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Itil Service Management Foundation Course: Welcome To Global Knowledge

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68 views264 pages

Itil Service Management Foundation Course: Welcome To Global Knowledge

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Ahmed

We take content rights seriously. If you suspect this is your content, claim it here.

Available Formats

Download as PPTX, PDF, TXT or read online on Scribd

You are on page 1/ 264

Version 7.

Welcome to Global Knowledge

ITIL® Service management
Foundation course

ITIL® is a registered trade mark of AXELOS Limited)

Foundation examination information

 Closed book, multiple choice examination

 40 questions
 1 hour to complete
 65% required to pass (26 from 40)
 Pre-requisite for further ITIL qualifications

Service management
as a practice

What is ITIL?

 Best practice guidance for IT service management

 Produced by AXELOS

 Published by The Stationery Office

 Over 30 years old – two major revisions

 Minor revision in 2011

 Guidance rather than a standard

 Supported by software solutions

The Swirl logo TM is a trade mark of AXELOS Limited

Why is ITIL successful?

 Vendor neutral
 Not based on any particular technology platform or
industry type
 Non-prescriptive
 Robust, mature and time-tested practices applicable to
all types of service organisation
 Best practice
 Represents the learning experiences and thought
leadership of the world’s best-in-class service providers

Best practice in the public domain

Standards Employees
Industry Practices Customers
Academic Research Suppliers
Training and Education Advisors
Internal Experience Technologies
FILTERS

Knowledge fit for business

objectives

Copyright AXELOS Limited 2011 Reproduced under licence from AXELOS

Why organisations adopt ITIL (1)

 Deliver value for customers through services

 Integrate the strategy for services with the business strategy
 Measure, monitor and optimise IT services and service
provider performance
 Manage the IT investment and budget
 Manage risk
 Manage knowledge

Why organisations adopt ITIL (2)

 Manage capabilities and resources to deliver services

effectively and efficiently
 Enable adoption of a standard approach to service
management across the enterprise
 Change the organisational culture to support the
achievement of sustained success
 Improve the interaction and relationship with customers
 Coordinate the delivery of goods and services across the
value network
 Optimise and reduce costs

What is a service?

Definitions:
 Services are a means of delivering value to customers by
facilitating the outcomes customers want to achieve without
the ownership of specific costs and risks

 An outcome is the result of carrying out an activity,

following a process or delivering an IT service. The term is
used to refer to intended results, as well as to actual results

IT services

 Provided by an IT service provider

 Information technology, people and processes
 A customer-facing IT service directly supports the business
 Outcomes should be defined in a service level agreement
 Core
 Deliver the basic outcomes required by one or more customers
 Enabling
 May or may not be visible but the customer doesn’t see them as a
service
 Enhancing
 Not essential to the delivery of a service but added as excitement
factors

IT service management

 Service management - “a set of specialised organisational

capabilities for providing value to customers in the form of
services”
 IT service management (ITSM) “ the implementation and
management of quality IT services that meet the needs of
the business”
 Performed by IT service providers through an appropriate
mix of people, process and information technology

Who delivers IT services?

 IT service provider - provides IT services to internal or

external customers

Stakeholders in ITSM

 In addition to the service provider...

 Customers (internal and external)

 Users
 Suppliers
 Functions,e.g. service desk

How are services delivered?

 Process: A set of co-ordinated activities combining

resources and capabilities to produce an outcome that
creates value for the customer

 Function: Units of organisations specialised to perform

certain types of work and responsible for specific outcomes

 Role: A position, responsibility or duty within a process or

function

Generic process model

Copyright AXELOS Limited 2011 Reproduced under licence from AXELOS

Process characteristics

 Measurable
 Specific results
 Delivers to customers
 Responds to specific events

Specific roles

 ITIL describes four key roles that assist in the provision

of quality services:

 Service owner
 Process owner
 Process manager
 Process practitioner

Responsibility model - RACI

Director Service
Problem Security Procurement
Service Level
Manager Manager Manager
Management Manager
Activity 1 AR C I I C
Activity 2 A R C C C
Activity 3 I A R I C
Activity 4 I A R I
Activity 5 I R A C I

 The rows represent a number of required activities and the

columns identify the people who make the decisions, carry out the
activities or provide input

Key: R = Responsible A = Accountable C = Consulted I = Informed

Copyright AXELOS Limited 2011 Reproduced under licence from AXELOS

Governance - keeping the balance

Ensures policies and processes are fair and transparent

Risk

Risk can be defined as:

“ uncertainty of outcome ”

 Identify
 Analyse
 Manage

Dealing with risk

 Accept
 Avoid
 Mitigate
 Transfer

Service management as a practice

sample question 1
According to the RACI model, which of the following
statements is CORRECT?

1. Only one person can be responsible for an activity

2. Only one person can be consulted for an activity

a) Both 1 and 2
b) Only 1
c) Only 2
d) Neither 1 nor 2

Service management as a practice

sample question 2
A service owner is responsible for which of the following?

a) Continual improvement of the service

b) Designing a service
c) Carrying out the operational activities to support a service
d) Auditing the processes required to operate the service

Service management as a practice

sample question 3
Which of the following is concerned with ensuring polices
are fair and processes followed?

a) Value
b) Governance
c) Risk
d) Service level management

ITIL and the service lifecycle

®
The ITIL framework

Continual
service
improvement Service
transition

Service
strategy

Service
Service
design
operation en e
Co mp r

em e r vi c
n ti o v

t
I

pr l S
nua em

I m tinua
l S e nt

ov
e rv

n
Co
i ce

Copyright AXELOS Limited 2011 Reproduced under licence from AXELOS

Service strategy

 Processes:
 Financial management for IT services
Insert Book picture
 Business relationship management
 Service portfolio management

Not covered at Foundation level:

 Strategy management for IT services

 Demand management

"The Swirl logo™ is a Trade Mark of the Office of Government Commerce"

Copyright AXELOS Limited 2011 Reproduced under licence from AXELOS

Purpose and objectives

 Define what the organisation's strategy is

 Definition of services and the customers who use them
 Define how value is created and delivered
 Identify opportunities to provide services and exploit them
 Create a service provision model of to whom services are
delivered
 Define capability required to deliver the strategy
 Documentation and coordination of how service assets are
used
 To run the strategy processes

Service value - utility and warranty

Copyright AXELOS Limited 2011 Reproduced under licence from AXELOS

Assets

 Customer assets - Any resource or capability used by

a customer to achieve a business outcome

 Service assets - Any resource or capability used by a

service provider to deliver services to a customer

 Resources - Are direct inputs for production

 Capabilities - Represent an organisation’s ability to

coordinate, control and deploy resources to produce
value

Assets - resources and capabilities

 Resources  Capabilities
 Financial Capital  Management
 Infrastructure  Organisation
 Applications  Processes
 Information  Knowledge
 People (number)  People (skills and relationships)

It is usually easier to acquire

resources than capabilities

Types of service provider

Type 1

Type 2

Type 3

Service classification

Copyright AXELOS Limited 2011 Reproduced under licence from AXELOS

Service portfolio management

Purpose

Ensure that the service provider has the right mix of

services to balance the investment in IT with the ability
to meet business outcomes

Objectives

 Which services to provide?

 Maintain the definitive service portfolio
 How services help achieve strategy?
 Which services are offered, under what conditions and at
what level of investment?
 Track the investment
 Which services should be retired?

Scope

 Future, present and past services

 Whether services create value for the service provider and
organisation
 Must be able to compare new and old services

Service portfolio

Copyright AXELOS Limited 2011 Reproduced under licence from AXELOS

Financial management
for IT services

Purpose

To secure the appropriate level of funding to design,

develop and deliver services that meet the strategy of the
organisation

Objectives

 Identify /manage /communicate the cost of providing service

 Financial impact of new or changed strategies
 Securing funding
 Good stewardship of assets
 Relationship between expenses and income
 Managing and reporting expenditure
 Financial policies and practices
 Accounting
 Forecasting
 Where appropriate, recover the costs of service provision

Scope

 Budgeting

 Accounting

 Charging

Business case

 A business case is a decision support and planning tool that

projects the likely consequences of a business action

 Introduction
 Methods and assumptions
 Business impacts
 Risks and contingencies
 Recommendations

Business relationship
management

Purpose

 To establish and maintain a business relationship

between the service provider and the customer

 To identify customer needs and ensure that the service

provider is able to meet these needs

Objectives

 Understand the customer’s perspective of service

 Ensure high levels of customer satisfaction
 Relationship between the service provider and the customer
 Identify changes to the customer environment
 Technology trends that could impact services provided
 Business requirements for new or changed services
 Ensure the service provider is meeting the customer needs
 Ensure services deliver value
 Mediate on conflicting customer requirements
 Formal complaints / escalation processes for the customer

Scope

 To understand the following:

 Business outcomes that the customer wants to achieve
 Services that are currently offered to the customer
 How they are used by the customer
 Who is responsible for the services
 What levels of service have been agreed
 Quality of services delivered
 Technology trends that could impact current services
 Levels of customer satisfaction
 How to optimise services for the future
 How the service provider is represented to the customer

Tools – with service strategy

 Simulation

 Analytical tools

Service strategy – value to the business

 Link activities performed by the service provider to

outcomes that are critical to customers
 Clear understanding of what types and levels of service will
make customers successful
 Respond quickly and effectively to changes in the business
environment
 Creation and maintenance of a portfolio of quantified
services
 Functional and transparent communication between the
customer and the service provider
 Organise the provider so that it can provide services in an
efficient and effective manner
© 2014 Global Knowledge UK - All rights reserved unless otherwise stated. Page 49
Version 7.6

End of service
strategy

Service strategy
sample question 1
Which of the following statements about the service portfolio
is FALSE?

a) The service portfolio consists of the service pipeline and

service catalogue
b) The service portfolio supports the strategic decision
making process
c) Retired services are never included within the service
portfolio
d) Services at conceptual stage are included in the service
portfolio

Service strategy
sample question 2
 Which of the following would NOT normally be in a business
case?

a) A detailed project plan

b) A financial analysis
c) A description of business impact
d) An outline of risks and contingencies

Service strategy
sample question 3
Which of the following questions does Service strategy help
answer?

1. What services should we offer and to whom?

2. How to run the service strategy processes?
3. How do we create value for our customers?

a) 1 and 3 only
b) 1 and 2 only
c) 2 and 3 only
d) All of the above

Service design

 Processes:

 Design co-ordination
 Service catalogue management
 Service level management
 Capacity management
 Availability management
 IT Service continuity management
 Information security management
 Supplier management

"The Swirl logo™ is a Trade Mark of the Office of Government Commerce"

Copyright AXELOS Limited 2011 Reproduced under licence from AXELOS

Purpose and objectives (1)

 Deliver business solutions by coordinating all design

activities
 Design services that can be easily developed and enhanced
within appropriate timescales
 Reduce, minimise or constrain the long-term costs of
service provision
 Design an efficient and effective service management
system
 Identify and manage risks so that they can be removed or
mitigated before services go live

Purpose and objectives (2 )

 Design secure and resilient IT infrastructures

 Assess the effectiveness and efficiency of the design
processes
 Produce and maintain IT plans, processes, policies,
architectures, frameworks and documents for the design of
quality IT solutions
 Development of policies and standards in all areas of design
and planning
 Develop the skills and capability within IT
 Reduce the need for reworking and enhancing services

Scope

 Design of services to meet current and future business

requirements
 Creating Service design packages
 Fundamentals of design using the ‘five aspects of service
design’

5 key aspects of service design

 Service solutions for new or changed services

 Management information systems and tools
 Especially the service portfolio, including the service
catalogue
 Technology architectures and management architectures
 Processes required
 Measurement methods and metrics

The 4 P’s of service design

 People, Process, Product, Partners

© 2014 Global Knowledge UK - All rights reserved unless otherwise stated.

Design co-ordination

Purpose

To ensure the objectives of the service design stage are

met by providing and maintaining a single point of
coordination and control for all activities and processes
within this stage of the service lifecycle

Objectives

 Consistent design
 Coordinate all design activities
 Produce service design packages (SDPs)
 Manage the handover from strategy and to transition
 Conform to strategic, architectural, governance needs
 Improve the service design processes
 Common framework design practices

Scope (1)

 Supporting each project / change through all the service

design activities and processes
 Maintaining policies, guidelines, standards, budgets,
models, resources and capabilities for service design
activities and processes
 Coordinating, prioritising and scheduling of all service
design resources
 Planning and forecasting resources needed for design

 Reviewing, measuring and improving the performance of all

service design activities and processes

Scope (2)

 Ensuring that all requirements are addressed in service

designs, particularly utility and warranty requirements
 Production of service designs and/or SDPs and their
handover to service transition.

 Design coordination is not:

 Responsible for any activities or processes outside of the

design stage of the service lifecycle
 Responsible for designing the detailed service solutions

Service catalogue
management

Purpose

To provide and maintain a single source of consistent

information on all operational services and those being
prepared to be run operationally, and to ensure that it is
widely available to those who are approved to access it

Objectives

 Manage the service catalogue

 Ensure the service catalogue is accurate
 Manage access
 Supports the needs of other service management processes

Scope

 Contribution to the definition of services

 Development and maintenance of service descriptions
 Production / maintenance of an accurate service catalogue
 Interfaces, dependencies and consistency between the
service catalogue and the overall service portfolio
 Interfaces and dependencies between all services within the
service catalogue and the configuration management
system (CMS)

Two view service catalogue

Business Business Business

process process process Business/customer
1 2 3 service catalogue
view

Service Service Service Service Service

A B C D E

Service Service Service Service Service Service

1 2 3 4 5 6

Technical/supporting service catalogue view

Links to
related
information

Service assets/configuration
records
Copyright AXELOS Limited 2011 Reproduced under licence from AXELOS

Three view service catalogue

Wholesale service catalogue view Retail service catalogue view

Retail Retail
Wholesale Wholesale
customer customer
customer 1 customer 2
1 2

Service Service Service Service Service

A B C D E

Service Service Service Service Service Service

1 2 3 4 5 6

Technical/supporting service catalogue view

Links to
related
information

Service assets/configuration
records
Copyright AXELOS Limited 2011 Reproduced under licence from AXELOS

Uses of the service catalogue

 Developing solutions for customers

 What the service provider can do for the customer
 How to interact with the service provider
 How supporting services underpin business capability
 How to place service requests
 Pricing
 Service level commitments
 Access to service information
 Service continuity – business impact analysis

Service level
management

Purpose

To ensure that all current and planned IT services are

delivered to agreed achievable targets. This is
accomplished through a constant cycle of negotiating,
agreeing, monitoring, reporting on and reviewing IT service
targets and achievements, and through instigation of
actions to correct or improve the level of service delivered

Objectives

 Define, document, agree, monitor, measure, report and

review the level of IT services provided
 Instigate corrective measures
 Improve the relationship with the business
 Specific / measurable targets for all IT services
 Improve customer satisfaction
 Expectation of the level of service delivered
 The service is subject to continual improvement

Scope (1)
 Cooperation with the BRM process
 Negotiation and agreement of service level requirements
(SLRs)
 Management of service level agreements (SLAs) for all
operational services
 Development and management of appropriate operational
level agreements (OLAs)
 Review of all supplier agreements and underpinning
contracts with supplier management
 Proactive prevention of service failures, reduction of service
risks and improvement in the quality of service

Scope (2)
 Reporting and management of all service level
achievements
 Review of all SLA breaches
 Periodic review of SLAs, service scope and OLAs
 Identifying improvement opportunities
 Reviewing and prioritising improvements
 Instigating and coordinating SIPs

Service level management DOESN’T do

 Negotiation and agreement of requirements for service
functionality (utility)
 Detailed attention to the activities necessary to deliver
service levels that are accounted for in other processes
such as availability management and capacity management
 Negotiation of underpinning supplier contracts and
agreements

Service level agreement (SLA)

 An SLA is a written agreement between an IT service

provider and the IT customer(s), defining the key service
targets and responsibilities of both parties

 Signed by both parties

 Clearly understood
 All targets should be measurable

Operational level agreement (OLA)

 An Operational level agreement (OLA) is an underpinning

agreement between an IT Service provider and another
part of the same organisation that assists with the
provision of services

Underpinning contract (UC)

 An Underpinning contract (UC) is a legally binding

agreement between an IT Service Provider and a third party,
called the Supplier

 Targets and responsibilities aligned to meet targets in SLAs

 Negotiating the underpinning contract is undertaken via

supplier management

Structure - service or customer based

Service
Email HR CRM
Service based
Customer
ONE service
MANY
customers Sales Dept YES NO YES

Customer based Corporate YES NO NO

ONE customer
MANY services
Personnel YES YES NO

Structure - multi-level SLAs

Corporate Corporate – appropriate to all customers

level
Customer One or more services appropriate to a
level single customer

Service
level One per service for this customer
or group of customers

Service level requirements (SLRs)

 The customer requirements for an aspect of an IT service

 Based on business objectives and used to negotiate
agreed service level targets
 One of the earliest activities in the service design stage

Service reviews and service improvement

plans (SIPs)
 Periodic reviews with customers to review achievements
and preview any upcoming issues
 Allocate remedial actions
 Analysis of cost and impact of breaches provide input and
justification to the SIP

SLAM charts

Copyright AXELOS Limited 2011 Reproduced under licence from AXELOS

Business relationship management vs

service level management

Copyright AXELOS Limited 2011 Reproduced under licence from AXELOS

How it hangs together

Customers
Business
Customers Customers SLM
Service level agreements
availability (service availability %)
overview
Service A Service B Service C
IT

IT systems

Operational level agreements

Reliability and maintainability (MTBF and MTRS)

Internal support teams

Contracts and agreements

Serviceability (availability, MTBF and MTRS)

Suppliers

Copyright AXELOS Limited 2011 Reproduced under licence from AXELOS

Interfaces

 Business relationship management

 Service catalogue management
 Incident management
 Supplier management
 Availability, capacity, IT service continuity and information
security management
 Financial management for IT services
 Design coordination

Could be ANY of the service management processes

Capacity management

Purpose

To ensure that the capacity of IT services and the IT

infrastructure meets the agreed capacity and performance
related requirements in a cost-effective and timely manner.
Capacity management is concerned with meeting both the
current and future capacity and performance needs of the
business

Objectives

 Capacity plan
 Advice and guidance to other areas of the business and IT
 Service performance targets
 Performance- and capacity-related incidents and problems
 Assess the impact of all changes on the capacity plan
 Measures to improve the performance of services

Scope
 Business capacity management
 Aligned to plans and strategy
 Modeling

 Service capacity management

 Ensures capacity underpins required service
 Demand management and tuning

 Component capacity management

 Technical understanding of components
 Future technologies, data analysis and tuning

Proactive and reactive activities

Proactive activities Reactive activities

 Pre-empting performance issues  Monitoring, measuring, reporting
 Producing trends and reviewing the current
 Planning upgrades performance of both services
and components
 Modelling and trending
 Responding to all capacity-
 Improve service performance
related ‘threshold’ events and
 Producing and maintaining a instigating corrective action
capacity plan
 Reacting to and assisting with
 Tuning the performance of specific performance issues
services and components

Patterns of business activity

Business process Business plan  Capacity management

takes a huge input from
Demand
Demand management and
Employee
headcount
Instances
of process
BRM in the form of
+ +
in use
Patterns of business
activity (PBAs)
Business activity

Demand
 PBAs drive demand for
Service Service
systems and thus
request incident
performance and capacity
+ + requirements
Demand
Capacity plan and
Service desk schedule

Copyright AXELOS Limited 2011 Reproduced under licence from AXELOS

The capacity plan

The plan should consist of:

 The current levels of resource utilisation and service
performance
 Forecasts of the future requirements
 Any assumptions made
 Recommendations quantified in terms of resource
required, cost, benefits, impact

Availability management

Purpose

To ensure that the level of availability delivered in all IT

services meets the agreed availability needs and/or service
level targets in a cost-effective and timely manner.
Availability management is concerned with meeting both
the current and future availability needs of the business

Objectives

 Produce and maintain an availability plan

 Provide advice and guidance to other areas of the business
and IT
 Ensure service availability targets are met
 Assist with the diagnosis and resolution of availability-
related incidents and problems
 Assess the impact of all changes on the availability plan
 Improve the availability of services

Availability types

 Availability management is completed at two inter-

connected levels:

 Service availability

 Component availability

Guiding principles of availability

 Service availability drives customer satisfaction

 The way service providers react to failures is a key factor
 You can only improve availability AFTER you understand the
business
 Availability is only as good as the weakest link
 Prevention is better than cure
 It is always more expensive to retrofit availability

 REACTIVE and PROACTIVE availability management

Aspects of availability

 Availability: the ability of a service, component or CI to perform its

agreed function when required
 Reliability: a measure of how long a service, component or CI can
perform its agreed function without interruption
 Often measured and reported as mean time between service
incidents (MTBSI) or mean time between failures (MTBF)
 Maintainability: a measure of how quickly and effectively a service,
component or CI can be restored to normal working after a failure
 Measured and reported as mean time to restore service (MTRS)
 Serviceability: the ability of a third-party supplier to meet the terms
of their contract

Vital business functions

The term vital business function (VBF) is used to

reflect the part of a business process that is critical
to the success of the business

IT service continuity
management

Purpose

To support the overall Business continuity management

(BCM) process by ensuring that, by managing the risks
that could seriously affect IT services, the IT service
provider can always provide minimum agreed business
continuity-related service levels

Objectives

 ITSC plans that support the overall BCM process

 BIA exercises
 Risk assessment and management
 Provide advice and guidance to other areas of the business
 Continuity mechanisms are in place
 Assess the impact of all changes on the ITSC plans
 Assisting supplier management in negotiating and agreeing
the necessary contracts for recovery capability

Lifecycle of IT service continuity management

Copyright AXELOS Limited 2011 Reproduced under licence from AXELOS

Information security management

Purpose

To align IT security with business security and ensure

that the confidentiality, integrity and availability of the
organisation’s assets, information, data and IT services
always matches the agreed needs of the business

Objectives

 Confidentiality

 Integrity

 Availability

Scope (1)

 Need to understand:
 Business security policy and plans
 Current business operation and its security requirements
 Future business plans and requirements
 Legislative requirements
 Obligations and responsibilities with regard to security
contained within SLAs
 The business and IT risks and their management

Scope (2) – process requirements

 The production of an information security policy

 Understanding the agreed current and future security
requirements of the business
 Set of security controls supporting the policy
 Manage 3rd party access to systems and services
 Management of all security breaches and incidents
 Reduction of security risks
 Integration of security within all other IT SM processes

Supplier management

Purpose

To obtain value for money from suppliers and to provide

seamless quality of IT service to the business by
ensuring that all contracts and agreements with
suppliers support the needs of the business and that all
suppliers meet their contractual commitments

Objectives
 Value for money from suppliers and contracts
 Contracts are aligned to business needs via SLAs
 Manage relationships with suppliers
 Manage supplier performance
 Negotiate and agree contracts
 Manage contracts through their lifecycle
 Maintain a supplier and contract management information
system (SCMIS)

Scope

 Implementation and enforcement of the supplier policy

 Maintenance of an SCMIS
 Supplier and contract categorisation and risk assessment
 Supplier and contract evaluation and selection
 Development, negotiation and agreement of contracts
 Contract review, renewal and termination
 Management of suppliers and supplier performance
 Improvement opportunities for inclusion in the CSI register
 Maintenance of standard contracts, terms and conditions
 Management of contractual dispute resolution
 Management of sub-contracted suppliers

Supplier management process

Copyright AXELOS Limited 2011 Reproduced under licence from AXELOS

Service design package

 Key output from service design

 Produced during the design stage:

SD
 For each new service P

 For any major change to a service

 For removal of a service

 Passed from service design to service transition

 Details all aspects of the service and its requirements

through all of the subsequent stages of its lifecycle

Tools – with service design

 Hardware and software design

 Environmental design

 Process design

 Data design

 Service lifecycle management

Value to business

 Reduce total cost of ownership (TCO)

 Ease the implementation of new or changed services
 Improves
 Quality of service
 Consistency of service
 Service alignment
 Service performance
 IT governance
 Effectiveness of service management
 Information and decision-making
 Alignment with customer values and strategies

End of service
design

Service design
sample question 1
Which of the following are valid views of the service
catalogue?
1) Wholesale customer view
2) Retail customer view
3) Supporting services view

a) All of them
b) Only 1 and 3
c) Only 2 and 3
d) Only 1 and 2

Service design
sample question 2
Which process is jointly responsible, with supplier
management, for reviewing underpinning contracts on a
regular basis?

a) Incident management
b) Service level management
c) Availability management
d) Demand management

Service design
sample question 3
What is the MAIN purpose of availability management?

a) To monitor and report availability of components

b) To ensure that all targets in service level agreements (SLAs)
are met
c) To guarantee availability levels for services and components
d) To ensure that service availability matches the agreed needs
of the business

Service transition

 Processes:
 Transition planning and support
 Service asset and configuration
management
 Change management
 Release and deployment
management
 Knowledge management
 Not covered at Foundation:
 Change evaluation
 Service validation and testing
"The Swirl logo™ is a Trade Mark of the Office of Government Commerce"

Copyright AXELOS Limited 2011 Reproduced under licence from AXELOS

Purpose and objectives

 Plan and manage service changes efficiently and effectively

 Manage risks relating to new, changed or retired services
 Successfully deploy releases into supported environments
 Set correct expectations on the performance and use of new
or changed services
 Ensure that service changes create the expected business
value
 Provide good-quality knowledge and information about
services and service assets

Scope

 Guidance on transferring the control of services including:

 Outsourcing - to a new supplier

 Insourcing – back from a supplier
 Change of suppliers - from one supplier to another
 Moving to a partnership or co-sourcing arrangement (e.g.
partial outsourcing of some processes)
 Multiple suppliers, e.g. co-sourcing or multi-sourcing
 Joint venture
 Down-sizing, up-sizing (right-sizing) and off-shoring
 Mergers and acquisitions

Transition planning
and support

Purpose

To provide overall planning for service transitions and to

coordinate the resources that they require

Objectives

 Plan and coordinate transition resources

 Establish new/ changed services within cost, quality and
time
 Common framework of re-usable processes
 Provide clear and comprehensive transition plans
 Control risks across transition activities
 Report risks to the appropriate stakeholders
 Improve the performance of service transition

Scope

 Maintaining policies, standards and models

 Guiding each major change through service transition
 Coordinating multiple transitions at the same time
 Prioritising conflicting requirements for resources
 Planning the budget and resources for service transition
 Reviewing and improving the performance of transition
planning and support activities
 Coordinate with programme and project management,
service design and service development activities

Service asset and configuration

management

Purpose

To ensure that assets are properly controlled, and that

accurate and reliable information is available (when and
where it is needed) about the configuration of assets that
are required to deliver the service and the relationships
between those assets

Objectives

 Assets are identified, controlled and cared for

 Identify, control, record, report, audit and verify configuration
items (CIs)
 Only authorised components are used
 Only authorised changes are made
 Accurate and complete configuration management system
(CMS)
 Information on the historical, planned and current state of
services and other CIs
 Information to other service management processes

Configuration management system (CMS)

Configuration management database(s) hold data in the

form of configuration records

Copyright AXELOS Limited 2011 Reproduced under licence from AXELOS

CIs and relationships

 Configuration items (CIs)

 Categories
 Levels
 Naming
 Labels
 Attributes

 Relationships

Scope
Management and
planning

Configuration
C identification
H
A
N Configuration
control
G
E
Status accounting and
reporting

Verification and audit

Copyright AXELOS Limited 2011 Reproduced under licence from AXELOS

Change
management

Purpose

To control the lifecycle of all changes, enabling beneficial

changes to be made with minimum disruption to IT services

Objectives

 Respond to changing business requirements

 Reducing incidents, disruption and re-work
 Changes are...
 Recorded in the CMS
 Evaluated
 Authorised
 Prioritised
 Planned
 Tested
 Implemented
 Documented
 Reviewed

Scope
Business Service
Service Provider
provider Supplier
Manage the
Strategic Manage the suppliers’
change business Manage IT services
business

Tactical Manage the Service Manage

change business portfolio external
processes services

Service
change

Manage the External

Operational Service
business operations operations
change operations

Copyright AXELOS Limited 2011 Reproduced under licence from AXELOS

Changes, RFCs and change records

 Change: The addition, modification or removal of anything

that could have an effect on IT services
 RFC: A request for change – a formal proposal for a
change to be made
 Change record: A record containing the details of a
change

Change triggers

 Legal/regulatory
 Organisational
 Policy and standards
 Business, customer and user activity analysis
 New service
 Updates to existing portfolio
 Sourcing model
 Technology innovation
 Service failure

Types of change
 Standard change A pre-authorised change that is low risk,
relatively common and follows a procedure or work
instruction
 Emergency change A change that must be implemented
as soon as possible, for example to resolve a major incident
or implement a security patch
 Normal change Any service change that is not a standard
change or an emergency change

Standard changes

 Defined trigger to initiates Fill in standard template

requesting laptop upgrade
the change C
M
S Authority for IT work and
 The tasks are well known, purchase checked
documented and proven U
P Lap top upgrade purchased
 Authority is given in and built by service provider
D
advance (including budget) A
Lap top delivered and
T
 The risk is usually low and E
accepted by customer

always well understood D

Copyright AXELOS Limited 2011 Reproduced under licence from AXELOS

Change proposals

 Major changes with significant cost, risk or impact

 Identify potential conflicts for resources

 Communicates high level description
 Created by service portfolio management
 Potentially from project or programme management

 May have multiple RFCs associated with it

Change models

 A change model is a way of predefining the steps that

should be taken to handle a particular type of change in an
agreed way
 Support tools can then be used to manage the required
process
 Ensures that such changes are handled in a predefined path
and to predefined timescales

Sample lifecycle of a normal change

Copyright AXELOS Limited 2011 Reproduced under licence from AXELOS

Change advisory board (CAB)

 A regular meeting (weekly?)

 Flexible membership
 Assists Change Management in the assessment and
prioritisation of changes
 Supports the authorisation of changes
 Planning and scheduling of change
 Reviewing previous changes
 Updates the Schedule of change (SC) and the Projected
service outage (PSO)

Emergency changes

 Authorisation will be given by the Emergency change

advisory board (ECAB)
 Testing may be reduced, or in extreme cases forgone
completely based on risk
 Documentation may be deferred but must be completed
retrospectively

Note:
ECAB does NOT review emergency changes

Remediation planning

 Addresses situation if change is not successful

 Back-out plan
 Changes are not always reversible
 May require invoking the organisation’s business
continuity plan

Interfaces within ITSM

 Service asset and configuration management

 Problem management
 IT service continuity management
 Information security management
 Capacity management and demand management
 Service portfolio management

Interfaces outside ITSM

 Business change process

 Programme and project management
 Organisational and stakeholder change management
 Sourcing and partnering

Release and deployment

management

Purpose

To plan, schedule and control the build, test and

deployment of releases, and to deliver new functionality
required by the business while protecting the integrity of
existing services.

Objectives
 Release and deployment plans
 Release packages
 Create and test
 Maintain integrity
 Deploy from the definitive media library (DML)
 Tracked
 Uninstalled or backed out
 Manage organisation and stakeholder change
 Changed services deliver agreed utility and warranty
 Record and manage deviations, risks and issues
 Knowledge transfer to customers, users and service
operation functions

Scope

 Physical assets such as a server or network

 Virtual assets such as a virtual server or virtual storage
 Applications and software
 Training for users and IT staff
 Services, including all related contracts and agreements.
 Ensuring that appropriate testing takes place, the actual
testing is carried out as part of the service validation and
testing process

 Release and deployment management is not responsible

for authorising changes

Release policy

 Unique identification, numbering and naming conventions

 Roles and responsibilities
 Use only software assets from the definitive media library
 Expected frequency for each type of release
 Grouping changes into a release package
 Mechanism to automate the build, installation and release
distribution processes
 Capturing the configuration baseline
 Exit, entry criteria and authority for acceptance
 Criteria and authorization to exit early life support

Definitive media library / definitive spares

Definitive media library

 Part of the CMS
 Holds master copies of all software and licences
 Used for controlling and releasing components throughout the
service lifecycle

Definitive spares:
 Components and assemblies maintained at the same level as
the comparative systems within the Live environment
 Held in a secure store area set aside for hardware spares

Four phases of a release

Change Management
Auth Auth Auth Auth Auth Auth Auth

Authorise Post-
Authorise Authorise Authorise
Deployment/ Implementation
Release planning build and test Check-in to DML
Transfer/retirement review

Release and
Release build Review and
Deployment Deployment
and test close
Planning

Deployment

Transfer

Auth
Change Management Authorisation
Retirement

Copyright AXELOS Limited 2011 Reproduced under licence from AXELOS

Knowledge
management

Purpose

To share perspectives, ideas, experience and information;

to ensure that these are available in the right place at the
right time to enable informed decisions; and to improve
efficiency by reducing the need to rediscover knowledge

Objectives

 Reliable knowledge, information and data is available

 Reducing the need to rediscover knowledge
 Common understanding of the value that services provide to
customers
 Service knowledge management system (SKMS)
 Gather
 Analyse
 Store
 Share
 Use
 Maintain knowledge

DIKW model

Context

Wisdom
Why?

Knowledge
How?

Information
Who, what,
when, where?

Data
Understanding
Copyright AXELOS Limited 2011 Reproduced under licence from AXELOS

Service knowledge management system

A broader concept than the CMS, it

also includes:
 The experience of staff
 Peripheral matters such as:
 Weather
 Organisational performance
 User numbers and behaviour
 Supplier and partner abilities
and expectations
 Typical and anticipated user
skill levels

Copyright AXELOS Limited 2011 Reproduced under licence from AXELOS

Tools - with service transition

 Application management tools

 Service dashboards and reporting tools
 Data mining tools
 Measurement and reporting systems
 Test management and testing tools
 Deployment and logistics systems

Value to the business

 Accurate estimates of cost, time and resource requirements

 Result in higher volumes of successful change
 Be easier for people to adopt and follow
 Enable service transition assets to be shared and re-used
 Reduce delays from unexpected clashes and dependencies
 Manage the service transition test and pilot environments
 Improve expectation setting for all stakeholders
 Increase confidence in new/ changed service delivered
 Ensure that new or changed services will be maintainable
and cost-effective
 Improve control of service assets and configurations.

End of service
transition

Service transition
sample question 1
What is the role of the Emergency change advisory board
(ECAB)?
a) To ensure that no urgent changes are made during
particularly volatile business periods
b) To implement emergency changes
c) To evaluate emergency changes and to decide whether the
change should be approved
d) To review all emergency changes

Service transition
sample question 2
Which of the following is an activity of Service asset and
configuration management?

a) Account for all the financial assets of the organisation

b) Specify the relevant attributes of each Configuration Item
(CI)
c) Design service models to justify ITIL implementations
d) Implement ITIL across the organisation

Service transition
sample question 3
Which of the following would be stored in the Definitive
media library (DML)?
1. Master copies of purchased software
2. Master copies of internally developed software
3. Relevant licence documentation
4. Older versions of software

a) All of the above

b) 1, 2 and 4 only
c) 1, 2 and 3 only
d) 2, 3 and 4 only

Service operation
 Processes
 Incident management
 Problem management
 Request fulfilment
 Event management
 Access management
 Functions
 Service desk
 Applications management
 Technical management
"The Swirl logo™ is a Trade Mark of the Office of Government Commerce"
 Operations management
Copyright AXELOS Limited 2011 Reproduced under licence from AXELOS

Purpose and objectives

 Maintain business satisfaction and confidence in IT through

effective and efficient delivery and support of agreed IT
services
 Minimise the impact of service outages on day-to-day
business activities
 Ensure that access to agreed IT services is only provided to
those authorised to receive those services

Scope

 The services themselves

 Service management processes
 Technology
 People

Incident management

Purpose

To restore normal service operation as quickly as possible

and minimise the adverse impact on business operations,
thus ensuring that agreed levels of service quality are
maintained

Objectives

 Standardised methods and procedures

 Increase visibility and communication of incidents
 Enhance business perception
 Align incident management priorities with the business
 User satisfaction

Scope

 Incident management includes any event which disrupts, or

which could disrupt, a service
 Incidents can also be reported and/or logged by technical
staff
 NOT service requests
 Service requests are dealt with by the request fulfilment
process

Incident definition

“An unplanned interruption to an IT service or reduction in the

quality of an IT service or a failure of a CI that has not yet
impacted an IT service”

Incident management process (1)

Incident management process (2)

Priority setting
Example of a priority coding system
Business Impact
Major Severe Minor
High 1 2 3
Urgency Medium 2 3 4
Low 3 4 5
Priority
Priority Description Target resolution time

1 Critical 1 hour
2 High 8 hours
3 Medium 24 hours
4 Low 48 hours
5 Planning As planned
Copyright AXELOS Limited 2011 Reproduced under licence from AXELOS

Incident models

 Predefined steps that should be taken to handle a particular

type of incident in an agreed way
 Support tools can be used to manage incident models

 This will ensure that ‘standard’ incidents are handled in a

predefined path and within predefined timescales

Major incidents

 Separate procedure, with shorter timescales and greater

urgency
 Definition of what constitutes a major incident must be
agreed
 May need a separate major incident team

 If the cause of the incident needs to be investigated at the

same time, then the problem manager would be involved as
well

Interfaces

 Service level management

 Information security management
 Capacity management
 Availability management
 Service asset and configuration management
 Change management
 Problem management
 Access management

Problem management

Purpose

 To manage the lifecycle of all problems

 To minimise the adverse impact of incidents and
problems
 To proactively prevent recurrence of incidents related to
these errors
 To establish the root cause of incidents
 Document and communicate known errors

Objectives

 Prevent problems and resulting incidents from happening

 Eliminate recurring incidents

 Minimise the impact of incidents that cannot be prevented

Problem definition

A problem can be defined as:

“The underlying cause of one or more incidents “
 Problem management is responsible for managing the
lifecycle of all problems

The cause of the problem may

or may not be known at the
time the problem record is
created

Scope – reactive and proactive

 Reactive problem management is concerned with solving

problems in response to one or more incidents
 Proactive problem management is concerned with
identifying and solving problems and known errors before
further incidents related to them can occur again

Concepts

 Known errors
 Known error database
 Workaround
 Resolution

Process activities
 Detection
 Logging
 Categorisation
 Prioritisation
 Diagnosis
 KE record
 Resolution
 Closure
 Major problem review

Major problem review

 After every major problem, a review should be conducted

to learn any lessons for the future. Specifically, the review
should examine:
 Those things that were done correctly
 Those things that were done wrong
 What could be done better in the future
 How to prevent recurrence
 Whether there has been any third-party responsibility
and whether follow-up actions are needed

Problem models

 Similar in concept to the idea of incident models already

described but applied to problems

Interfaces

 Incident management
 Financial management for IT services
 Availability management
 Capacity management
 IT service continuity management
 Service level management
 Change management
 Service asset and configuration management
 Release and deployment management
 Knowledge management
 The seven-step improvement process

Request fulfilment

Purpose

Managing the lifecycle of all service requests from the

users

Service request

“A generic description for many different types of demands

that are placed upon the IT organisation by the users”

Objectives

 User and customer satisfaction

 Allow users to access standard services
 Provide information
 Source and deliver components standard services
 General information, complaints or comments

Scope

 Process varies depending upon exactly what is being

requested
 Can be documented in a request model
 Service requests can be handled through the incident
management process
 Must be recorded
 Each organisation to decide and document which service
requests it will handle through the request fulfilment process

Event management

Purpose

To manage events throughout their lifecycle

Objectives

 Detect all changes of state that have significance for the

management of a CI or IT service
 Take the appropriate control action for events
 Provide the trigger for the execution of service operation
processes
 Compare operating performance against design standards
and SLAs
 Service assurance, reporting and service improvement

Scope

 Configuration items (CIs):

 CIs needing to stay in a constant state
 CIs will be included because their status needs to change
frequently and event management can be used to
automate this
 Environmental conditions
 Software licence monitoring
 Security
 Normal activity

Definitions

 Event: A change of state which has significance for the

management of a configuration item or IT service

 Alert: A warning that a threshold has been reached,

something has changed, or a failure has occurred

Types of event
 Informational events - Convey data for use in decision
making
 A scheduled workload has completed

 Warning events - Predictive information that an

exception might occur
 The completion time of a transaction is 10% longer than normal

 Exception events - An abnormal situation that requires

Access management

Purpose

To provide the right for users to be able to use a service or

group of services. It is therefore the execution of policies
and actions defined in information security management

Objectives

 Manage access to services based on policies from

Information security management
 Granting access to services
 Changing access rights or restricting access
 Ensure rights are properly granted
 Oversee access to services

Scope

 Execution of policies defined by information security

management
 Allows rights to use a service
 Not normally a separate function

 Could be initiated by service request

Principles and basic concepts

 Access - Refers to the level and extent of a service’s
functionality or data that a user is entitled to use
 Identity - distinguishes individuals and verifies their status
within the organisation
 Rights (also called privileges) - the actual settings whereby
a user is provided access to a service or group of services
 Services or service groups - It is more efficient to grant
each user or group of users access to the whole set of
services that they are entitled to use at the same time
 Directory services - Refer to specific types of tools that
are used to manage access and rights

FUNCTIONS

Service desk

Primary objective

 Single point of contact between the services being provided

and the users

Objectives

 Logging incidents /service requests

 First-line investigation and diagnosis
 First contact resolution
 Escalating incidents/service requests
 Keeping users informed
 Closing all resolved incidents, requests and other calls
 Customer/user satisfaction surveys as agreed
 Communication
 Updating the CMS

Service desk - value

 Improved customer service, perception and satisfaction
 Increased accessibility through a single point of contact,
communication and information
 Better quality and faster turnaround of customer or user
requests
 Improved teamwork and communication
 Enhanced focus and a proactive approach to service provision
 A reduced negative business impact
 Better managed infrastructure and control
 Improved usage of IT support resources and increased
productivity of business personnel
 More meaningful management information for decision support
© Crown Copyright 2011 Reproduced under licence from the cabinet office

Organisational structure

 Local
 Centralised
 Virtual
 Follow the sun
 Specialised service desk groups

Local service desk

Centralised service desk

Virtual service desk

Follow the sun

 Some global or international organisations may wish to
combine two or more of their geographically dispersed
service desks to provide a 24-hour follow-the-sun service.
 This can give 24-hour coverage at relatively low cost, as no
desk has to work more than a single shift
 Safeguards of common processes, tools, shared databases
of information and culture must be addressed for this
approach to proceed
 Well-controlled escalation and handover
processes are needed

Specialised service desk groups

 For some organisations it might be beneficial to create
specialist groups within the overall service desk structure
 Incidents relating to a particular IT service can be routed
directly to the specialist group
 Can assist in faster resolution of incidents, through greater
familiarity and specialist training

Should only be considered for

a very small number of key
services where these exist,
and where call rates about
that service justify a separate
specialist group

Technical management

Technical management
 The groups, departments or teams that provide technical
expertise and overall management of the IT infrastructure
 Technical management plays a dual role
 It is the custodian of technical knowledge and expertise
related to managing the IT infrastructure
 Ensures that the knowledge required to design, test, manage
and improve IT services is identified, developed and refined
 Provides the actual resources to support the service lifecycle
 Ensures resources are effectively trained and deployed to
design, build, transition, operate and improve technology to
deliver and support IT services
 Provides guidance to IT operations about how best to carry out
the ongoing operational management of technology

Technical management - objectives

 To help plan, implement and maintain a stable technical

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

Applications management

Application management
 Responsible for managing applications throughout their lifecycle
 Covers the entire ongoing lifecycle of an application, including
requirements, design, build, deploy, operate and optimise
 Performed by any department, group or team involved in
managing and supporting operational applications
 Plays an important role in the design, testing and improvement
of applications that form part of IT services
 May be involved in development projects, but is not usually the
same as the applications development teams:
 Application development is mainly concerned with the one-
time activities for requirements, design and build of
applications

Application management objectives

 To support the organisation’s business processes by helping to
identify functional and manageability requirements for
application software
 Assist in the design, deployment and ongoing support and
improvement applications
 Objectives are achieved through:
 Applications that are well designed, resilient and cost-effective
 Ensuring that the required functionality is available to achieve the
required business outcome
 The organisation has adequate technical skills to maintain
operational applications in optimum condition
 Swift use of technical skills to speedily diagnose and resolve any
technical failures that occur

IT Operations management
- IT operations control
- Facilities management

IT operations management

Responsible for the ongoing management and

maintenance of an organisation’s IT infrastructure to
ensure delivery of the agreed level of IT services
business

Carries out the activities involved in the day-to-day

running of the IT infrastructure for the purpose of
delivering IT services at agreed levels to meet stated
business objectives

IT operations management objectives

 The objectives of IT operations management include:

 Maintenance of the status quo to achieve stability of the

organisation’s day-to-day processes and activities

 Regular scrutiny and improvements to achieve

improved service at reduced costs, while maintaining
stability

 Swift application of operational skills to diagnose and

resolve any IT operations failures that occur

IT operations control

 Console management/operations bridge

 Job scheduling
 Backup and restore
 Print and output management
 Performance of maintenance activities on behalf of technical
or application management teams or departments

Facilities management

 Management of the physical IT environment - a data centre

or computer rooms, recovery sites, power and cooling
equipment
 Co-ordination of large-scale consolidation projects, e.g. data
centre consolidation or server consolidation projects

Tools - With service operation

 Self help functionality

 Workflow/process control engine
 Integrated and verified CMS
 Control of user ‘desktop’
 Diagnostic scripting
 Reporting and dashboard capability

Value to the business

 Reduce unplanned labour and costs for both the business

and IT
 Reduce the duration and frequency of service outages
 Provide operational results and data that can be used by
other ITIL processes to improve services
 Ensuring that IT services will be accessed only by those
authorised to use them.
 Provide quick and effective access to standard services
 Provide a basis for automated operations

End of service
operation

Service operation
sample question 1
What does the term operations control refer to?

a) Managing the technical and application management

functions
b) Overseeing the execution and monitoring of IT
operational events and activities
c) The tools used to monitor and display the status of
the IT infrastructure and applications
d) Management of the facilities used to deliver a safe IT
environment such as electricity and air conditioning

Service operation
sample question 2
Which of the following is a benefit of using an incident
model?

a) Makes problems easier to identify

b) Means known incident types never recur
c) Ensures all incidents are easy to solve because you
have seen them before
d) It provides pre-defined steps for handling particular
types of incidents

Service operation
sample question 3
Which statement BEST describes the purpose of Event
management?
a) The ability to detect events, restore normal service
as soon as possible and minimise the adverse
impact on business operations
b) The ability to detect events, make sense of them and
determine the appropriate control action
c) The ability to detect events and find the root cause
of any failures
d) The ability to report on the successful delivery of
services by checking the uptime of infrastructure
devices
© 2014 Global Knowledge UK - All rights reserved unless otherwise stated. Page 237
Version 7.6

Continual service improvement

 7 step improvement
process

Purpose and objectives

 Review, analyse, prioritise and make recommendations on

improvement opportunities in each lifecycle stage
 Review and analyse service level achievement
 Identify and implement specific activities to improve IT
service quality
 Improve cost effectiveness of delivering IT services
 Ensure applicable quality management methods are used
 Ensure that processes have clearly defined objectives and
measurements that lead to actionable improvements
 Understand what to measure, why it is being measured and
what the successful outcome should be

Scope (1)

 Reviewing management information and trends to

ensure that services are meeting agreed service levels
 Reviewing management information and trends to
ensure that the output of the enabling processes are
achieving the desired results
 Periodically conducting maturity assessments against
the process activities and associated roles
 Periodically conducting internal audits verifying
employee and process compliance
 Reviewing existing deliverables for appropriateness

Scope (2)

 Periodically proposing recommendations for

improvement opportunities
 Periodically conducting customer satisfaction surveys
 Reviewing business trends and changed priorities, and
keeping abreast of business projections
 Conducting external and internal service reviews to
identify CSI opportunities
 Measuring and identifying the value created by CSI
improvements

CSI register

 Record all improvement opportunities

 Small, medium, large
 Short, medium, long term
 Helps to prioritise improvements

 Maintained by the CSI manager

Deming cycle

PLAN

Business
ACT

Project Plan

DO
Plan
Maturity Level

and IT Do Project
alignment Check Audit
Act New Actions

CHECK

Consolidation of the level reached

(Baseline)

Time Scale

7 step improvement process

Purpose

To define the steps needed to identify, define, gather,

process, analyse, present and implement service
improvements

Objectives
 Identify opportunities for improving services, processes and tools
etc
 Reduce the cost of providing services, ensuring that IT services
enable the required business outcomes to be achieved
 Identify what needs to be measured, analysed and reported to
establish improvement opportunities
 Continually review service achievements to ensure they remain
matched to business requirements
 Continually align and re-align service provision with outcome
requirements
 Understand what to measure, why it is being measured and
carefully define the successful outcome

7 step improvement - stages

 Step 1 – Identify the strategy for improvement

 Step 2 – Define what you will measure

 Step 3 – Gather the data

 Step 4 – Process the data

 Step 5 – Analyse the data

 Step 6 - Present and use the information

 Step 7 – Implement improvement

7 step and the deming cycle

 Plan
 1. Identify – vision, strategy, goals
 2. Define what you will measure
 Do
 3. Gather the data
 4. Process the data
 Check
 5. Analyse the data
 6. Present and use the information
 Act
 7. Implement improvements

Continual service improvement approach

Baselines

 A baseline is:
 An important starter or marker point that allows later
comparisons to be made
 An initial data point from where it can be determined if a
service or process needs improvement
 It is important to document baselines and ensure they are
recognised and accepted
 Baselines must be established at the following levels:
 Strategic – goals and objectives
 Tactical – process maturity
 Operational – metrics and KPIs

CSFs, KPIs and metrics

KPIs

Types of metrics
 Technology metrics
 Normally component and application based metrics
 Application performance
 Server availability

 Process metrics
 Help determine the overall health of a process
 Used as inputs when identifying improvement opportunities
 Quality
 Performance
 Value
 Compliance

 Service metrics
 Include:
 Service availability
 Transaction response time

Tools – With CSI

 Systems and network management

 Event/incident/problem management

 Service request and request fulfilment

 Knowledge management

 Performance management

 Security and financial management

Value to the business

 Lead to a gradual improvement in service quality

 Ensure that IT services remain aligned to business
requirements
 Result in gradual improvements in cost effectiveness
 Use monitoring and reporting to identify opportunities for
improvement
 Identify opportunities for improvements in organisational
structures, resourcing capabilities, partners, technology,
staff skills and training, and communications

End of Continual
service
improvement

Continual service improvement

sample question 1
Which of the following are objectives of Continual service
improvement?
1. To improve process efficiency and effectiveness
2. To improve services
3. To improve all phases of the service lifecycle
4. To improve business recruitment processes

a) 1 and 2 only
b) 2 and 3 only
c) 1, 2 and 3 only
d) All of the above

Continual service improvement

sample question 2
Which of the following is NOT a step in the Continual
service improvement (CSI) approach?

a) What is the vision?

b) Did we get there?
c) How might we fail?
d) Where are we now?

Continual service improvement

sample question 3
Which of the following is NOT a type of metric
described in Continual service improvement (CSI)?

a) Process metrics
b) Service metrics
c) Personnel metrics
d) Technology metrics

Competence and skills for service

management
 Business priorities, objectives and drivers
 IT role in enabling the business objectives to be met
 Customer service skills
 IT capabilities
 Use, understand and interpret the best practice, policies and
procedures

Attributes required

 Management skills
 Ability to handle meetings
 Communication skills
 Articulateness
 Negotiation skills
 Analytical skills

Competence and skills framework

 Use a common framework for skills

 The Skills Framework for the Information Age (SFIA) is an
example of a common reference model
 More information on SFIA can be found at:

www.globalknowledge.co.uk/solutions/Skills-Management/Skills-Framewor
k/SFIA/

 Global Knowledge’s SFIA skills finder is located at:

www.globalknowledge.co.uk/solutions/Skills-Management/

ITIL qualification structure

 More information on ITIL

qualifications can be found at
www.itil-officialsite.com

Module Duration Credits

Lifecycle 3 days 3
Capability 5 days 4
MALC 5 days 5
Master N/A

* 22 Credits required to achieve ITIL Expert

Introduction to other service

management courses
 To obtain more information about other service
management courses provided by Global Knowledge:
 Visit:

www.globalknowledge.co.uk/courses/vendors/itil-and-servic
e-management-training/

 Email: Enquiries@globalknowledge.co.uk

 Call: 01189 123456

 Ask: Your course lecturer

Thank you for attending a

Global Knowledge course
T: 0118 9 123 456
E: info@globalknowledge.co.uk
W: www.globalknowledge.co.uk

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