Examples of outcomes:

- Make airline reservations online

- Pay-at-the-pump gas transactions
- Register students for classes
Example of constraints:
- Insufficient CPU capacity
- Skills shortage

INTRODUCTION
ITIL
(Information Technology
Infrastructure Library)
- Systematic approach to high quality
IT service delivery having documented
best practice for IT Service
Management
Developed in 1980s by what is now
The Office of Government
Commerce (OGC)
itSMF (IT Service Management
Forum) - involved in maintaining best
practice documentation in ITIL
CHAPTER 1
Service Management as a Practice
Service - a means of delivering value
to customers by facilitating outcomes
customers want to achieve without the
ownership of specific costs and risks
Outcomes are possible from the
performance of tasks and are limited
by the presence of certain
constraints.

Service Management is a set of

specialized organizational capabilities
for providing value to customers in the
form of services
Capability transforms Resources into
a valuable service.
Resources are the building blocks of
services
Service Management maximizes
organizational capabilities and
minimizes the effect of constraints
Function - team or group of people
and the tools they use to carry out one
or more processes or activities
Role - set of responsibilities, activities
and authorities granted to a person or
team
Process - set of activities designed to
accomplish a specific objective.
-takes defined inputs and turns them
into defined outputs.
-may include roles, responsibilities,
tools and management controls
required to deliver the outputs
EXAMPLES

Restoring service Incident

Mgmt

Problem solving Problem

Mgmt

Managing changes Change

Mgmt

Releasing software Release

Mgmt

What is a Service?
A means of facilitating outcomes
desired by customers

Service Transition
Service Operation
Continual Service
Improvement

ITIL V.2 - ITIL V.3: Key Differences

ITIL V.2

o Process-based approach
o 8 books
Service Delivery
Service Support
Business Perspective
Planning
to
Implement
Service
Management
ICT
Infrastructure
Management
Application
Management
Software Asset
Management
Security Management

What is Service Management?

A set of specialized organizational
capabilities providing value to
customers in the form of services
What is the difference between a
role and a function?
A function provides the resources and
tools needed to execute processes and
activities while a role defines
responsibilities and authorities
CHAPTER 2
The Service Lifecycle

ITIL V.3

Life Cycle - The complete cycle of

events occurring over the lifetime of
an animate or inanimate object

o Lifecycle-based approach
o 5 books
Service Strategy
Service Design
Service Transition
Service Operation
Continual Service
Improvement

Example: Human lifecycle (simplified)

Conception
Childhood
Adulthood
Death
Service Life Cycle - The architecture
of the ITIL core is based on a lifecycle
approach
Service Life Cycle
Service Strategy
Service Design

ITIL can be used together with these

to achieve better alignment with the
business, higher quality services, as
well as compliance where necessary.
ITIL V.3 three major components:

Core books
Complementary guides
Website

Service Strategy (SS)

Shows organizations how to

transform Service Management into
a strategic asset and to then think and
act in a strategic manner
Helps clarify the relationships
between various services, systems or
processes and the business models,
strategies or objectives they support
Financial Management
Demand Management
Service Portfolio Management
o Service Pipeline
o Service Catalog
o Retired Services
Strategy Generation

Service Design (SD)

Provides guidance for the design and

development of services and Service
Management processes
The scope includes new services, and
the changes and improvements
necessary to increase or maintain
value to customers over the lifecycle
of services
Service Level Management
Service Catalog Management
Availability Management
Capacity Management
Supplier Management
Information Security Management
IT Service Continuity Management

Service Transition (ST)

Plan and implement the deployment

of all releases to create a new service
or improve an existing service

It also manages any data, information,

and knowledge needed to manage IT
services.

Transition Planning and Support

Change Management
Configuration Management
Release Management
Service Validation and Testing
Evaluation
Knowledge Management

Management and coordination of

processes, systems and functions to:

Package, build, test and deploy a

release into production

Service Operation (SO)

Coordinate and carry-out day-to-day

activities and processes to deliver
and manage services at agreed levels
Ongoing management of the
technology that is used to deliver and
support services
Where the plans, designs and
optimizations are executed and
measured
Event Management
Incident Management
Request Fulfillment
Problem Management
Achieving balance
(Conflicting Motives)

IT Services vs Technology
Stability vs Responsiveness
Quality of service vs Cost of service
Reactive vs Proactive
The value of communication

Good communication is needed

between all ITSM personnel and
with users/customers/partners

All communication should have:

Intended purpose and/or resultant

action
Clear audience, who should be
involved in deciding the need/format

Accountable for a particular service:

-

Initiation and transition

Ongoing maintenance and
support
Monitoring and reporting
Identifying improvement
opportunities

Continual Service Improvement

(CSI)
-

Aims to continually align IT

services to changing business
needs by identifying and
implementing improvements
Service Measurement
Service Reporting
Service Improvement

RACI Model
- can be used to help define roles and
responsibilities
-

Complacency is the single biggest

enemy of continual improvement

Key Principles, Models, and

Concepts

Service Provider - An organization

supplying services to one or more
internal customers or external
customers
Process Owner
Responsible for:
-

Assisting with Process Design

Documenting the process
Making sure the process is
being performed as
documented
Making sure the process meets
its aims
Monitoring and improving the
process over time

Service Owner

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

Suppliers and Contracts

Supplier - A third party responsible
for supplying goods or services. These
are required by the service provider to
enable them to deliver services
Contract - A legally binding
agreement between two or more
parties to supply goods or services
Risk Management and Analysis
-

Risk Management - control

Risk Analysis identification

Plan, Do, Check, Act Model

(Deming Cycle)
Plan Plan service management &
services
Do Implement & run service
management& service
Check Monitor, measure & review
Act Make Modifications
Governance

demands corporate fairness

mandates transaction
transparency

holds executives
accountable

Corporate Governance - Ensures

the provision of a corporate strategy
and business plan. Establishes the
corporate policies and enables the
strategic direction, objectives, critical
success targets and key results areas.
Corporate Compliance - Assures
adherence to legal, industrial and
regulatory requirements.
IT Governance - Establishes IT
policy, standards and principles and
assures alignment of IT strategy to
corporate business strategy.
IT Compliance - Assures the design
and operability of IT policies,
processes and key controls.
IT Service Management Establishes, enables and executes
the IT strategy. Establishes and
operational model to assure highquality, compliant IT service
provisions. Ensures effective key result
areas.

Which of the following is not

within the scope of development
for Service Design?
Release and deployment planning
When transitioning a new service
into a production environment,
which of the following activities
should be considered?
Evaluate process maturity and
integration
What are the three elements of a
service portfolio?
Service pipeline, service catalog,
retired services
Which of the following statements
is INCORRECT regarding risk
analysis and risk management?
Risk Management is responsible for
security, availability and IT service
continuity within an organization
Continual Service Improvement
Purpose: to continually align and
realign IT services to changing
business needs by identifying and
implementing improvements to IT
services that support business
Processes
CSI is about looking for ways to
improve Process effectiveness and
efficiency, as well as costeffectiveness
Main Objectives:

to review, analyse and make

recommendations on improvement
opportunities
to review and analyse Service Level
Achievement results;
to identify and implement individual
activities

to improve cost-effectiveness of
delivering IT services without
sacrificing customer satisfaction;
to ensure applicable quality
management methods are used

Measuring and reporting

performance against targets of
an end-to-end service

Combines component
measurements to provide a view
of customer experience

Data can be analyzed over time

to produce a trend

Data can be collected at multiple

levels (for example, CIs,
processes, services)

CSI and Organizational Change

Successful CSI supports

organizational change

Organizational change presents

challenges

Use formal approaches to

address people-related issues:
-

John Kotters Eight steps to

transforming your organization

Project Management

John Kotters Eight steps to

transforming your organization
1.
2.
3.
4.
5.

Create a sense of urgency

Form a guiding coalition
Create a vision
Communicate the vision
Empower others to act on the
vision
6. Plan for and create quick wins
7. Consolidate improvements and
produce more Changes
8. Institutionalize the Change

Key point: Take baseline(s) before

implementing improvements
Why do we measure?

Types of Metrics

Deming Cycle

W. Edwards Deming
four key stages of the cycle are Plan,
Do, Check and Act
critical at two points in CSI:
1.implementation of CSIs
2. application of CSI to services and
service management processes

CSI : Service Measurement

To validate
To Intervene
To Justify
To Direct

Technology - typically components

and applicable
Example : Performance, Availability
Process - Critical Success Factors
(CSFs), Key Performance Indicators
(KPIs), activity metrics for ITSM
processes
-help determine the overall health of
a process
Service - end-to-end service metrics

Critical Success Factors (CSF)

Something that must happen if a
Process, Project, Plan, or IT Service is
to succeed.
Key Performance Indicator (KPI)- A
Metric that is used to help manage a
Process, IT Service or Activity.
--only the most important of these are
defined as KPIs and used to actively
manage and report on the Process, IT
Service or Activity

--selected to ensure that Efficiency,

Effectiveness, and Cost Effectiveness
are all managed.
--used to measure the achievements
of each CCSF
Qualitative example:
CSF: Improving IT service quality
KPI: 10 percent increase in customer
satisfaction rating for handling
incidents over the next 6 months.

Time spent on the incident by

second-level operative and their
average salary
Time spent on Problem
Management activities by second-level
operative and their average salary
Time spent on the training
first-level operative on the workaround
Cost of a service call to thirdparty vendor

Metrics required:

ITIL V3 Service Improvement

Original customer satisfaction score

for handling incidents

Time and material from third-party

vendor.

Ending customer satisfaction score

for handling incidents.

The 7 Step Improvement Process

Purpose:

Measurements:

Measurement is essential for

Continual Service Improvement

The 7 Step Improvement Process is

designed to provide this
measurement

Incident handling survey score

Number of survey scores.
Quantitative example:
CSF: Reducing IT costs

7 Steps

1.
2.
3.
4.
5.
6.
7.

KPI: 10 percent reduction in the costs

of handling printer incidents.
Metrics required:
Original cost of handling a
printer incidents
Final cost of handling a printer
incidents

Should
Can
Gather
Process
Analyze
Present
Implement

From Vision to Measure

Cost of the improvement

Measure-Metrics-KPI-CSF-ObjectivesGoals-Mission-Vision

Measurements:

Continual Service Improvement

Manager

effort.

Time spent on the incident by

first-level operative and their average
salary

Roles:

Accountable for the success of all

improvement activities
Communicates the CSI vision
across the IT organization

Defines and reports on CSI Critical

Success Factors, Key Performance
Indicators and CSI activity metrics
Co-ordinates CSI throughout the
service lifecycle
Builds effective relationships with
the business and IT managers
Ensures monitoring is in place to
gather data
Works with process and service
owners to identify improvements
and improve quality

Service Manager
Roles:

Manages the development,

implementation, evaluation and
on-going management of new and
existing products and services
Develops business case, product
line strategy and architecture
Develops new service deployment
and lifecycle management
schedules
Performs Service Cost
Management activities
Works to instill a market focus
This role is very similar to the
"Product Manager" role in Service
Strategy

ITIL V3 REVIEW
Service-Delivers value to customer by
facilitating outcomes customers want
to achieve without ownership of the
specific costs and risks
Service Level-Measured and reported
achievement against one or more
service level targets
Example :
Red = 1 hour response 24/7
Amber = 4 hour response 8/5

Green = Next business day

Service Level Agreement-Written
and negotiated agreement between
Service Provider and Customer
documenting agreed service levels
and costs
Configuration Management
System (CMS)

Tools and databases to manage IT

service providers configuration
data

Contains Configuration
Management Database (CMDB)

Configuration Management
Database (CMDB)
Records hardware, software,
documentation and anything else
important to IT provision
Release - Collection of hardware,
software, documentation, processes or
other things require to implement one
or more approved changes to IT
Services
Data Data and Information Layer
Information Information Integration
Layer
Knowledge Knowledge Processing
Layer
Wisdom Presentation Layer
Incident-Unplanned interruption to an
IT service or an unplanned reduction in
its quality
Workaround -Reducing or eliminating
the impact of an incident without
resolving it
Problem-Unknown underlying cause
of one or more incidents

Known Error-A problem that has a

documented root cause and a
Workaround.

4Ps of Service Management

People skills, training,
communication
Processes actions, activities,
changes, goals
Products tools, monitor, measure,
improve
Partners specialist suppliers
Service Delivery Strategies

Service Strategy
4Ps of Service Strategy

Perspective where service strategy

is articulated as mission/vision
Position-where service strategy is
expressed in a specific way that
allows comparison
Plan where ss is asked as a
question
Pattern - ss is a consistent set of
activities to be performed

4 Activities of Service Strategy

Define the market

Develop offerings

Develop strategic assets

Prepare for execution

-used to help the IT Service Provider

understand and plan for different
levels of business activity

SS: Service Assets

RESOURCES
Things you buy or pay for
IT Infrastructure, people, money
Tangible Assets
Example: Hardware & Software,
People, Buildings, Tools, Cash
CAPABILITIES
Things you grow
Ability to carry out an activity
Intangible assets
Transform resources into
Services
Example: Processes, Functions,
Specialized workflow, Competency

Service Strategy: Service Portfolio

Management
-Prioritizes and manages investments
and resource allocation
4 Steps in Service Portfolio
Management

1.
2.
3.
4.

Define
Charter
Analyze
Approve

Service Strategy: Demand

Management
Goal: assist the IT Service Provider in
understanding and influencing
Customer demand for Services and
the provision of Capacity to meet
these demands
Patterns of Business Activity
(PBA)
-workload profile of one or more
business activities

User Profiles
-pattern of user demand for IT services
-Each user profile will include one or
more patterns of business activity
-communicate information on the
roles, responsibilities, interactions,
schedules and work environments of
users
Respond to business demands by:
Analyzing patterns of business
activity and user profiles; and
Influence demand in line with the
strategic objectives
Service Design
-Holistic approach to determine the
impact of change introduction on the
existing services and management
processes
Five Major Aspects of Service
Design

Business and Service Requirements

Service Portfolio Design
Technology architecture
processes
Measurement methods and metrics

SD Core Processes
Service Design: Service Level
Management
Service Level Agreement (SLA)
-Written agreement between a service
provider and customers that
documents agreed Service Levels for a
Service

Operational Level Agreement

(OLA)
-Internal agreement (within same
organization) which supports the IT
organization in their delivery of
services

3. Multi-Level SLAs

Underpinning Contract (UC)

-Any contract with an external supplier
that supports the IT organization in
their delivery of services
Service Catalog
-Written statement of IT services(Menu
of Services), default levels and
options, costs and which businesses
process that they related to.
Service Level Requirements (SLR)
-The detailed recording of the agreed
customer's needs
Service Improvement Plan (SIP)
-Formal plans to implement
improvements to a process or service
Types of SLAs:
1. Customer Based

A separate SLA for each and

every customer covering the
multiple services provided to
that customer
Different customers get
different deal (and different
cost)

2. Service Based

A SLA for each service that is

provided to all customers of
this service

All customers get the same

deal for same services

These involve corporate,

customer and service levels and
avoid repetition

Service Design: Supplier

Management
Manage suppliers and the services
they supply, to provide seamless
quality of IT service to the business,
ensuring value for money is
obtained.
This is the process that provides the
development, maintenance and
renewal of underpinning contracts
It is important that suppliers are
involved in all aspects of the service
lifecycle not just the service design
stage
Maintain a supplier policy and
maintain a database of suppliers
Service Design: Service Catalog
Management
To ensure that a Service Catalog is
produced and maintained, containing
accurate information on all operational
services and those being prepared to
be run operationally
Two Aspects:
Business Service Catalog

A customer friendly
document (not technical jargon)
used to show the relationship
between IT services and the
business

Technical Service Catalog

A technical document used by IT to

define and communicate the
relationship between IT services
and any supporting services,
components or CIs.

Service Design: Capacity

Management
To ensure that cost-justifiable IT
capacity in all areas of IT always exists
and is matched to the current and
future needs of the business, in a
timely manner.
It manages:
The right capacity
The right location
The right moment

Helps ensure the business can make

use of capacity and functionality when
they need it. Ensure that the level of
service availability delivered in all
services is matched to or exceeds the
current and future agreed needs of the
business in a cost effective manner.
Optimizing Availability
MTBF (Mean Time Between
Failures)- (Uptime)

for measuring and

reporting reliability.

average time that a configuration

item or IT service can perform its
agreed functino without
interuption. This is measured from
when the CI or IT service starts
working, until it next fails

For the right customer

MTRS Mean time to Restore

Service (downtime)

Against the right costs

The average time taken to

restore a CI or IT service after a
failure.

measured from when the CI or

IT service fails until it is fully
restored and delivering its
normal functionality

**Balances Cost against Capacity

so minimizes costs while
maintaining quality of service
Demand Management

Identify and analyze Patterns of

Business Activity
Influence demand to reduce excess
capacity needs

Capacity Management

Determines the actual resources

requirements to meet business
needs

Plan future implementation of

capacity

Service Design: Availability

Management

MTBSI Mean time between

system incidents (frequency if
failure)

metric used for measuring and

reporting Reliability.

mean time from when a system

or IT service fails, until it next
fails. MTBSI is equal to MTBF +
MTRS

Service Design: IT Service

Continuity Management
- Deals with Disaster

- To support the overall Business

Continuity Management process by
ensuring that the required IT technical
and service facilities can be resumed
within required, and agreed, business
timescales
Disaster- not part of the daily
operational activities and requires a
separate system
BIA (Business Impact Analysis)quantifies the impact loss of IT service
would have on the business

Availability- information should be

accessible at any agreed time. This
depends on the continuity by the
information processing systems
Security Incident- Any incident that
may interfere with achieving the SLA
security requirements, materialization
of a threat
Service Transition
- The capabilities used to build, test
and deploy changes that could affect
IT service quality

Risk Analysis- Evaluate Assets,

Threats and Vulnerabilities

To help set customer expectations

Countermeasure- to refer to any

type of control and

To enable business
change/project teams/customers
to integrate an IT release

-most often used when referring to

measures that increase resilience,
fault tolerance or reliability of an IT
Service
Business Continuity Plan
- A plan defining the steps required to
restore business processes following a
disruption.
Service Design: Information
Security Management
CIA
- Confidentiality, Integrity, Availability
- align IT security with business
security and ensure that information
security is effectively managed in all
service and Service Management
activities
Confidentiality- Protecting
information against unauthorized
access and use
Integrity- Accuracy, completeness,
and timeliness of the information

To reduce variations in predicted

and actual performance
To reduce known errors and
minimize risks
To ensure Services are built and
used in accordance with the
agreed requirements and
constraints defined within Service
Design
Value to Business
Increased success rate of changes
and releases
More accurate predictions of
service levels and warranties
Less variation of costs against
estimated and approved resource
plans
Service Transition: Knowledge
Management
-enable organizations to improve the
quality of management decision
making by ensuring that reliable and

secure information and data is

available throughout the service
lifecycle
2 objectives:

1. To ensure that the right information

is delivered to the appropriate place
or competent person at the right time
to enable informed decisions
2. Improve efficiency by reducing the
need to rediscover knowledge.
DIKW (Data -> Information ->
Knowledge -> Wisdom)
Data is a set of facts collected
during ITSM activities or
measurements. An example of data is
the time and date when an incident
occurred.
Information it gives context to data
(i.e. data endowed with meaning and
purpose) so that data become useful
for further decision making. An
example of information is average
time to close priority 1 incidents
(which combines data for many
incidents such as incident start-time,
incident end-time and priority).
Knowledge organizing, processing
and structuring of information using
human experience, ideas and
judgments. An example of knowledge
is the average time to close priority 1
incidents has decreased since ITSM
tool implementation.
Wisdom wisdom uses judgment to
make use of knowledge and create
value. This is usually done by a human
brain. Wisdom takes into consideration
data, information and knowledge; e.g.
customer satisfaction rose by 10% due
to the ITSM tool implementation, backoffice personnel training, self-service
portal and new service introduced.

SKMS (Service Knowledge

Management System)
-Tools and databases used to manage
service knowledge and information
including CMS, Service Portfolio, AMIS,
CMIS, SCD, Known Error
Database,Soft Knowledge
Related Elements within SKMS

Configuration management database

Config. Management system
Incident, Problem, Change and
Release data
Human Resource or People data
Availablility Management Info.
System
Known Error database
Service Portfolio
Supplier and Contracts database
Capacity Management Info. System

Service Transition: Change

Management
To ensure that standardized methods
and procedures are used for efficient
and prompt handling of all changes, in
order to minimize the impact of
change related Incidents upon service
quality, and consequently to improve
the day to day operations of the
organization.

Respond to changing business

requirements

Minimize impact/risk of
implementing changes

Ensure all changes are

approved at the appropriate
level with the business and IT

Implement changes successfully

Implement changes in times

that meet business needs

Use standard processes to

record all changes

management coordinates
the building, testing and
implementation of the
change

*** Not every change is an

improvement, but every
improvement is a change!

5. Reviewing and closing CFRs

Activities of Change Management

6. Management reporting

1. Change logging and filtering /

acceptance

Does the RFC (request for

change) have enough,
quality, information

Unique identification
number

Filter out impractical

RFCs and provide
feedback to issuer

2. Managing changes and the

change process

Prioritize RFCs (based on

risk assessment)

Categorize RFCs (e.g.

minor, significant or
major impact)

3. Chairing the CAB and ECAB

Assess all RFCs

Impact and resource

assessment

Approval based on
financial, business and
technical criteria

The Forward Schedule of

Change (FSC)

4. Coordinating the change

Supported by release
management, change

Request for Change (RFC)

Every change to the IT
Infrastructure has to go through
change management. A Request
for Change (RFC) is formally
issued for every change request.
Normal Change
A change that follows all of the
steps of the change process.
Standard Change
A pre-approved change that is low
risk, relatively common and
follows a procedure or work
instruction
Emergency Change
A change that must be introduced
as soon as possible
Change Manager
Responsible for the change
management process.
Change Advisory Board (CAB)
A dynamic group of people
(depending on the change) that
approve changes with medium to
high priority, risk and impact.
Emergency Change Advisory
Board (ECAB)

Subgroup of CAB with

authority to evaluate emergency
changes and make urgent change
decisions

Forward Schedule of Change (FSC)

Emergency fix: a temporary or

permanent quick fix for a problem
or known error.

Contains details of all

approved changes and their
proposed implementation date.

The 7Rs of Change Management

Raised
Reason
Return
Risks
Resources
Responsible
Relationship

Release and Deployment

Management
-To deploy releases into production and
enable effective use of the service in
order to deliver value to the
organization / customer / user.
- Includes the processes, systems and
functions to package, build, test and
deploy a release into production and
prepare for service operation.

Rollout
Introduces a release into the live
environment

Full Release: Office 2007

Delta (Partial) Release:

Windows Updates

Package: Windows Service Pack

Deployment Options: Big Bang VS

Phased
Big Bang

The new or changed service is

deployed to all user areas in one
operation. This will often be used
when

Introducing an application change

and consistency of service across
the organization is considered
important.

Objective:
to build, test and deliver the capability
to provide the services specified by
service design
Release Package

Phased

A collection of authorized changes

to an IT service.
Release Unit
The portion of the IT infrastructure
that is released together

Major release: major roll out of

new hardware and/or software;
Minor release: a few minor
improvements and fixes to known
errors.

The service is deployed

to a part of the user base initially,
and then this operation is
repeated for subsequent parts of
the user base via a scheduled
rollout plan.

Deployment Options: Push VS Pull

Push

Used where the service

component is deployed from the
center and pushed out to the
target locations.

Pull

Used for software releases,

where the software is made
available in a central location,
but users are free to pull the
software down to their own
location at their preferred time

- To gather the information needed

about the IT components and how
they relate to each other to ensure
that the relevant information is
available for all the other processes
Managing these properly is key
Provides Logical Model of
Infrastructure and Accurate
Configuration information
Controls assets
Minimized costs

Deployment Options: Automation

VS Manual

Enables proper change and

release management

Automation

Speeds incident and problem

resolution

Helps to ensure repeatability and

consistency.

The time required to provide a well

designed and efficient automated
mechanism may not always be
available or viable.

Manual

Important to monitor and

measure the impact of many
repeated manual activities, as they
are likely to be inefficient and error
prone

Service Asset and Configuration

Management
- Support efficient and effective
Service Management processes by
providing accurate configuration
information to enable people to make
decisions at the right time
- This process ensures the integrity of
service assets and configurations in
order to support the effective and
efficient management of the IT
organization.

CIs (Configurations Items)

Any component that needs to be
managed in order to deliver an IT
service, including hardware,
software, organization roles,
processes and controlled
documentation
CMDB (Configuration Management
Database)
A database used to store
configuration records throughout
their lifecycle. The Configuration
Management System will contain
one or more CMDBs.
CMS (Configuration Management
System)
A set of tools and databases that
are used to manage an IT service
provider's configuration data. The
CMS also includes information
about incidents, problems, known
errors, changes and releases. It

also provides the presentation

layer for Configuration
Management.
Configuration Model
Configuration Management
delivers a model of the services,
assets and the infrastructure by
recording the relationships
between configuration items

Problem Management

Service Operation
Management of IT Services that
ensures effectiveness and
efficiency in delivery and support
Coordinated and organized
activities and processes, required
to deliver and manage services at
agreed levels to business users
and customers
Provides guidance on supporting
operations

** Service Operation is
responsible for ongoing
management of the technology
that is used to deliver and
support services
Service Operation Processes
Incident Management

Enable stability by
monitoring all events that occur

Request Fulfillment

Process of dealing with

Service Requests from the users

Access Management

Provide the rights for users to use

a service

Service Operation Functions

Service Desk

Support the agreed IT

service provision by ensuring
accessibility and availability of the
IT organization and by performing
various supporting activities

Technical Management

Ensures day to day operation of

processes
Enables successful service
improvements

Manage the lifecycle of

all problems

Event Management

Configuration Baseline
The configuration of a service,
product or infrastructure that has
been formally reviewed and
agreed on. It serves as the basis
for further activities and can only
be changed via formal change
procedures.

Restore normal service

operation ASAP and minimize
adverse impacts on the business

Helps plan, implement and

maintain a stable network
infrastructure to support the
organizations business processes

IT Operations Management

Perform daily operational activities

to manage IT Infrastructure

Application Management

Managing applications throughout

their lifecycle

Service Operation: Achieving

Balance
Internal IT viewpoint versus external
customer viewpoint
-Optimum and reliable services that
meet both the needs of the customer
as well as the feasibility based on the
capabilities of the IT organizations can
only be achieved by taking a balanced
account of both views.
Stability versus response capability in
the event of a need for change.
-technology requirements change over
the course of time. Ensuring stability
and simultaneously implementing
changes on time must be weighed up
appropriately, giving due
consideration to the risks.
Service quality versus service costs
-IT organizations are under pressure to
permanently reduce their costs. This
normally also entails a reduction in
quality. The task is to ensure a
considered balance between cost
savings and the simultaneous
adherence to quality standards. This
will avoid disproportionate risks for the
company.
Reactive versus proactive
-Purely reactive organizations only
respond to external influences.
-Examples: new business
requirements, disruptions or customer
complaints. Organizations like these
tend to focus exclusively on the
stability of the services. This is not the
way to encourage a proactive attitude
on the part of the employees. By
contrast, proactive organizations
continually look for internal and
external improvements. However,
where this approach is too marked
these organizations can take on

unnecessary risks and put too much

pressure on employees in the IT
operation. It is fundamentally better to
manage IT services on a proactive
basis. The task is to find an optimum
balance and not to jeopardize the
business with unnecessary pseudo
improvements.
Service Operation: Incident
Management
- Deals with unplanned interruptions
to IT Services or reductions in their
quality
-Restore normal service operation
ASAP and minimize adverse impacts
on the business
Incident unplanned interruption to
or reduction in quality of IT service
Functional escalation escalation
across IT to subject matter experts
Hierarchical escalation involves
more senior levels of management
Work around a temporary fix for
the incident
Major incident an Incident which
has high impact on the organization
and for which a separate process
exists
Remember
Incident Management - addresses
symptoms, not root cause
Problem Management investigates root cause to find solution
Service Operation: Problem
Management

Aims to prevent problems

and resulting incidents
Minimizes impact of
unavoidable incidents

Eliminates recurring
incidents

Problem management works together

with incident management and
change management to ensure that IT
service availability and quality are
increased.
Reactive Problem Management

Generally executed as part of

service operation

Identifies underlying causes of

incidents

Identifies changes to prevent

recurrence

Proactive Problem Management

Driven as part of CSI

Identifies areas of potential

weakness

Identifies workarounds

Service Operation: Event

Management
-To provide the entry point for the
execution of many service operation
processes and activities.
Informational: an event that does
not require any action and does not
represent an exception.
Warning: an event that is generated
when a service or device is
approaching a threshold
Exception: an exception means that
a service or device is currently
operating abnormally
Trigger: an indication that some
action or response to an event may be
needed.
Event Management Process

Event occurs events occur

continuously, but not all of them are
detected or registered. It is therefore
important that everybody involved in
designing, developing, managing and
supporting IT services and the IT
infrastructure that they run on
understands what types of event need
to be detected.
Event notification most
configuration items are designed to
communicate certain information
about themselves
Event detection once an event
notification has been generated, it will
be detected by an agent running on
the same system, or transmitted
directly to a management tool
specifically designed to read and
interpret the meaning of the event.
Event filtering the purpose of
filtering is to decide whether to
communicate the event to a
management tool or to ignore it.
Significance of events every
organisation will have its own
categorisation of the significance of an
event, but it is suggested that at least
these three broad categories be
represented:
Event correlation if an event is
significant, a decision has to be made
about exactly what the significance is
and what actions need to be taken to
deal with it. It is here that the meaning
of the event is determined.
Trigger if the correlation activity
recognises an event, a response will
be required. The mechanism used to
initiate that response is also called a
trigger.

Response selection at this point of

the process, there are a number of
response options available:

functionality or data to which a

user is entitled.

-The process for dealing with service

requests via the Service Desk, using a
process similar but separate to that of
incident management.

Identity refers to the

information about the user that
distinguishes them as an
individual and which verifies
their status within the
organization.

To provide a channel for users to

request and receive standard
services for which a predefined
approval qualification process
exists

Rights (also called privileges)

refer to the actual settings
whereby a user is provided
access to a service or group of
services.

Service or service groups

Instead of providing access to
each service for each user
separately, it is more efficient to
be able to grant each user,
access to the whole set of
services that they are entitled
to use at the same time.

Directory services refers to

a specific type of tool that is
used to manage access and
rights. (LDAP)

Service Operation: Request

Fulfillment

To provide information to users and

customers about the availability of
services and the procedure for
obtaining them
To source and deliver the
components of requested standard
services (e.g. licenses and software
media)
To assist with general information,
complaints or comments
Service Operation: Access
Management
--The process of granting authorized
users the right to use a service, while
preventing access to non-authorized
users.
--Protecting Confidentiality, Integrity
and Availability (CIA), sometimes
known as Rights Management or
Identity Management (removing
access when people change roles or
jobs and regularly auditing access
permissions to ensure they are
correct)

Access refers to the level and

the extent of a services

Service Strategy
Strategy in the context of Service
Management is used by service
providers to:

Attain market focus

Distinguish capabilities

Design, develop and

implement; and

Define the strategic

objectives of the IT
organization

i.e. cost effectiveness, market leader

in technology

Services must provide value. Value

comes in many forms:

Improved efficiency of
business processes

Removed constraints

e.g. time, location,

personnel, finance

Improved governance
and control of business
processes

Improved
communications and
collaboration; and

Improved ability to meet compliance

and regulatory requirements

4Ps of Service Strategy

Perspective

Patterns

Positions

It describes a vision & direction and

articulates the business philosophy of
interacting with customer.
It describes the organizations
fundamental way of doing things.
It describes the decision to adopt a
well defined stance. It is expressed as
distinctiveness in minds of customers.

organization. Administration,
finance, human resources, and IT
service providers all comes under
internal service providers.

Plans

How do we offer high value or low

cost services?
Utility

What does the service do?

Functional requirements

Type II: Shared Service

Provider

Features, inputs, outputs

fit for purpose (service needs

to fulfill customer needs)

The functionality of the IT

service from the customer
perspective

Often summarized as what it

does.

Warranty

How well does the service do it?

Non-functional requirements

Capacity, performance,
availability

fit for use (service is available

when a user needs it)

Provides the customer

assurance that the IT service
will meet required agreements

A promise or guarantee that a

product or service will meet its
agreed requirements.

**Utility and Warranty define

services and work together to
create value for the customer
Service Provider Types
Type I:
Provider

Internal Service

refers to the
business functions within an

In this, business
functions such as IT, human
resources, and logistics are
consolidated into an autonomous
special unit called a Shared Service
Unit (SSU)

Type III: External Service

Provider

refers to the third

party service providers. It can offer
competitive prices and drive down
unit cost by consolidating demand.

Strategy Generation

Service Portfolio Management

-The purpose of a service portfolio is
to describe a service providers
services in terms of the business
value.
It aims to:

Include the complete set of

services managed by a service
provider

Manage the entire lifecycle of all

services

The Service Portfolio

Service pipeline (proposed or in
development)
Service catalogue (live or
available for deployment)
Retired services
(decommissioned services)

Retain: largely self contained,

with well defined asset, process
and system boundaries.
Rationalize: multiple versions of
system platforms providing similar
functions
Refactor: the service can often
be refactored to include only the
core functionality

Service Portfolio Management

Activities

Replace: these services have

unclear and overlapping business
functionality.

Define: collates information from all

existing services as well as every
proposed service

Renew: these services meet

functional fitness criteria, but fail
technical fitness.

Analyse: performed to find the

perspectives, plans, patterns and
positions (4Ps of Strategy).

Retire: services that do not meet

minimum levels of technical and
functional fitness.

Approve: concerned with completing

the final draft of the portfolio.
Charter: concerned with
communicating decisions and
allocating sufficient resources &
charter services.
Service investments are split
among three strategic categories:

Run the Business

(RTB) centered on maintaining
service operations
Grow the Business
(GTB) intended to grow the
organizations scope of services
Transform the
Business (TTB) moves into new
market spaces

The Six Rs:

Service portfolio management will

engage with the other lifecycle
phases:
Newly chartered services are
promoted to service design
Existing services will be refreshed
in the service catalogue
Retired services are forwarded to
service transition
Service asset: includes any
capability or resource of a service
provider. These types of assets are
used by organizations to create value
in the form of goods and services. It is
relatively easier to acquire resources
compared to capabilities.
Service valuation: provides the
business and IT with the

measurements to agree on the value

of IT Services (cost vs. benefit
analysis). Value is created by
combining warranty and utility

because of uncertainty in
demand.
It aims to:

Service pipeline: database or

structured document listing all IT
services that are under consideration
or development, but are not yet
available to customers

Ensure that the Warranty and

Utility we offer matches the
customer needs

Analyze patterns of activity and

user profiles

Service catalogue: database or

structured document with information
about all LIVE IT services, including
those available for deployment, and is
available to customers.

Provision capacity in line with

strategic objectives

Retired services: decommissioned

services.
Business case: a model of what a
service is expected to achieve; the
justification for pursuing a course of
action to meet organizational goals.
The assessment of service
investments in terms of potential
benefits and the resources and
capabilities required to provision and
maintain it.
Utility: functionality offered by a
product or service to meet a
particular need. Utility is often
summarized as what it does.
Warranty: a promise or guarantee
that a product or service will meet its
agreed requirements.
TTB: Transform the Business
RTB: Run the Business
GTB: Grow the Business
Demand Management

This is a critical aspect of

service management. Poorly
managed demand is a source of
risk for service providers

Activity-Based Demand
Management
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

Service Packages

It provides flexibility and choices for

our customers
Provides a description of any
available service to customers
Detailed description of a service.
Includes a service level package and
one or more core services and
supporting services

Core Service Package

-An IT Service that delivers outcomes
desired by one or more customers
Supporting Service Package

-A service that enables or enhances a

core service.
Service Level Package
-Defined level of utility and warranty
for a particular service package

Financial Management

-Designed to meet the needs of a PBA.

Links to other Service Lifecycle

phases/concepts:
Service Design optimizing design
for demand patterns
Service Catalogue mapping
demand to services
Service Portfolio approving
additional capacity , new services or
changes to existing services based on
demand patterns

Demand Management Roles

To be able to fully account for the

spend on IT services and to be
able to assign these costs to the
services delivered to the
organizations customers

To assist management decisions

on IT investment by providing
detailed cost analysis regarding
changes to IT services

Document PBAs and user

profiles

Identify correct service

level packages for their
customers

Identify unmet customer

needs

Negotiate with Product

Manager for creation of
new services

Business Relationship
Management

Financial Management
Objectives

Financial visibility and

accountability

Financial compliance and

control

Understand cost of providing

services

Understand value customers

get from using services

Enhanced decision making

across the complete service
lifecycle

Business Relationship Manager

o

Process Objective: To maintain a

positive relationship with
customers.

To provide cost effective

stewardship of the IT assets and
resources used in providing IT
services

It aims:

Service Operation adjusting

allocation of resources and scheduling
Financial Management using
incentives to influence demand

identifies the needs of existing

and potential customers and
ensures that appropriate
services are developed to meet
those needs.

ABCs of Financial Management

Accounting. Enables the IT

organization to account fully for
the way its money is spent (the
practices allow identification of

costs by customer, service

and/or activity).

Budgeting. Predicting the

expected future requirements
for funds to deliver the agreed
upon IT services to the service
customers.

Charging. The decision

whether the IT department will
charge customers for the actual
provision of IT services is made
at a strategic level not from
within the IT department.

Services valuation

Cost of providing the service

Value to the customers receiving

the service

Service investment analysis

Understand the total lifecycle value

and costs of proposed new services
or projects

Service Design Package (SDP)

Details all aspects of a service and

provides requirements through all
subsequent stages of its lifecycle.
The SDP is created in Service
Design and passed to Service
Transition for implementation.

5 Major Aspects of Service Design

Accounting

Keeping track of what has been

spent, assigned to appropriate
categories

Business Case

A decision support and planning

tool that predicts outcomes of a
proposed action

Used to justify investments

Business Impact analysis

Understanding the financial cost of

service outages

Service Design

Delivery Model Options

Service Catalog Management

Objectives
-Create and manage an accurate
Service Catalog

Service Design Processes

A single source of information on

all services

-To ensure that a Service Catalog is

produced and maintained, containing
accurate information on all operational
services and those being prepared to
be run operationally
Service Catalog Management
Basic Concepts
The Service Catalog

Part of the Service Portfolio

Details of all operational services

and those being prepared for
transition

Business Service Catalog

Details of all of the IT services

delivered to customers

Requirements for new or

changed services.

Visible to the customers

Expectation and perception of

the business, customers and
users

Technical Service Catalog

Details of all supporting services

Not usually visible to customers

Service Catalog Management

Roles
Service Catalog Manager
Produce and maintain the
Service Catalog

Ensure all operational services

and those being prepared for
operational running are recorded

Ensure all information in the

Service Catalog is accurate and
up to date

Ensure all information is

consistent with the information
in the Service Portfolio

Ensure all information is

adequately protected and
backed-up

Service Level Management

Business Value

Consistent interface to the business

for all IT service related issues

Feedback on service failures or

breaches & resolution actions taken

Reliable communications channel

and trusted relationship

Service Level Agreement (SLA)

Operational Level Agreement

(OLA)

Service Level Management

Objectives

Negotiate, agree and document

service levels

Measure, report and improve

service levels

Communicate with business and

customers

Service Level Management Scope

Ensure quality of service matches
expectations

Existing services

Written agreement between a

service provider and customers
that documents agreed Service
Levels for a Service

Internal agreement (within same

organization) which supports the
IT organization in their delivery of
services

Underpinning Contract (UC)

Any contract with an external

supplier that supports the IT
organization in their delivery of
services

Service Catalog

Written statement of IT
services(Menu of Services),
default levels and options, costs
and which businesses process that
they related to.

Service Level Requirements (SLR)

The detailed recording of the

agreed customer's needs

Number and % of targets being

met

Number and severity of service

breaches

Number and % of up to date SLAs

Number of services with timely

reports and service reviews

Improvements in Customer
Satisfaction

Service Improvement Plan (SIP)

Formal plans to implement

improvements to a process or
service

Service Level Management Roles

Service Level Manager
Process Owner

Service Level Management

Activities

Understand

Customers

Create and
Maintain SLAs and OLAs
Review and

Reporting

Ensure that
Changes are assessed for
impact on service levels

Capacity Management Objectives

Service Level Management Key

Metrics

To produce and maintain a

Capacity Plan

To provide advice and guidance on

capacity and performance related
issues

To ensure services meet or exceed

performance targets

To assist in diagnosing and

resolving capacity related
problems and incidents

To assess the impact of changes

on the Capacity Plan

Proactive capacity and

performance measures

Capacity Management

Determines the actual

resources requirements
to meet business needs

Plan future
implementation of
capacity

Capacity Management Basic

Concepts

Balancing costs against resources

needed

Balancing supply against demand

Should be involved at all stages

of the lifecycle

Forward looking, regularly

updated Capacity Plan

Capacity Management SubProcesses

Business Capacity Management
Translates business
needs and plans into requirements
for service and IT infrastructure,
ensuring capacity for future
business requirements for IT
services are met.

Three levels of concern:

1. Business Capacity Management

-ensure capacity for the future
2. Service Capacity Management
-ensure capacity for current
SLAs
3. Component Capacity Management
-manage/monitor CI

capacity
Capacity Management
Information System

Capacity Management is the process

that manages

Service Capacity Management

End-to-end
performance and capacity of
the live, operational IT services
usage and workloads.

Component Capacity Management

Performance,
utilization and capacity of
individual IT technology
components.

The right capacity

The right location
The right moment
For the right customer
Against the right costs
Demand Management

Identify and analyze

Patterns of Business
Activity
Influence demand to
reduce excess capacity
needs

Capacity Management Roles

Capacity Manager

Process owner

Proactive planning

Business Relationship Manager

Provides demand patterns for

existing, new and potential
future customers/services

Service Level Manager

Negotiates capacity
requirements with existing
customers

Technical and Application

Management

Day-to-day
capacity management activities

Reacting to
capacity incidents and problems