continuity
Plans
101
Lesson 3.24: Information Security

102
Objectives
To align IT security with business security and ensure

that information security is effectively managed in
all service and IT Service Management activities.
To protect the interests of those relying on
information, and the systems and communications
that deliver the information, from harm resulting
from failures of availability, confidentiality and
integrity.
Key terms
Availability, Confidentiality, Integrity

Information Security policy
Information Security Management System (ISMS)
102

Management: Key Terminology
103
Confidentiality
Integrity
Availability
Protecting information against unauthorized

access and use.
Examples: Passwords, swipe cards, firewalls
Accuracy, completeness and timeliness of services,
data information, systems and physical locations.
Examples: Rollback mechanisms, test procedures,
audits.
The information should be accessible at any
agreed time. This depends on the continuity
provided by the information processing systems.
Examples: UPS, resilient systems, Service desk
hours
103

Management: Security Framework
104
Information Security Framework
Information
Security
Strategy
Information Security Management System

Information
Security Policy
Information
Security
Organisation
Information
Security Controls
Information Security Processes

Management of Security Risks
> Communications Strategy

> Training & Awareness
Strategy
104

Management: Security Policy
105
Audience for
Security Policy
These policies
should be widely
available to all
customers and
users, and their
compliance should
be referred to in
all SLRs, SLAs,
contracts and
agreements.
Security Policy Contains.
An overall Information Security Policy

Use and misuse of IT assets policy
Access control policy
Password control policy
E-mail policy
internet policy
Anti-virus policy
Information classification policy
Document classification policy
Remote access policy
Policy for supplier access of IT service, information
and components
Asset disposal policy.
105
Lesson 3.28: Information Security Mgmt:

Information Security Management System (ISMS)
106
Interested
Parties
(Customers,
Suppliers
etc.)
Service level
Agreements (SLAs)
Underpinning
Contracts (UCs)
Operational level
agreements (OLAs)
Policy Statements
Information
Security
Requirements &
Expectations
Learn
Improve
Plan
Implement
Plan
Implement
Awareness,
Classification
Personnel Security
Physical Security
Systems Security
Security Incident
Procedures
Control
Managed
Information
Security
Organize
Establish framework
Allocate responsibilities
Maintain
Evaluate
Interested
Parties
(Customers,
Suppliers
etc.)
Internal audit
External audit
Self assessments
Security Incidents
106
Lesson 3.29: Design Coordination - Objectives

107
Design Coordination main objectives are

Ensuring consistent design of services
Coordination of all design activities across projects
Maintaining Governance
107
Lesson 3.30: Design Coordination - Governance

108
Some aspects of the governance that Design Coordination can bring

includes
Assisting and supporting each project through all the activities and
processes
Maintaining policies and guidelines for service design activities
Planning and forecasting of the resources for future demand
Ensuring that all the requirements are appropriately addressed in
service designs
108
Lesson 3.31: Design Coordination - Keywords

109
Service Design Package

Service Design Policy
109
110
End of Module 3
111
Service Design :Quiz
Module 3 : Quiz
112
Question 1:
Which of the following is NOT one of the five individual aspects of
Service Design?
A. The design of the Service Portfolio, including the Service
Catalogue
B. The design of new or changed services
C. The design of Market Spaces
D. The design of the technology architecture and management
systems
112
Module 3 : Quiz
113
Question 2:
Which of the following is MOST concerned with the design of new
or changed services?
A. Change Management
B. Service Transition
C. Service Strategy
D. Service Design
113
Module 3 : Quiz
114
Question 3:
Implementation of ITIL Service Management requires preparing
and planning the effective and efficient use of:
A. People, Process, Partners, Suppliers
B. People, Process, Products, Technology
C. People, Process, Products, Partners
D. People, Products, Technology, Partners
114
Module 3 : Quiz
115
Question 4:
What is the MAIN goal of Availability Management?
A. To monitor and report availability of components
B. To ensure that all targets in the Service Level Agreements
(SLAs) are met
C. To guarantee availability levels for services and components
D. To ensure that service availability matches or exceeds the
agreed needs of the business
115
Module 3 : Quiz
116
Question 5 :
The Information Security Policy should be available to which
groups of people?
A. Senior business managers and all IT staff only

B. Senior business managers, IT executives and the Information
Security Manager only
C. All customers, users and IT staff
D. Information Security Management staff only
116
Module 3 : Quiz
117
Question 6 :
Which of the following are activities that would be carried out by
Supplier Management?
1: Management and review of Organisational Level Agreements (OLAs)
2: Evaluation and selection of suppliers
3: Ongoing management of suppliers
A. 1 and 2 only
B. 1 and 3 only
C. 2 and 3 only
D. All of the above
117
Module 4
118
Service
Transition
118
Lesson 1.0: Service Transition

Lesson objectives

Service Transition
Explain What value Service Transition
provides to the Business
Lesson 1.1: Service Transition Goals

120
Assure proposed changes in the Service Design package are realized.

Plan for and Implement the Deployment of Releases for New or Changed
Services.
Test Releases so as to minimize the possibility of undesirable impact to
the Production environment.
Retire or Archive Services.
KEY ROLE: To move Services from Design to Operations, without impacting

the ongoing Services
Lesson 1.2: Service Transition Objectives

121
Plan and manage the resources to establish successfully a new or

changed service into production within the predicted cost, quality and time
estimates.
Ensure there is minimal unpredicted impact on the production services,
operations and support organization.
Increase the customer, user and Service Management staff satisfaction
with the Service Transition practices including deployment of the new or
changed service, communications, release documentation, training and
knowledge transfer.
Increase proper use of the services and underlying applications and
technology solutions.

122
The capacity of the business to respond quickly and adequately

to changes in the market improves.
Changes in the business as a result of takeovers, contracting,
etc. are well managed.
More successful changes and releases for the business.
Better compliance of business and governing rules.
Less deviation between planned budgets and the actual costs
Better insight into the possible risks during and after the input of
a service into production.
Higher productivity of customer staff
122
Lesson 2.0: Service Transition: Key

Principles and Models
Lesson objectives
Understand Configuration Item

Understand Configuration Management System
Lesson 2.2: Configuration Item (CI)

124
124
Anything that needs to be managed in order to deliver an IT Service.

CI information is recorded in the Configuration Management System.
CI information is maintained throughout its lifecycle by Configuration
Management.
All CIs are subject to Change Management control.
CIs typically include

IT Services, hardware, software, buildings, people, and formal
documentation such as Process documentation and SLAs
Lesson 2.3: Configuration Management

System (CMS)
125
125 Information about all Configuration Items
CI may be entire service, or any component
Stored in 1 or more databases (CMDBs)

CMS stores attributes
Any information about the CI that might be needed
CMS stores relationships
Between CIs
With incident, problem, change records etc.
CMS has multiple layers
Data sources and tools, information integration, knowledge processing
(scorecards, dashboards etc.), presentation
126
Lesson 3.0: Service Transition

Processes
Lesson objectives
At the end of this lesson, you should be able to understand
Objectives and basic concepts of the four processes in
Service Transition:
Transition, Planning and Support

Change Management
Service Asset and Configuration Management
Release and Deployment management, And
Knowledge Management
127
Lesson 3.0.1: Transition, Planning and

Support
Lesson objectives
State the Goals, Objectives and basic

concepts of Transition, Planning and Support
Lesson 3.0.2:Transition, Planning and

Support- Goals and Objectives
128
The Objectives of Transition, Planning and Support are

Successful Planning and coordination of resources
Ensuring common framework
Proper planning for aligning customer and business change projects with
Service Transition plans
128
Lesson 3.0.3:Transition, Planning and

Support Activities- Purpose
129
The purpose of the Transition, Planning and Support activities are:

Planning appropriate capacity and resources
Provide support for the Service Transition teams and people
Integrity of changes with all other Service Transition processes
Coordination of activities across projects, suppliers and service teams
129
130
Lesson 3.1: Change Management

Lesson objectives
State the Goals, Objectives and basic

concepts of Change Management
Lesson 3.2: Change Management :

Goals and Objectives
131
Goals and Objectives:

Respond to changing business requirements
Respond to Business and IT requests to align Services with business
needs.
Ensuring Changes are introduced in a controlled manner.
Optimize business risk
Implement changes successfully
Implement changes in times that meet business needs
Use standard processes
Record all changes
131
Lesson 3.3: Change Management : Scope

132
Scope
Addition, Modification or Removal of
Any Service or Configuration Item or associated documentation
Including
Strategic, Tactical and Operational changes
Excluding
Business strategy and process
Anything documented as out of scope
132

Change Types
133
Change Types
Normal changes
Types are specific to the organization
Type determines what assessment is required
Standard changes
Pre-authorized with an established procedure
Tasks are well known, documented and low risk (usually)
E.g replacement of faulty printer, upgrade PC etc.
Emergency changes
Business criticality means there is insufficient time for normal handling
Should use normal process but speeded up
Impact can be high, more prone to failure, Should be kept to minimum
Remediation planning
Backout Plans
133

Change Flow
134
134

Roles in Change Management
135
Change Manager
Ensures
that process is followed

Usually authorizes minor changes
Coordinates and runs CAB meetings
Produces change schedule
Coordinates change/built/test/implementation
Reviews/Closes Changes
135

Change Advisory Board (CAB)
136
Change Advisory Board (CAB)
Supports the change manager
Consulted on significant changes
Business, users, application/technical support, operations, service

desk, capacity, service continuity, third parties
people who have clear understanding of business needs
Technical specialists / consultants
Emergency CAB (ECAB)
Subset of the standard CAB
Membership depends on the specific change
136

Change Metrics
137
Change Metrics
Compliance
Reduction in unauthorized changes
Reduction in emergency changes
Effectiveness
Percentage of changes which met requirements
Reduction in disruptions, defects and re-work
Reduction in changes failed/backed out
Number of incidents attributable to changes
Efficiency
Benefits (value compared to cost)
Average time to implement (by urgency/priority/type)
Percentage accuracy in change estimates
137

Key Challenges
138
Business pressure to just do it
Inaccurate and incomplete Configuration Management System

Soiled Technical Function areas
Misunderstanding of Emergency changes
Scalability across large organizations
Vendor/Contract Compliance
Adhoc nature of people
138
139
Lesson 3.11: Service Asset and

Configuration Management
Lesson objectives
State the goals, objectives and basic concepts of


Configuration Management: Goals and Objectives
140
The goal of SACM is to provide a logical model of the IT infrastructure

correlating IT services and different IT components (physical, logical etc)
needed to deliver these services
The objective of SACM is to define and control the components of
services and infrastructure and maintain accurate configuration records.
This enables an organization to comply with corporate governance
requirements, control its asset base, optimize its costs, manage change
and release effectively, and resolve incidents and problems faster.
140

Configuration Management: Basic Concepts
141
Basic Concepts
What is a Configuration Item (CI) ?
Anything that needs to be managed in order to deliver an IT Service
CI information is recorded in the Configuration Management System
CI information is maintained throughout its lifecycle by Configuration Management
All CIs are subject to Change Management control
CI Types :
CIs typically include
IT Services, hardware, software, buildings, people, and formal documentation such as
Process documentation and SLAs
141

Configuration Management: Basic Concepts
142
Basic Concepts
Configuration baseline
Configuration details captured at a specific point in time. This
captures both the structure and details of a configuration Item.
It is used as a reference point for future Builds, Releases and
Changes. (e.g. After major changes, disaster recovery etc).
Typically managed through the Change Management process.
142

Configuration Management: Basic Concepts: Contd..
143
Basic Concepts
What is a Configuration Management System (CMS) ?
Information about all Configuration Items
CI may be an entire service, or any component
Stored in 1 or more databases (CMDBs)
CMS stores attributes

Any information about the CI that might be needed
CMS stores relationships
Between CIs
With incident, problem, change records etc.
CMS has multiple layers
Data sources and tools, information integration, knowledge processing (scorecards,
dashboards etc.), presentation
143

Configuration Management: Basic Concepts: Contd..
144
Basic Concepts
What is a Definitive Media Library (DML) ?
The only source for build and distribution
Master copies of all software assets
In house, external software houses
Scripts as well as code
Management tools as well as applications
Including licenses
Quality checked
Complete, correct, virus scanned ..
144

Configuration Mgmt..: Basic Concepts: CMDB & DML
145
Basic Concepts
DML and CMDB
145
Lesson 3.16: Service Asset and Configuration Mgmt.:

Basic Concepts: Relationship between CMDB, CMS and SKMS
146
SKMS
Informed Decision
CMS
CMDB
146
147
Lesson 3.17: Release and Deployment

Management
Lesson objectives

Release and Deployment Management

Management: Goals
148
Release management is responsible for planning, scheduling, and

controlling the movement of new or changed services, in the form
of a release package, to both the testing and the live production
environments
Deployment management is responsible for the movement of new
or changed hardware, software, documentation, or other
configuration items into the live production environment.
148

149
Planned Release and Deployment in line to the business needs

Build, Install, Test and Integrate releases
Efficiently, successfully and on schedule.

With minimal impact on production services, operations, and support teams
Enabling new or changed services to deliver agreed service requirements
Control and minimize the impact of releases to the ongoing

services
Transfer knowledge and skills to end users and support teams,
leading to an effective use and support
149

Management: Basic Concepts: Release Policy
150
Release Policy: The overarching strategy for Releases and was derived
from the Service Design phase of the Service Lifecycle and typically
includes:
Release Description with the unique identification, numbering and naming
conventions.
The roles and responsibilities at each stage in process.
The expected frequency for each type of release
The approach for accepting and grouping changes into a release.
The mechanism to automate the build, installation and release distribution
processes to improve re-use, repeatability and efficiency
How the configuration baseline for the release is captured and verified against
the actual release contents, e.g. hardware, software, documentation and
knowledge
Exit and entry criteria and authority for acceptance of the release into each
Service Transition stage and into the controlled test, training, disaster recovery
and production environments
Criteria and authorization to exit early life support and handover to Service
Operations.
150

Management: Basic Concepts: Release Unit
151
Release unit
- Cls that are normally released together

- Typically includes sufficient components to perform a useful
function. For example - Fully configured desktop PC, payroll
applications
Release package
- Single release or many related releases
- Can include hardware, software, utility, warranty,

documentation, training
151

Management: Basic Concepts: Release Types
152
Release Types
Major Release:
Containing large proportions of new functionalities. Also known

as a Major Upgrade, generally supersedes all preceding minor
upgrades.
Minor Release:
Contains small enhancements and fixes. A Minor Upgrade or
release generally supersedes previous emergency fixes.
Emergency Release:
Normally linked to an Emergency change.
152
Lesson 3.22: Release and Deployment Mgmt.

Basic Concepts: Release and Deployment Approaches
153
Release and Deployment Approaches
Big bang versus phased approach
Phased approach can be users, locations, functionality ..
Push versus Pull deployment

Automated versus manual deployment
153
154
Lesson 3.23: Knowledge Management

Lesson objectives

Lesson 3.24: Knowledge Management:

155
The goal of Knowledge Management is to Improve quality of

management decision making by ensuring that reliable and secure
information and data is available throughout the service lifecycle
The objective of Knowledge Management is to ensure that the right
information is delivered to the appropriate place or person at the right
time to enable informed decisions.
155

Purpose
156
Knowledge Management is The process responsible for gathering,

analyzing, storing and sharing knowledge and information within an
organization.
The primary purpose of knowledge Management is to improve
efficiency and effectiveness by reducing the need to rediscover
knowledge.
156

Basic Concepts: DIKW
157
157

Service Knowledge Management System
158
158
Lesson 3.28: Knowledge Management: SKMS

159
A set of tools for managing knowledge and information.

SKMS includes CMS.
SKMS contains all the information needed to manage the lifecycle
of IT Services.
159
160
Service Transition : Summary

Service Transition processes:
Transition, Planning and Support
Change Management
Release and Deployment Management
161
Service Transition : Quiz
Module 4: Quiz
162
Question 1:
Which of the following statements about a standard change is
INCORECT ?
a) A Standard change is a low risk change
b) Standard changes are pre-authorized changes
c) Standard changes are authorized by E-CAB
d) Standard changes are only raised by Incident Management
162
Module 4: Quiz
163
Question 2:
Which statement is the CORRECT statement about the relationship
between CMS and SKMS ?
a) The SKMS is a part of the CMS
b) The CMS is a part of the SKMS
c) There is no relationship between the CMS and SKMS
d) The CMS and the SKMS are the same
163
Module 4: Quiz
164
Question 3:
Whish of the following is an activity of SACM ?
a) Account for all the Financial assets of an organization
b) Specify the relevant attributes of CI
c) Implement ITIL across the organization
d) Design Service models to justify ITIL implementations
164
Module 4: Quiz
165
Question 4:
Which of the following does Service Transition provide guidance
on:
1. Moving New and Changed Services to production
2. Testing and Validation
3. Transfer of services to and from external service provider
a) All of the above
b) None of the above
c) Only 1 and 2
d) Only 1
165
Module 4: Quiz
166
Question 5:
Which of the following is an INCORRECT Release and
Deployment approach?
a) Propagate and Consolidate
b) Push and Pull
c) Big bang and Phased
d) Automated and Manual
166
Module 4: Quiz
167
Question 6:
Which of the following would be stored in the DML?
1. Copies of Purchased software
2. Copies of Internally developed software
3. Relevant License documentation
4. The Change schedule
a) All of the above
b) 1 and 2 only
c) 3 and 4 only
d) 1, 2 and 3 only
167
Module 5
168
Service
Operations
168
169
Lesson 1.0: Service Operations

Lesson objectives
Understand the Goals and Objectives of Service

Operations
Briefly Explain What Value Service Operations provide
to business
Understand Key Concepts & definitions
Understand the Role of Communication in Service
Operations
Lesson 1.1: Service Operations: Objectives

170
To coordinate and carry out the activities and processes required to

deliver and manage services at agreed levels to business users and
customers.
Responsible for the ongoing management of the technology that is
used to deliver and support services.
Carrying out activities and Processes required to deliver and manage
Services at agreed levels.
KEY ROLE: How to achieve effectiveness & efficiency in Service Delivery

so as to ensure value to business and the service provider
170

171
Service Operations is where the plans, designs and optimizations

from other ITIL lifecycle phases are executed and measured.
Service value is modeled in Service Strategy
The cost of the service is designed, predicted and validated in
Service Design and Service Transition
Measures for optimization are identified in Continual Service
Improvement
From a customer viewpoint, Service Operation is where actual

value is seen.
171
Lesson 1.3: Role of Communication

172
Good communication is important across all phases of the service lifecycle

but particularly so in Service Operation
Good communication is needed between all IT Service Management staff

and with users/ customers / partners.
Issues can often be mitigated or avoided through good communication .
All communication should have:
- Intended purpose and/ or resultant action
- Clear audience, who should be involved in deciding the
need/format
Examples of Communications in Service Operations
Routine operational communication
Communication between shifts
Performance reporting
-Communication related to emergencies
Training on new or customized processes and service designs
172
Lesson 1.4: Events

173
An expected or unexpected change of state of a an IT component that could negatively
impact delivery of IT services.
Events are typically notifications created by an IT service, Configuration Item (CI) or a
monitoring tool.
Event Type
Description
Informational
An event that does not require any action, regular operation

Example: Notification that a scheduled workload has completed
Warning
An Event that is unusual but not an exception, requires closer

monitoring.
Example: A servers CPU utilization is approaching maximum
performance threshold.
Exception
An Event signifying a service or a device is operating abnormally

Example: A PC scan reveals the installation of unauthorized
software.
173
Lesson 1.5: Alerts & Incidents

174
Incident
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.
Alerts are managed by the Event
Management Process.
Objective is to notify the concerned
Stakeholders
An unplanned interruption to an IT
service.
A reduction in the quality of an IT
service.
Failure of an IT component that has
not yet affected service, but could
likely disrupt service if left
unchecked. This can be raised by IT
support teams.
Example: Failure of a server in a
clustered mode.
Relationship between Events, Alerts and Incident

All Alerts are Events, but not all Events trigger Alerts
All Incidents are Events, but all Events are not Incidents
174
Lesson 1.6: Service Request

175
Service Request
A generic description for many varying types of demands that are placed upon the
IT Department by the users.
Many of these requests are actually small changes low risk, frequently occurring,
low cost, etc.
Their scale and frequency, low-risk nature means that they are better handled by a
separate process, rather than being allowed to congest and obstruct the normal
Incident and Change Management processes.
Examples:
A request to change a password,
A request to install an additional software application onto a particular PC,
A request to relocate some items of desktop equipment
175
Lesson 1.7: Problem & Workaround

176
Problem
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.
Prioritized in the same way and for

same reasons as Incidents.
Workaround
A temporary way to restore service

failures to a usable level. For example;
rebooting a server hang.
Used for reducing or eliminating the

Impact of an Incident or Problem for which
a full Resolution is not yet available.
Workarounds for Incidents that do not

have associated Problem Records are
documented in the Incident Record.
Workarounds for Problems are

documented in Known Error Records.
176
Lesson 1.8: Known Error (KE) and Known

Error Database (KEDB)
177
Known Error (KE)
Known Error Database (KEDB)
A storage of previous knowledge of

incidents and problems
exact details of the fault and the
symptoms that occurred
how they were overcome
Allows quicker diagnosis and resolution

if Incidents/Problems recur.
A Problem that has a documented Root

cause and a Workaround.
A known error might be raised for
a problem whose root cause is not
yet known but a workaround has
been identified.
Known Errors are created and

managed throughout their Lifecycle by
Problem Management.
Known Errors may also be identified by

Development or Suppliers. For
example; Application incompatibility
reports for Windows by Microsoft
.
177
Lesson 1.9: Impact, Urgency & Priority

178
Impact
A measure of the effect of an Incident, Problem or Change on

Business Processes.
Based on how Service levels will be affected.
Urgency
A measure of how long it will be until an Incident, Problem or

Change has a significant Impact on the Business.
Priority
The relative importance of an Incident, Problem or Change.

Priority is based on Impact and Urgency, and is used to identify
required times for actions to be taken.
For example, the SLA may state that Priority 2 Incidents must
be resolved within 12 hours.
178
179
Lesson 2.0: Service Operations Process

Lesson objectives
State the objectives and basic concepts for Event

Management
Lesson 2.1: Event Management: Objectives

180
180
Definition
The process responsible for monitoring Events throughout their
Lifecycle.
Objectives
To detect events, make sense of them and determine the appropriate control
action.
Can be used as a basis for automating many routine Operations

Management activities,
For example
- executing scripts on remote devices, or
- submitting jobs for processing
It provides a way of comparing actual performance and behavior against
design standards and SLAs.
Provide the basis for Operational Monitoring and Control
Lesson 2.2: Event Management: Process

Activities
181
Process Activities
Event occurs
Event Detection , Filtering & Notification
Event Significance (Type of Event)
(Information, Warning or Exception)
Event correlation.
Event Response
Event Review & Closure
181
Lesson 2.3: Event Management:

Event Logging & Filtering
182
182

Managing Exceptional Events
183
183

Managing Information & Warning Events
184
184
Lesson 2.6: Incident Management: Objectives

185
Definition
The process for dealing with all incidents; this can include failures, questions or
queries reported by the users (usually via a telephone call to the Service Desk),
by technical staff, or automatically detected and reported by event monitoring
tools.
Objectives
To restore normal service operation as quickly as possible and minimize the
adverse impact on business operations
To ensure that the best possible levels of service quality and availability are
maintained, i.e. restore service within SLAs
185
Lesson 2.7: Incident Management:

Scope and Value to Business
186
Scope
Value to Business
Managing any disruption or

potential disruption to live IT services
Lower downtime to the business,

which in turn means higher
availability of the service.
Incidents identified
Directly by users through the
service Desk
Through an interface from Event
Management to incident
Management tools
The capability to identify business

priorities and dynamically allocate
resources as necessary.
The ability to identify potential

improvements to services.
Reported and/or logged by

technical staff
186

Basic Concepts
187
Time Scales
Timescales must be agreed for all incident handling stages.

- Depending on Priority & SLAs
- Documented in OLAs & UCs
All support groups should be made fully aware of these
timescales.
Incident Models
An Incident model is predefined steps to handle a particular

Incident.
The incident model should include:
The steps that should be taken to handle the incident
The order in which these steps should be taken in.
Major Incident
Responsibilities; who should do what
An Incident Model to handle Incidents of Major Impacts and great

Urgency.
187

Process Flow & Activities
188
188

Process Interfaces
189
Performance
incidents
Incident
Workarounds
SLAs, OLAs, UCs
Service
Level
Manage
ment
Capacity
Manage
ment
Incident
Management
Availabil
ity
Manage
ment
Availability
incidents
CI data
Maintain faulty CI
Status
Event
Manage
ment
Problem
Manage
ment
Change
Manage
ment
Service break/ degrading

Events
Potential problems
RFC for resolving Incidents

Incidents from Failed
Changes
SACM*
*SACM: Service Asset & Configuration Management
189
Lesson 2.11: Problem Management: Objectives

190
Definition
The process responsible for managing the lifecycle of all problems.
Problem Management seeks to identify and remove the root-cause of Incidents
in the IT Infrastructure.
Objectives
To prevent problems and resulting incidents from happening and to
eliminate recurring incidents
To minimize the impact of incidents that cannot be prevented.
190
Lesson 2.12: Problem Management:

Scope and Value to Business
191
Scope
Value to Business
Together with Incident and Change

Management increases IT service
availability and quality.
Reduction in downtimes and

disruptions of Business critical
systems.
Reduced expenditure on
workarounds or fixes that do not
work
Reduction in cost of effort in firefighting or resolving repeat

incidents.
Activities required to diagnose the

root cause of incidents and to
determine the resolution to those
problems.
Responsible for ensuring that the
resolution is implemented through the
appropriate control procedures,
especially Change Management and
Release Management.
Maintain information about
problems and the appropriate
workarounds and resolutions
191

Basic Concepts
192
Reactive Problem
Management
Resolution of underlying cause (s)
The activities are similar to those of Incident

Management for the logging, categorization and
classification for Problems. The subsequent activities are
different as this is where the actual root-cause analysis
is performed and the Known Error corrected.
Covered in Service Operation
Proactive Problem
Management
Prevention of future problems by analyzing Incident

Records, and using data collected by other IT Service
Management processes and external sources to identify
trends or significant problems.
Generally undertaken as part of Continual Service
Improvement (CSI)
192

Process Flow: Reactive Problem Management
193
Problem
detection &
Logging
Problem
Categorization
& Prioritization
Problem
Investigation &
Diagnosis
Problem
Resolution &
Closure
Workarounds &
raising Known
Error Records
Major Problem
Reviews
Errors from
Development /
Suppliers
Known
Error
Database
193

Process Flow: Interfaces with Other Processes
194
Availability Management
Change Management
Capacity Management
Configuration Management
Problem
Management
Release & Deployment
Management
Service Level Management
IT Service Continuity
Management
Financial Management
194
Lesson 2.16: Request Fulfillment Process

195
Definition
The processes of dealing with Service Requests from the users.
Objectives
To provide pre-defined pre-approved standard services to users.
To provide users with information on available services and procedures for
obtaining them.
Deliver requested standard services.
Assist IT users with general information, comments and complaints
Basic Concepts
Request models Specific procedures for handling certain types of requests
For example; IMACS, Password resets, etc.
195
Lesson 2.17: Access Management: Objectives

196
Definition
The process of granting authorized users the right to use a service, while
preventing access to non-authorized users.
Also referred to as Rights Management or Identity Management.
In practice, Access Management is the operational enforcement of the
policies defined by Information Security Management.
Objectives
To grant authorized users the right to use a Service and deny access to
unauthorized users
To Execute policies and actions defined in Security and Availability
Management
196
Lesson 2.18: Access Management:

Basic Concepts
197
Basic Concepts
Access
Access refers to the level and extent of a services functionality

or data that a user is entitled to use.
Identity
The information about the user that distinguishes them as an

individual, and which verifies their status within the
organization.
By definition, the identity of a user is unique to that user.
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.
Service/ Service
Groups
Granting users/User groups access to similar set of services
197
198
Lesson 3.0: Service Operations:

Functions
Lesson objectives
Explain the role, objectives and

organizational structures of Service desk
Lesson 3.1: Service Desk

199
Definition
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.
Acts as daily Single point of contact for IT users
Objectives
To restore the normal service to the users as quickly as possible.
Operate as Level 1 for Incident Management and Request Fulfillment i.e.
Log calls, do initial diagnosis and investigation and if possible resolve and
close.
Manage Incidents throughout its lifecycle, which also includes user

communication and Technical & hierarchical escalations.
Conducting customer/user satisfaction survey.
199
Lesson 3.1: Purpose of Service Desk

200
Purpose of Service Desk

Improved customer service, perception of IT and satisfaction with IT services
Increase accessibility to IT services through a single point of contact,
communication and information.
Better quality and faster turnaround of customer or user IT requests
Enhanced focus and a proactive approach to IT service provisioning.
More meaningful management information for decision support
Improved teamwork and communication amongst IT staff.
A reduced negative business impact.
Improved usage of IT Support resources and increased productivity of
business personnel.
200
Lesson 3.2: Organization Structures

201
Type
Description
1. Local
Located physically close to the user community it serves.
2. Centralized
Service desk is deployed at one central physical location.
3. Virtual
Impression of single, centralized Service desk, through the

use of technology and tools to create a virtual Service
desk.
4. Follow-The-Sun
Multiple Service desks across time zones to provide 24x7

service.
5. Specialized
specialist groups within the overall Service Desk structure,

so that incidents relating to a particular IT service can be
routed directly (normally via telephony selection or IVR or
a web-based interface) to the specialist group.
201
Lesson 3.3: Service Desk Function:

Organization Structures - Local
202
Local
Aids communication and gives a

clearly visible presence
Can often be inefficient and

expensive to resource due to low call
volumes
Reasons for a Local service desk

Language and cultural or
political differences
Different time zones
Specialized groups of users
VIP/criticality status of users.
Local Users
Service Desk
(local)
Third Party
Support
Application
Support
Infrastructure
Support
202

Organization Structures- Centralized
203
Centralized
Customer
Site 1
Customer
Site 2
Customer
Site 3
Service Desk
(centralized)
Local Service Desks merged into one

or few locations.
more efficient and cost-effective,

allowing fewer overall staff to deal
with a higher volume of calls.
local presence to handle physical

support requirements, but controlled
and deployed from the central desk.
Second-Line Support
Third party
Support
Application
Support
Infrastructure
Support
203

Organization Structures- Virtual
204
Virtual
Single Visible Service Desk which

may actually be run by staff in
multiple locations.
Allows for homeworking, secondary

support group, off-shoring or
outsourcing or any combination
necessary to meet user demand.
Safeguards are needed to ensure

consistency and uniformity in service
quality and cultural terms
204
Lesson 3.6: Service Desk: Service Desk Staffing

205
Service Desk Staffing

Correct number and qualification at any given time, considering
Customer expectations and business requirements
e.g. call response time (SLA) , Budget

Number of users to support, their language and skills
Coverage period, out-of-hours, time zones/locations, travel time
Processes and procedures in place, Infrastructure for short breaks
Minimum qualifications
Interpersonal skills, Business and underlying IT understanding
Skill sets
Customer and Technical emphasis, Expert
Typing skills
205
Lesson 3.7: Service Desk: Service Desk Metrics

206
Service Desk Metrics

Periodic evaluations of health, maturity, efficiency, effectiveness and any
opportunity to improve
Realistic and carefully chosen total number of call is not itself good or
bad
Some examples:
First-line resolution rate
Average time to resolve and/or escalate an incident
Total costs for the period divided by total call duration minutes
The number of calls broken by time of day and day of week, combined with the
average call-time
Customer/User Satisfaction surveys
206
Lesson 3.8: Technical Management

207
Role of Technical Management Function

The groups, departments or teams that provide technical expertise and overall
management of the IT Infrastructure
Custodian of technical knowledge and expertise related to managing the IT
Infrastructure.
Provides the actual resources to support the ITSM Lifecycle.
- Ensures that resources are effectively trained and deployed to design,
build, transition, operate and improve the technology required to deliver and support IT
services.
Objectives
To help plan, implement and maintain a stable technical infrastructure to
support the organizations business Processes
-Well designed and highly resilient, cost-effective infrastructure configuration
- Use of adequate technical skills to maintain the technical infrastructure and to
speedily diagnose and resolve any technical failures that do occur.
207
Lesson 3.9: Application Management

208
Role of Application Management Function

Responsible for managing applications throughout their lifecycle.
Custodian of technical Knowledge and expertise related to managing
application, whether purchased or developed in-house.
It provides the actual resources to support the ITSM Lifecycle
Providing guidance to IT Operations about how best to carry out the
ongoing operational management of applications.
The integration of the Application Management Lifecycle into the ITSM
Lifecycle
Objectives
To helping to identify functional and manageability requirements for
application software so as to support the organizations business Processes.
Assist in design and deployment of applications.
Assist in ongoing support/maintenance/improvement of applications.

208
Lesson 3.10: IT Operations Management

Function
209
Role of IT Operations Management Function

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.
Operations Control - oversees the execution and monitoring of the
operational activities and events in the IT Infrastructure.
Includes Console Management, Job Scheduling, Backup & restore,
Print & output Management and Maintenance activities on behalf
of Technical or Application Management teams.
Facilities Management - 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.
209
Lesson 3.11: IT Operations Management

Objectives
210
Objectives
Maintenance of the as- is infrastructure and procedures to achieve stability
of the organizations 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.
210
211
Service Operations : Quiz
Module 5
212
Question 1:
Major Incidents require:
A. Separate procedures
B. Less urgency
C. Longer timescales
D. Less documentation
212
Module 5
213
Question 2:
Which of the following should be done when closing an Incident?
1: Check the Incident categorization and correct it if necessary

2: Decide whether a Problem needs to be logged
A. 1 only
B. Both of the above
C. 2 only
D. None of the above
213
Module 5
214
Question 3:
Which of the following is NOT a valid objective of Request
Fulfillment?
A. To provide information to users about what services are
available and how to request them
B. To update the Service Catalogue with services that may be
requested through the Service Desk
C. To provide a channel for users to request and receive standard

services
D. To source and deliver the components of standard services that
have been requested
214
Module 5
215
Question 4:
Which Functions are included in IT Operations Management?
A. Network Management and Application Management
B. Technical Management and Application Management
C. IT Operations Control and Facilities Management
D. Facilities Management and Technical Management
215
Module 5
216
Question 5:
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
216
Module 5
217
Question 6:
Which of these activities would you expect to be performed by a
Service Desk?
1: Logging details of Incidents and service requests
2: Providing first-line investigation and diagnosis
3: Restoring service
4: Diagnosing the root-cause of problems
A. All of the above
B. 1, 2 and 3 only
C. 1, 2 and 4 only
D. 2, 3 and 4 only
217
218
End of Module 5
Module 6
219
Continual
Service
Improvement
219
Lesson 1.0: Continual Service Improvement

Lesson 1.1: Continual Service Improvement:

Goals
221
To continually align IT Services to the changing Business needs by

identifying and implementing improvements.
Continually be on the lookout for improvements related to process
effectiveness and efficiency.
To implement improvement plans in a cost-effective manner.

Objectives
222
Review analyze and recommend improvement opportunities in all the life

cycle phases
To make CSI activities, fact based, CSI Reviews and analyze Service level
achievement results
Identify and implement activities for improve service efficiency and
effectiveness to improve service quality
Improve cost effectiveness
Ensure appropriate quality management methods are used to support CSI
activities

Scope
223
Scope of CSI:
Overall health of ITSM. It takes care of entire ITSM as well as all
dependent services.
Alignment of the service portfolio with business needs
After implementing and operating processes, CSI help Maturing the
processes.
Organization need to:
Review management information and trends of service delivery
Ensure outputs of enabling ITSM are achieving results
Conduct audits to access maturity of process, compliance of
processes.
Conduct customer satisfaction surveys.
Lesson 2.0: CSI Key Principles and

Models
Understand the Basic Concepts and Key Principles of

John Kotters eight steps for Organization
Transformation
Lesson 2.1: CSI and Organizational Change

225
225
Successful CSI requires organizational change
Organizational change presents challenges

Use formal approaches to address people-related issues:
John Kotters Eight steps to transforming your organization
Project Management
Lesson 2.2: John Kotters 8 steps to

Organizational Transformation
226
226
Steps
Quotes
Creating Sense of
urgency
50% of transformations fail in this stage.

Without motivation, people wont help and efforts goes nowhere
76% of companys management should be convinced of the need
Forming a guiding
coalition
Understand difficulties and producing change.
Lack of effective, Strong leadership

Not a powerful coalition. Opposition eventually stops the change initiatives.
Creating a Vision
Without a sensible vision transformation effort can easily dissolve into a list
of confusing, incompatible projects.
An explanation of 5 minutes should obtain reaction of understanding and
Interest.
Communicating Vision
Without credible communication, and lot of it, the hearts and minds of the
troops are never captured.
Make use of all communication channels.
Reference: Crown copyright OGC.
Lesson 2.3: John Kotters 8 steps to

Organizational Transformationcontd
227
227
Steps
Quotes
Empowering others to
act on vision
Structures to underpin the vision.. And removal of barriers to change.

More people involved, the better the outcome.
Reward initiatives.
Planning for and

creating quick wins
Real transformation takes time. Without quick wins too many people give up
or join the ranks of those opposing change.
Actively look for performance improvements and establish clear goals.
Communicate success.
Consolidating
improvements and
producing more
change
Until changes sink deeply into the culture new approaches are fragile and
subject to regressions.
In many cases worker revert to old practices.
Use credibility of quick wins to tackle even bigger problems.
Institutionalize the
change
Show how new approaches, behavior and attitude have helped improve
performance. Ensure selection and promotion criteria underpin the new
approach.
Reference: Crown copyright OGC.
Lesson 2.4: Service Measurement

228
228
The ability to predict and report service performance against targets of an

end-to-end service is known as Service Measurement.
Will require someone to take the individual measurements and
combine them to provide a view of the customer experience.
This data can be analyzed over a period of time to produce a trend.
This data can be collected at multiple levels, (for example, CIs,
processes, services).
Lesson 2.5: Reasons to Monitor & Measure

229
229
Lesson 2.5: Types of Metrics

230
230
Technology metrics: typically components and applications For

example
Performance
Availability
Process metrics: Critical Success Factors (CSFs), Key Performance
Indicators (KPIs), activity metrics for ITSM processes
Service metrics: end-to-end service metrics (often Service metrics are
a sum of process and technology metrics)
Lesson 2.6: Key Definitions

231
231
Improvement Favorable Outcome showing a measurable increase in a

desirable metric or a decrease in undesirable metric.
Benefit Gain achieved from Improvement. This is generally associated with
ROI or VOI.
Return on Investment (ROI) Quantifiable monetary benefit achieved by
expending a certain amount of money, usually expressed as a percentage.
Value on Investment (VOI) Non monetary benefit, such as branding,
achieved by expending a certain amount of money.
Baseline Benchmark used as a reference point for later comparison.
Deming Cycle
232
232
Plan:
Establish the objectives and
processes necessary to deliver
results in accordance with customer
requirements and the organization's
policies.
Do:
Implement the processes.
Check:
Monitor and measure processes and
product against policies, objectives
and requirements for the product
and report the results.
Act:
Take actions to continually improve
process performance.
P
A
D
C
Lesson 2.7: Seven Step Improvement

Process- PDCA Cycle
233
233
7 Step Improvement Process PDCA cycle

CHECK
DEFINE WHAT YOU
SHOULD MEASURE
ANALYZE THE
DATA
PLAN
DEFINE WHAT YOU
CAN MEASURE
PRESENT AND USE

THE DATA
DO
PROCESS THE
DATA
IMPLEMENT
CORRECTIVE
ACTION
GATHER THE
DATA WHO,
HOW, WHEN
ACT
Lesson 2.8: Continual Service

Improvement Model
234
234
235
CSI : Quiz
Module 6: Quiz
236
Question 1:
Which of the following does CSI provide guidance on?
1. How to improve process efficiency and effectiveness
2. How to improve services
3. Improvement of all phases of service lifecycle
4. Measurement of processes and services
a) 1 and 2 only
b) All of the above

c) 2 only
d) 1, 3 and 4 only
236
Module 6: Quiz
237
Question 2:
Which is the first activity of the CSI model?
a) Carry out a baseline assessment to understand the current
situation
b) Understand the Business Vision and Objectives
c) Agree on priorities for Improvement
d) Create and verify a plan
237
Module 6: Quiz
238
Question 3:
Which of the following is NOT a metric described in CSI?
a) Process Metric
b) Personnel Metric
c) Service Metrics
d) Technology Metrics
238
Module 6: Quiz
239
Question 4:
Which of the following are objectives of CSI?
1. To improve process efficiency and effectiveness
2. To improve services
3. To improve all phases of service lifecycle except Strategy
4. To improve International standard such as ISO 20000
a) 1 and 2 only
b) 2 and 4 only
c) 1, 2 and 3 only
d) All of the above

239
Module 6: Quiz
240
Question 5:
Learning and Improvement is the PRIMARY concern of which of
the following phases of service lifecycle?
a) Continual Service Improvement
b) Service Strategy and Service Design
c) Service Strategy, Service Transition and Service Operation
d) Service Strategy, Service Design, Service Transition and
Service Operation
240
241
CSI : Summary
Goals and Objectives of CSI
John Kotters 8 steps of Organizational Transformation
Service Measurement and Metrics
7 Step Improvement process
CSI Improvement Model
ITIL 2011 Foundation Certification Exam

Practical Tips
242
Read the question CAREFULLY
At this level of exam the obvious answer is often the correct answer (if you have
read the question carefully!)
Beware of being misled by the preliminary text for the question
If you think there should be another choice that would be the right answer, then
you have to choose the most right
Use strategies such as What comes first? or What doesnt belong? to help
with the more difficult questions
Where there are questions that involve multiple statements (i.e. 1, 2, 3, 4), then
try to eliminate combinations that are immediately incorrect (based on something
you can remember) so that the question is broken into smaller, and more
manageable pieces.
242

Practical Tips
243
Lets see with an example how to answer the questions.
Sample Question
Which of the following statements is CORRECT for ALL processes?
a) They define functions as part of their design

b) They should deliver value for stakeholders
c) They are carried out by an external service provider in support of a customer
d) They are units of organizations responsible for specific outcomes
243

Practical Tips
244
Let us look at another example.
Sample Question
Which of the following statements about a Definitive Media Library (DML) are
CORRECT?
1. The DML can include a physical store
2. The DML holds definitive hardware spares
3. The DML includes master copies of controlled documentation
a) All of the above
b) 1 and 2 only
c) 2 and 3 only
d) 1 and 3 only
244

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ITIL 2011 FOUNDATION CERTIFICATION ELEARNING COURSE

ITIL Foundation Training Offered by Simplilearn.com

ITIL 2011 Foundation Course Objectives

At the end of the course, you should be able to

Discuss the ITIL 2011 qualification scheme

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ITIL 2011 Foundation Course Agenda

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Lesson 1.0: What is ITIL ?

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Lesson 1.1: ITIL 2011 Components

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Lesson 1.2: ITIL Core Publications

Each lifecycle phase of ITIL 2011 Core

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Lesson 1.3: ITIL 2011 Qualification

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Lesson 1.4: ITIL 2011 Foundation Exam Format

Online, Multiple choice, 40 questions. The questions are selected from

Maximum 60 minutes. Candidates sitting the examination in a language

65% (26 out of 40)

AEC Authorized Examination Centers

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Lesson 2.0: Principles of IT Service

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Lesson 2.1: ITIL is presented as

Successful Innovations applied diligently become Best

Best practice accepted and adopted by others become

Good Practices are Commoditized, generally accepted

Lesson 2.2: Why Choose Good

Good Practices, Public Standards

Wide Community Distribution

Valid in Different applications

Free and publicly available

Owners expect compensation

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Lesson 2.3: What is a Service?

A means of delivering value to customers by facilitating outcomes customer want to

Costs and Risks are transferred to service provider.

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Lesson 2.4: What is a Service Management?

Lesson 2.5: Process, Functions and Roles

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Lesson 2.6: A Basic Process

Service Control & Quality

Lesson 2.7: Process Characteristics

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Lesson 2.8: Functions

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Lesson 2.9: Processes across the organization

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Lesson 2.10: Service Management Roles :

Lesson 2.11: Service Management Roles :

Lesson 2.12: Connecting with

RACI is an acronym for the four main roles of:

Create a framework for defining IT services

Build an IT service catalogue

Define SLA for critical IT services

Monitor and report SL performance

Review SLAs, OLAs and UCs

Review and Update IT service catalogue

Create service improvement Plan