ITIL v3

Ashish A Raina
Kapil Chawla
INTRODUCTION
Name
Product-line
Role
Why do you want to attend this training?
Previous Experience with ITIL
Hobbies / What do you enjoy most ?
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PURPOSE
Purpose of this training is to

Give the audience knowledge of ITIL v3
Explain the updates from previous version
Encourage for Certification
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EVOLUTION OF ITIL
ITIL - Information Technology Infrastructure Library
History
Originally created in late 80s by the UK government

Now truly global and applicable to all IT Services
Focus on process and roles rather than organisation
Version 1 in 1991- focused on UK Government
Version 2 in 2000 - Industry wide and took into account changes in
technology
Version 3 in June 2007 Life Cycle Approach
OGC
Office of Government Commerce UK Treasury ministry
ITSMF
The driver behind all things ITIL taken over from OGC
Global
USA, Canada, Mexico, Argentina, and Brazil - Americas

Australia, India, Singapore - Asia Pacific
Denmark, France, Germany, Netherlands, Sweden, UK - EMEA
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ITIL
Is a collection of books which contain recommendations & suggestions to
improve provision of IT Services
Not a standard but a Best Practices Framework
Needs to be adopted and/or adapted
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Standards based on ITIL
BS 15000
ISO 20000
ITIL
BS15000 the first standard derived from ITIL

BS15000:2002 Part 1 Specification (The standard)
BS15000:2002 Part 2 Code of Practice (Implementation)
CSC was the first major computer services company to get BS15000
ISO 20000: ISO standard derived from ITIL

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WHY REFRESH ITIL v2
Necessity to accommodate the inputs from the Globe

More practical & rational approach became necessary
Emphasized on Service Support and Delivery only
Less attention to Relationship Management with Partners
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ITIL V3 VS. ITIL V2
ITIL v2
ITIL v3
More process Oriented
Lifecycle Based Approach
Focus on Products, Process & People
Focus on Partners apart from 3 Ps
Security Management a part of Availability
Security Management is a separate

process
Emphasize on SD & SS
Equal attention to all the processes
10 processes + 1 Function
20 processes + 4 Functions
IT & Business Alignment
IT & Business Integration
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ITIL v3 CONTENTS
Life Cycle Approach

Total 5 books (5 Phases)
All the core processes of v2 maintained
Additional 10 processes & 3 functions included
Other supporting document aids in various forms
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SERVICE LIFE CYCLE APPROACH
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FOCUS AREAS
People
Processes
Products
Partners
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SUMMARY OF ITIL v3 PROCESSES & FUNCTIONS

1.SERVICE STRATEGY
Demand Management
Service Portfolio Management
Financial Management
2.SERVICE DESIGN
Service Catalogue Management
Service Level Management
Availability Management
Capacity Management
Supplier Management
5.CONTINUAL SERVICE
Information Security Management
IMPROVEMENT
7 Step Improvement Process Service Lifecycle Service Continuity Management
Service Reporting
Approach
Service Measurement
4.SERVICE OPERATION
Service Desk (FUNCTION)
Incident Management
Event Management
Request Fulfillment
Access Management
Problem Management
Technical Management (FUNCTION)
IT Operations Management (FUNCTION)
Application Management (FUNCTION)
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3.SERVICE TRANSITION
Service Asset&Configuration Management
Change Management
Release & Deployment Management
Knowledge Management
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New ITILv3 Education
ITIL v3 Qualification Scheme
ITILFND09-1
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BASIC CONCEPTS
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BASIC CONCEPTS..
Service & Service Owner

Service Management
Process & Process Owner
Functions, Staff, Roles
Metrics, Interfaces
RACI
PDCA
Compliance & Governance
Concept of Caps
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Service
The means of delivering value to the customer by achieving the customer
desired results while working within given constraints
Service Owner
An individual or a team which is responsible towards customer for a given
service
Responsible for
Initiation & Transition, Ongoing Maintenance & Support

Monitoring & Reporting, Identifying improvement areas in Service
Accountable for Service, Primary customer contact for the service
Service Management
A set of specialized organizational capabilities which help us providing value
to the customers in the form of services they enjoy AND/OR a set of
Functions & Processes which manage the service
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Process
A set of activities which are carried out in a given manner to achieve the
desired objective
A process is
Measurable
Yields desired result
Delivers result to customers
Responds to specific events or requirements
Process Owner
An individual or a team responsible for
Help Design & documentation of process

Ensuring it is being performed as per documentation
Ensure that yields the desired end results
Overall continual improvement of process
Defining & reviewing KPIs
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Function
A Group of people & their tools used to carry out one or more processes
or activities
Staff
The personnel who are assigned to carry out specified tasks or
activities
Roles
A set of authorities, responsibilities & activities assigned to individual or
personnel
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Metrics or KPIs
A measurement unit which imparts an ability to Judge the performance
of a service
Interfaces
The overlaps or linkages between two or more processes
Processes exchange data (input or output) via these linkages
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RESPONSIBILITY ACCOUNTABILITY CONSULTED

INFORMED MATRIX
Key:
R = Responsible; performs the task
A = Accountable; ultimately answerable for
completion of task (only 1 person per task)
C = Consulted; provides information or
assistance
I = Informed; kept apprised of the activity
LOS Mgr
SDM
1.3 Travel Plan
1.4 Resource Readiness
1.5 Knowledge Transfer (KT) Transition
1.6 Conduct Lesson learned
1.7 Sign off
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Client
1.1 Internal Kick off

1.2 Offshore Resource requirement
projection/Approval
PM
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PLAN DO CHECK ACT (Demings Cycle for Improvement)

Continuous step by
step improvement
Act
Check
Plan
Do
Consolidated of the level reached
(e.g. ISO 9001)
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COMPLIANCE & GOVERNANCE

Compliance is a adherence to a Standard or Set of Guidelines or proper
consistent practices
Corporate Governance means to promote corporate Fairness, Transparency
& Accountability
IT Governance is an integral part of enterprise/corporate governance & it
ensures that organizations IT is in alignment with Strategies &
Objectives
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CONCEPT OF CAPS
To carry out multiple roles simultaneously or at different times as per

situation or the work involved
E.g. When a staff is logging the call he is wearing a cap of Service Desk
When he/she is able to diagnose the root cause of the error he/she is
wearing a cap of Incident & Problem management
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ITIL Processes & Positions
Background work
Service Strategy
nt
e
t
ien agem
l
C g
En
Service Level
Management
5.CONTINUAL SERVICE
IMPROVEMENT
7 Step Improvement Process
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Demand Management
2.SERVICE DESIGN
Capacity Management
Supplier Management
Service Continuity Management
1.SERVICE
STRATEGY
Service Asset &
Configuration Management
Change Management
4.SERVICE OPERATION
Incident Management
Event Management
Request Fulfillment
Access Management
Problem Management
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1. SERVICE STRATEGY
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ACTIVITIES OF SERVICE STRATEGY
Identify market & define your target area

Decide what services you want to offer & who can be the potential
customers
Develop your service offerings
Build on/improve your services
Develop strategic assets
Develop new services
Help clarify the relationships between different services, processes,
strategies etc.
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BASIC CONCEPTS OF SERVICE STRATEGY
Utility It is derived from the attributes of service which have a positive effect
on the performance
What does the service do?
Functional requirements
Features, inputs, outputs
Fit for purpose
Warranty It is derived from positive effect being available when needed, in
sufficient capacity & magnitude & dependably in terms of Continuity &
Security
How well service does it
Fit for use
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Types of Service Providers

Internal
Each BU has its own service providers (e.g. HR, Finance etc.)
Shared
Each BU uses services from single SSU (Shared Services Unit)
External
BUs take services from different, authorized external vendors
NOTE In todays world, most of the organizations prefer to use mixture of
all types
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DELIVERY MODELS
Delivery model is a graphical representation of components that help
organizations deliver services to customers
Insourcing: Using internal providers only
Outsourcing: Using external vendors
Co-sourcing: Combination of In-sourcing & outsourcing
Multi-sourcing: using 2 or more vendors to work together & are
interdependent on each others work
BPO: Appointing external vendors to manage Business Function
ASP: Application Service Provider to provide shared services (e.g.
networks)
KPO: Appointing external vendors to manage domain based
processes/expertise
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SERVICE STRATEGY
1.Demand Management
2.Service Portfolio Management
3.Financial Management
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SERVICE STRATEGY 1 OF 3
DEMAND MANAGEMENT
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ONE LINER
Demand Management = Know your customers requirements
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OBJECTIVES
To understand customers current requirements
Trend of requirements over a period/business cycle
Match the customers expectations with organization's
capabilities of providing services
Ensure Warranty & Utility are in alignment with customers needs
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KEY CONCEPTS
Core service vs. Supporting Service
Pattern of Business Activity (PBA), User profile
Service Package (SP) vs. Service Level Package (SLP)
Business Relationship Management
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Core Service vs. Supporting Service

Core Service is the service which actually brings value to the customer.
Its a service which is KEY from organization's perspective as well
E.g. for a Banking customer, the core services provided will be all
financial services
Supporting Service supports or enhances the core services
Its like an added feature which may not be desired but important to have
Many times it becomes necessity
E.g. supporting services in above case could be providing a helpdesk
which helps/troubleshoots any issues/queries faced by users when they
access the website
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Pattern of Business Activity (PBA) & User Profile
Represents change in pattern of customers demands as explained by

organization
Important to track as it helps organization identify improvements in existing
services or identify future opportunities
Also important to study customers business & changing business needs
User Profile
Demand patterns shown by users
Users means people or even processes/functions etc.
Is usually associated with/is subset of PBA
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SP vs. SLP
Service Package is a bundle of core services and/or supporting services

which is offered to customer
SP Includes Service Level Package
SLP has a defined level of Utility & Warranty for a given SP
E.g. Buying 100 servers is a SP deal but some of them could be under
Gold/Silver SLP
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Business Relationship Management
Customer centric activities

Constant communication with customer
Helps to know the improvements & future scope for business
Usually the First Point of contact for the customer especially for a
first time/new business
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METRICS
Accurate understanding of customers business needs

Loss of Business to competitors especially for a new services
Improved Customer Relationships
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ROLES & RESPONSIBILITIES
Business Relationship Manager

Documenting the customers business needs, PBAs, User Profile etc.
Ensure SLP matches customers needs
Discussions with internal teams for setting up new SLPs or establishing
the existing once
Analyze potential SLP improvements ,
Look for future business opportunities with customer
He may have a team working with multiple customers
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SERVICE PORTFOLIO
MANAGEMENT
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SPM = How to bundle/package the services
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OBJECTIVES
Plan for services you can offer

Record of all the services including current, expired & in
Pipeline
Provide information/guidance to Service Design
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KEY CONCEPTS
Service Portfolio, Its Components & structure

Business Service, Business Service Management
Business Service vs. IT Service
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Service Portfolio
It describes how the service are bundled & packaged

Takes care of Marketing components such as
What is the REASON customer will buy these services?
What is the REASON customer will buy these services from US?
SWOT analysis for our Organizations service capabilities
What could be our pricing models
How best to allocate resources & capabilities
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Service Portfolio Structure
New Services
Services in
pipeline
Existing Services
Requirements Gathering,
Analysis, Approval, Charter,
Developed, Release, Operational
Service Catalog
Retired Services
Stopped services
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ACTIVITIES
DAAC (Based on DMAIC cycle)
Define
Take Service Strategy as input, Define Inventories, Business

Case, Validation of Data
Analyze
Decide Value Proposition, Prioritization, Balance of Demand

& Supply
Approve
Authorize / Finalize the Portfolio, Services, Resources

Charter
Communicate information / decisions, Resource allocation,

Chartering of services
Continually Update/ Improve the portfolio begins next DAAC
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METRICS
How Accurate & Up-to-Date Portfolio is

Is the information contained is relevant from Market
perspective
Is it in alignment with customer needs
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Product manager
Create Business case
Evaluate Marketing Opportunities
Deploy new services/retire the old ones
Manage a set of related services
Business Relationship Manager

First Point of Contact
Document Customer needs
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FINANCIAL MANAGEMENT
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ONE LINER
Financial Management = Getting the Deal ($$$) right
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OBJECTIVES
To serve as strategic tool to align IT services with Financial Decisions

To balance the Cost & Price as appropriate
Accounting for IT Services
Facilitate Accurate Budgeting
Finalize Financial Policies (e.g. Charging)
Financial Review & Control
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COST VS PRICE
Cost = Actual Expenditure of providing IT Services

Price = The amount at which one Sells IT Services
Hence Price Cost = Profit
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KEY CONCEPTS
Service Valuation (Previously known as Charging)

Service Investment Analysis (Previously known as Budgeting)
Accounting
Cost Units , Costs Types
Business Case
Business Impact Analysis
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SERVICE VALUATION (CHARGING)
A mechanism which helps organization to recover at least the expenditure incurred

on providing IT services with additional monitorial profits as applicable
Types
Cost Recovery (Actual)
Cost Plus Fixed Fee
Cost Plus % of Costs
Cost Plus Incentives
Notional Charging
Fixed Price
Time & Material
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SERVICE INVESTMENT ANALYSIS
Was termed as Budgeting in v2

It is a Time phased allocation of Funds
It helps Track & Control the expenditure pattern
Also guide how to utilize the funds
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ACCOUNTING
A mechanism to track WHAT has been spent & WHERE it has been
spent
Maintain accounts of all incoming and outgoing monetary fund
Accounting involves maintaining detailed ledgers of the daily
expenditure incurred during the implementation of an IT service.
Helps an IT organization track costs for each customer, service, or
activity
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COST UNITS & COST CATAGORIES / TYPES
Cost unit is the identified unit of consumption that can be

accounted for a particular service or service asset
Cost Categories
Hardware, Software, Travel, Internal, External etc.
Cost Types
Direct & Indirect
Fixed & Variable
Capital & Operational
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BUSINESS CASE
A decision support/planning system or tool /document
It helps analyze the consequences of some decisions
Usually it is in the form of report & may contain
Background/History
Facts & Figures, Validity period of the document
Risks & Mitigation plans
Recommendations
E.g. of Business case is a Study Report for Why should we buy 34
Mbps Link?
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BUSINESS IMPACT ANALYSIS
It identifies organizations most critical business services & links them to

the financial values or risks
Helps to prioritize the critical services
Analyzes facets of service such as Impact of outages, Financial penalties,
Customer Relationship etc.
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ACTIVITIES
To design mechanisms for service valuation, Investment Analysis &

Accounting
To align IT Business with Finance Policies
Ensure the accuracy in implementing financial controls
Bill Payments & Collections
Updating the Finance Policies as per Organizational needs
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METRICS
Accuracy in Budgeting, Forecasting & Controls
Quick & Effective financial decision making

Proper IT Accounting
Ensure Timely Bill Payments & Collections
Overall performance of Finance Dept.
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Finance Manager / Dept./ Controller

To Lay Financial Policies & document
To ensure that the policies are adhered to
Implement proper financial controls
Look for Continual Improvement
Note Every individual manager has some financial

responsibility within his area of control
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2. SERVICE DESIGN
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ACTIVITIES
Design services to meet Business Objectives

Design Secure & Resilient IT Infrastructure
Identify, remove the risks from the services before they go live
Create & maintain IT plans, policies, technical & process framework (Design
tool ensures standards are adhered to)
Design measurement methods & metrics for assessing effectiveness of
processes
Design Effective & efficient processes for design, transition & operation phases
Scope includes new services & improvements as may be needed over a
service lifecycle
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SERVICE DESIGN
1. Service Catalog Management

2. Service Level Management
3. Availability Management
4. Capacity Management
5. Supplier Management
6.Information Security Management
7. Service Continuity Management
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SERVICE DESIGN 1 OF 7
SERVICE CATALOG
MANAGEMENT
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ONE LINER
Service Catalogue Management = Services Ready to Use
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OBJECTIVES
Create & Manage Service Catalog

Keep Service Catalog Up to Date with latest information
Continual Improvement in Management of Service Catalog
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KEY CONCEPTS
What is Service Catalog?

Service Catalog vs. Service Portfolio
Types of Service Catalog
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What is Service Catalog?

A single source of information for all the service offerings
Includes Operational & in Transition Services
E.g. Menu Card in a Hotel
Service Catalog vs. Service Portfolio
Service catalog is a part of Service Portfolio
Service Portfolio depicts the services in their Business Value
Terms i.e. Why customer would buy it from us
Service Catalog depicts what service would you like to offer to
customer (which will be based on customer needs)
Service Portfolio is not usually available to be viewed by
Customer or public whereas Service Catalog may be
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Types of Service Catalog
Business Service Catalog

Used by Relationship Manager to win a business
Consists list of all IT services which are important for Customers
Business Process
Visible to customer (or even to common public)
Technical Service Catalog
Used by Relationship Manager to know the capabilities & limits of
Business Service Catalog
Contains all the Backup/Supporting services for services shown
in BSC
Usually Not visible to Customer
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METRICS
Accuracy of Information within Service Catalog

Number of corrections made
Customer Feedback
Number of successful/lost proposals
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Service Catalog Manager

Establish & maintain Service Catalog
Ensure all the information is accurate & up-to-date
Oversee all the other aspects of service catalog. E.g. Information
contains all applicable operational & in Transit services etc.
Work on Continual Improvement of Service Catalog
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SERVICE LEVEL MANAGEMENT
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ONE LINER
Service Level Management = Negotiate & Agree

Service Levels with client
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OBJECTIVES
To Negotiate, Agree & Document the Service Levels

To balance the customer expectations & organizations capabilities
To measure, report & continually maintain/improve service level
To manage the performance as per agreed service levels
To manage the customer relationship
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KEY CONCEPTS
Service Level Requirements (SLR)

Service Level Agreements (SLA)
Operational Level Agreements (OLA)
Underpinning Contracts (UC)
Service Improvement Plan (SIP)
A formal project undertaken within an organization to identify and
introduce Measurable improvements within a specified work area
or , work process
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ELEMENTS OF SLA
Service Scope and description
Service hours
Measures of availability and reliability
Support details who to contact, when and how
Respond and fix times
Deliverables and time scales
Change approval and implementation
Reference to IT Service Continuity Plan
Signatories
Responsibilities of both parties
Review process
Glossary of terms
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SLA,OLA,UC
Customer
SLA
Organization Management
OLA
Orgs Internal Teams
UC
Vendors
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METRICS
Clearly Defined SLAs, OLAs and UCs
Performance against agreed SLAs
Shortfalls in SLA and consequent SIPs
Number & severity of service breaches
Improvement in customer satisfaction
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Service Level Manager

Process Owner
Review & Reporting
Maintaining an effective Service Level Management process by
defining SLAs, OLAs and UCs
Updating the existing SLAs, SIPs, OLAs and UCs
Reviewing and improving the performance of the IT organization
to meet agreed service levels
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AVAILABILITY MANAGEMENT
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ONE LINER
Availability Management = Ensure it is up when it should be
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OBJECTIVES
To ensure agreed Availability Level is met or exceeded

The Availability Management process plays an important role in
ensuring that a defined level of IT services is continuously
accessible to customers, in a cost-effective manner
Continually Optimize & Improve the availability by preparing
Availability Plan
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KEY CONCEPTS
Availability
Reliability
Maintainability
Serviceability
Vital Business Function (VBF)
High Availability
Fault Tolerance
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AVAILABILITY
The ability of a service, component or configuration item to perform its agreed &
expected function when required
Usually expressed as Percentage
Availability= (AST-DT)
X 100
----------------AST
AST = Agreed Service Time
DT = Downtime
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Reliability
Implies how long the specified service is available for the required period
without any interruptions or failures
Serviceability
Ability of the 3rd party supplier to provide the expected service to service
provider
Maintainability (or Recoverability)
How easy it is to maintain or recover a service, component or configuration
item
NOTE Availability can be Proactive (recommended) or Reactive.
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Availability Metrics
MTRS- Mean Time to Restore Service (Down Time) =
Relates to Maintainability (Also has an element of Serviceability)
Time
Detection
Restoration
Repair
Recover
Diagnosis
Incident
Occurred
Incident
Occurred
MTBF- Mean Time
Between Failures(Uptime)
= Availability
MTBSI Mean Time Between system Incidents = RELIABILITY

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Vital Business Function (VBF)

A critical function or business process
High Availability
Minimizing the impact of component failure
Fault Tolerance
Ability of a service to continue to be available even after component(s)
failure
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METRICS
Uptime per service or group of Users

Downtime duration
Downtime frequency
Number of failures beyond X time
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Availability Manager
Process Owner
Ensure the agreed levels of service availability
Create & manage Availability Plan
Continual improvement in process/results
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CAPACITY MANAGEMENT
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ONE LINER
Capacity Management = Ensure IT is sized in optimum &

effective manner
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OBJECTIVES
Provide the required IT Infrastructure in a cost effective manner while also

meeting its requirements
Ensure optimum utilization of IT infrastructure
Work on current & future needs
Produce & regularly upgrade Capacity Plan
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KEY CONCEPTS
Business , Service & Component Capacity Management

Capacity Management Information System
Capacity Plan
Performance Management, Modeling, Application Sizing
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Business Capacity Management

Trend, forecast model and developing the Capacity Plan to understand
future business needs
Modeling to estimate the best alternative for Capacity deployment
Service Capacity Management

Understand the functioning of the IT services, resource usage and variations
to ensure that appropriate service agreements can be designed
Report on Service profile of use of services, manage demand for service
Component Capacity Management

Using and monitoring of all components of the IT infrastructure
Optimize use of the current IT resource components such as bandwidth,
network capacity etc.
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Capacity Plan
Time (or trigger) phased plan to maintain/increase the utilization
of IT Infrastructure by maintaining or adding IT infrastructure
components
Capacity Management Information System (CMIS)

A system which holds the data needed & maintained by all the
capacity sub processes/activities
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Performance Management
Monitoring
Tuning
Modeling
Mathematical models for determining the benefits and
costs of varying capacity
Simulation and Analytical techniques
Application Sizing
For determining the hardware capacity required to
support new/modified applications
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METRICS
Performance trends after estimates

Reduction in rushed purchases
Reduction in expensive overcapacity
Reduction in number of incidents due to performance plans
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Capacity Manager
Monitors the Process
Capacity Plan Creation
Update the Capacity Management Database
Supported by
Technical & Application Management
To provide capacity requirements via capacity incidents &
problems
Other day to day capacity management activities
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SUPPLIER MANAGEMENT
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ONE LINER
Supplier Management = Manage Supplier Relationship &

Performance
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OBJECTIVES
Manage supplier relationship & performance

Ensure the Right & Relevant contracts with supplier
Manage the contracts throughout their lifecycle
Create & maintain Supplier Policy, List & Contracts Database
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Supplier Selection
Requirement of 3rd party supplier
Request Supplier
Responses
Manage Suppliers
Update
suppliers
records
SCD
Select Suppliers
Analyze Supplier
Capabilities
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Supplier (UC)
Supplier provides
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Supplier Contracts Database (SCD)
Contracts categorization
According to Types of services, Contracts Modification/Termination
Owner, expiry date, value etc.
Suppliers performance
Against contract terms
Supplier Contracts
Database
Fresh/Renewed
Contracts
Organizations Supplier
Records of
Policy & Strategy
Existing
Past/Expired Contracts
Contracts
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METRICS
Accuracy of information in SCD

Relevance of contracts in terms of SLM
Performance of suppliers
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Supplier Manager
Process owner
Deliver expected supplier performance
Create, establish & maintain SCD
Manage the contracts in conjunction with SLM
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INFORMATION SECURITY
MANAGEMENT
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ONE LINER
ISM = Protect your Data & Information
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OBJECTIVES
To prevent Unauthorized Access (& allow Authorized Access)

To provide effective security measures at Strategic, Tactical &
Operational organizational Levels
To enable organization to do a business Safely
To comply with Security Requirements as per SLA
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KEY CONCEPTS
Confidentiality, Integrity, Availability, Non-Repudiation

Information Security Policy
Security Analysis & Controls
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Confidentiality
Information is accessible to only those who are authorized to view it
Integrity
Information, especially while being communicated, is protected
against unauthorized modification
Availability
Information is invulnerable to attacks or is recoverable in secured
way i.e. it is available (only to authorized) when it should be
Non-Repudiation
Sender of information can not deny that information has NOT been
sent by him
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Information Security Policy

A policy of an organization which ensures the compliance to
Information Security Objectives & Guidelines
Security Analysis & Controls
To Analyze the threats to organizations data/Information & to
eliminate/minimize the same
To provide security controls (checkpoints) at various levels so
that reduce the impact of security breaches
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METRICS
Effectiveness of Security Measures / Controls

Number of Security Breaches , Attacks
Business Losses incurred due to security malpractices
Adherence /Compliance to Security Standards
Security Audits reports
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Security Manager
Process Owner, Planning for Security
Design & Monitor Security Policy / Analysis / Controls
Oversee entire security aspect of the organization
Overall Improvement
Security Officer
Mediator between Security manager & Customer / Users
Assist Implementation of security policies/measures etc.
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SERVICE CONTINUITY
MANAGEMENT
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ONE LINER
Service Continuity Management = Recover from disaster

as per agreed & applicable SLA
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OBJECTIVES
To create & manage IT service continuity & recovery plans

To reduce potential disaster occurrence
To negotiate & manage necessary contracts with 3rd parties
Balance SLAs & Cost factors while planning for service continuity
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KEY CONCEPTS
Business Continuity Strategy

Life Cycle Approach to ITSCM
Assessment of Changes for impact on ITSCM
Dormant Contracts
Negotiated/Compromised SLAs
Regular Testing Ongoing as a part of Lifecycle approach
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LIFE CYCLE APPROACH TO ITSCM
Initiate ITSCM
Gather requirements
Plan for implementation
Implementation
ORR (Operation Readiness Review)
Mock Testing
Go Live /Sign Off for ITSCM Structure
Ongoing regular testing & updates to ITSCM structure
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POSSIBLE RECOVERY OPTIONS
Do nothing
Manual Workarounds
Reciprocal arrangements (Less Frequently used)
Immediate recovery hot standby (24 hours)
Mirrored business systems on an alternate site
Intermediate recovery warm standby (24-72 hrs)
Similar to immediate but critical systems need to be recovered
and run
Gradual recovery cold standby (72 hrs)
Empty facility with utilities
Fortress Approach
Dormant contracts
Insurance
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Business Continuity Strategy

Aims at reducing risks by developing recovery plan(s) to restore
business activities if they are interrupted by a disaster
Assessment of Changes for impact on ITSCM
To study & mitigate the impact of any changes in IT Infrastructure
on ITSCM
Dormant Contracts
Contracts with 3rd parties which become active only when
triggered by a disaster
Negotiated/Compromised SLAs
To negotiate appropriate SLAs with customer which will be
applicable only during disaster
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METRICS
Number of shortcomings
Cost to company due to loss if no recovery Plan
Cost in Time, resources and money to restore IT Services
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ITSCM Manager
Owns entire ITSCM process
To manage & upgrade ITSCM Plans
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3. SERVICE TRANSITION
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ACTIVITIES
Plan & Implementation of all the releases / Services (Applies to new &
existing services)
Ensure that the changes as proposed in Service Design are realized
Authorize, Package, Build, Test & Deploy the releases into
production
Transition of services to & from other Organizations
Decommission or Termination of services
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Service Transition V- Model

Define Customer
Business Requirements
Service Review Criteria/Plan
Define Service
Requirements
Service Acceptance Criteria/Plan
Design Service
Solution
Service Operation Criteria/Plan
Design Service
Release
Release Test
Criteria/Plan
Develop Service
Solution
Validate Service
Packages, Offerings
& Contracts
Service Acceptance
Test
Service Operational
Readiness Test
Service Release
Package Test
Component &
Assembly
Test
Service Component
Build & Test
(Internal & External
Suppliers)
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SERVICE TRANSITION
1. Service Asset &Configuration Management

2. Change Management
3. Release & Deployment Management
4. Knowledge Management
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SERVICE TRANSITION 1 OF 4
SERVICE ASSET &

CONFIGURATION
MANAGEMENT
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ONE LINER
SACM = Know what you have
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OBJECTIVES
Identify, Record & Provide accurate information of the Configuration
Items (CI = IT components)
Provide the Logical Model for IT infrastructure correlating the IT
services & their components
Protect Integrity of the CIs
Create & maintain Configuration Management System
Manage Service Assets (Service CIs)
Perform regular audits / status accounting activities for all the CIs
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LOGICAL MODEL
Customers RBS, Bank of America, Citi Bank
SAP
Services
IT Infra
Services
SAP
Service 1
Infra
Service 1
SAP
Service 2
Infra
Service 2
Application
Infrastructure
Data Center
Network
Application
Infrastructure
Remote
Connectivity
Web
Services
Messaging
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KEY CONCEPTS
Configuration Items, Baseline, Variant

Types of CIs
Configuration Management System
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Configuration Item
A uniquely identifiable entity/item which needs to be controlled
Baseline
Snapshot of a CI or a group of CIs at a given time or stage
Variant
A baseline with minor differences
Configuration Management System
It is a system which controls & maintains the record if all CIs in a
structured manner in 1 or more databases known as CMDB
Stores Attributes of CIs, Relationship between CIs
Consists of Multiple layers like Integration Presentation etc.
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CONFIGURATION MANAGEMENT SYSTEM
Presentation Layer /User Interface
Knowledge & Logic processing
Data/Source information gathering
NOTE CMDB can be any Database,

or even Excel File
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CMDB1
Services
CMDB2
H/W
CMDB3
Policies
137
TYPES OF CIs
Service Lifecycle CIs
Business Case, Service Portfolio, Service Design Package
Service CIs
Service Capability /Resource Assets, Service Model
Organization CIs
Organization Policies, documentations
----------------------------------------------------------------------------------Internal CIs
Internal to individual projects which are required to maintain IT
External CIs
Customer Agreements & Requirements
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ACTIVITIES
Planning
Identification
Status Accounting
Control
Verification and Reporting
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Planning
Defining the strategy, policy and objectives for the process

Analyzing the information, Identifying the tools and resources available for the process
Creating interfaces with other ITIL processes, projects and third party suppliers
Configuration Management Plan including Policy and Strategy could be one output.
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Identification
To identify the associated IT services and components, which need to be

controlled by the Configuration Management process.
Define the Scope of the process
IT Services, Hardware, Software and Documentation, Specific Areas
Specify the Level of Detail for information recording
Identify the Relationships of the CIs
Determine the depth of information to be recorded
Naming Conventions, Attributes covered
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Status Accounting
The next activity after Identification is Status Accounting of the IT component

through its life cycle. A status code is assigned to each of the statuses for easy
identification.
Typical Statuses
New CIs
In Order, Tested, Accepted
Existing CIs
Received, RFC open for the CI new version requested, Down,
Phased Out, Undergoing maintenance
All CIs
In Stock, Order received, Under test, Released for Installation,
Live, Spare
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Control
Configuration Management controls all the IT components received by

the organization.
Control
Who can Access, who can modify
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Audit and Verification

Does the CMDB reflect reality?
The activities includes verifying and auditing the details in the CMDB.
For example, audit tools can be used to automatically analyze workstations
and report on the current situation and status of the IT infrastructure.
Accuracy is improved by
Active rather than passive CMDB
Automatic updating
Integration with other processes
Automatic checks
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Reporting
Assess the efficiency and effectiveness

Through Regular MIS reports
Scheduled reviews of the expected growth in demand of Configuration
management activities
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METRICS
Number of occasions on which a

"Configuration" was found to be unauthorized
Number of refused RFCs as a result of incomplete data in the
CMDB
Number of changes to the CMDB because of identified errors
in the CMDB
Unauthorized IT components detected in use
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Service Asset Manager

Configuration Manager
These are responsible for their own processes
Implementing policy
Agree scope, processes & procedures
Define necessary controls
Oversee collection & management of data
Audits
Produce management reports
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CHANGE MANAGEMENT
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ONE LINER
Change Management = Minimize the Impact of

Change
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OBJECTIVES
Study the adverse Impact of change & minimize it

Create & maintain a Change Management process
Prevent Unauthorized changes
Prepare Change (& Back out) Plans via FSC & provide PSA
Post Implementation Reviews of Changes
Maintain a record of all changes
Note - Change Management does NOT implement change

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KEY CONCEPTS
Scope of Change Management

Change Types , RFC, Change Classification & Prioritization, Change
Models
CAB, ECAB, FSC, PSA, Back out Plans
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Scope of Change Management
Scope of Change Management process is restricted to

IMAC of IT Infrastructure Components including documentation
Strategic, Tactical & Operational changes
Out of Scope
Business Strategy & Processes
Implementation of changes
Any other task documented as out of scope
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Change Types
Standard Changes
Routine Changes that follow an established procedure & do not disrupt It services
E.g. updating the Anti-Virus software is a standard Change
Emergency Changes
Crucial to an organization and have to be implemented immediately.
Emergency Changes are disruptive and prone to failure
E.g. the some ports in critical switch has gone down. Therefore, a new switch needs to be
installed
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Request for Change (RFCs)

Incidents, upgrades to the infrastructure, or changes in the
business requirements generate the need for a Request for
Change (RFC)
Change Classification & Prioritization
To classify & plan changes in the order of their impact & urgency
Change Models
Predefined way or procedure for handling known type or
complexity
Automated as far as possible
Allow for scalability to create a new model
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Forward Schedule of Changes (FSC)

Contains details of all approved changes and their
implementation dates for an agreed period
Detailed short term schedules and less detailed for longer term
planning
Projected Service Availability (PSA)
To determine the best time for a change implementation
Both the FSC and PSA are agreed with the customers
Back Out Plan
It is executed if the Change can not happen as per plan
Usually but not necessarily the typical back out plan is to bring
the systems back to original state it was in before the change
started
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Change Advisory Board (CAB)

CAB approves Changes after assessing and prioritizing the RFCs.
CAB members should have sound technical knowledge and good
business perspective.
Change Manager is the only permanent member on the CAB & ECAB
CAB/Emergency Committee
To review urgent changes
Few members required (typically Senior Managers from concerned dept)
Availability after shift hours
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Change Management Process Flow
Problem Management
Customer
or other teams
Request For
Change (RFC)
Line Manager
Approval
Change
Manager
Co
it
Inv
CAB
Meeting
t
s ul
SCM, Capacity, BRM,

ISM,SLM, R&D, Customer etc.
p
sa
a
ns
o
i
t
a
Update CMDB &

Change Records
ble
a
c
pli
FSC/PSA
Implement
Change
Failure
Success
Customer
Sign Off
Post Change
Review
Back out Plan

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ACTIVITIES
Record RFC
Review RFC
Assess & Evaluate Change 7 Rs of Change
Authorize Change
Issue Change Plan (to R& D Team)
Support/Coordinate Change Implementation
Post Change Review
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7 Rs of Change
Who RAISED it
What is REASON for change
What is the RETURN expected from change
What could be the RISKS involved in change
Which RESOURCES are needed to implement change
Who (which R&D Team) is RESPONSIBLE for build, test & implement
change
Is there (or what) any RELATIONSHIP between this change & other changes
Back to previous slide
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METRICS
Number of Rejected RFCs

Number of Incidents occurring due to implemented Changes
Number of successful changes
Number of unsuccessful changes
Number of backed out changes
Average Time needed to implement a Change
Number of incidents resolved by implementation of a Change
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Change Manager
Chairperson of the CAB
Filtering and accepting RFCs
Primary Responsibility of planning and coordinating
implementation of changes
Obtaining authorization for change
Reviewing Implemented Changes
Convening emergency CAB meetings
Generating Change Management reports
May have Change coordinators to support
CAB Member
Belongs to the CAB and participates in all CAB meetings
Helps in reviewing all RFCs to estimate impact
Participates in Scheduling Changes
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RELEASE & DEPLOYMENT

MANAGEMENT
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ONE LINER
R & D Management = Bring in the change

Carefully
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OBJECTIVES
Implementing the authorized changes as per Change plan

Plan, Design, Build, Test & Install Hardware & Software components
Skills & Knowledge Transfer to enable
Customers & users the optimum use of service
Operations & support staff to run & support the service
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KEY CONCEPTS
Release
Release Units
Release Identification
Types of Release
Release Methods
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Release
A collection of authorized Changes to an IT Service

A Release is defined by the RFCs that it implements
A Release could consist of a number of Problem fixes and enhancements to a
service.
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Release Units
A Release unit describes the portion of the IT infrastructure that should be released
together.
Depending on the type or item of software and hardware, the size of the unit can vary.
An example of hardware Release Unit can be changes to the complete PC or
Processor. An example of a s/w release unit could be changes made to a system,
suite, program or module.
Including too many changes in one release can be too complex for safe
implementation while too many releases affect user dependency on the stability of
the service.
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Release Identification
The status of a Release alters according to its current environment. Release
identification means determining the status of a Release in different
environments. The environments in which a Release can be categorized are:
Development
Test
Live
Archive
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Release Types
Depending on the number of changes that should be included in one Release, a
Release can be of the following type:
Delta Release
Just a few changes normally a quick fix
Full Release
When a program is released in its entirety, including the parts that
were not changed.
A number of similar Changes can be implemented together in this
Release
More preparation and resources are required for a Full Release
Package Release
You use a Package Release when you Release a group of software.
Each of the software in the package depends on the other software in
the group for its performance.
For example, scheduled upgrades to third-party software, such as
Systems software and Office applications are appropriate for
Package Releases.
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Release / Deployment Methods

Big Bang vs. Phased Approach
In Big Bang approach the new or changed component is deployed to
all user areas in one go
Phased approach involves deployment of components to part of user
area & then deploying in other areas in phased manner
Alternatively, the release itself is carried out in phased manner
Push vs. Pull (usually for software)
Push is used when a component is deployed from a centre & pushed
to its target locations
Pull is used when a software is stored in centre & users are requested
to pull it based on their requirements
Automated vs. Manual
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ACTIVITIES
Release
Planning
Release Design
Building &
Configuring
Release
Testing &
Acceptance
Roll Out
Planning
Communication,
Preparation &
Training
Release
Distribution,
Implementation
Definitive Software Library

Definitive Hardware Store
Configuration Management Database
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METRICS
Number of Incidents by Back Out

Number of accurate and timely release at remote sites
Number of unused software that have unnecessary costs, eg.
Licence fees
Number of times unauthorised software is used
Number of times CMDB status is updated/not updated
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The Release & Deployment Manager coordinates the
implementation of the process with other teams.
Prepares Release Plan
Authorises the Release Build and Configuration
Communicates Release to other groups
Coordinated final Implementation of Release
Member of the CAB
The Test Manager ensures that the release is tested and signed
off by proper authorities.
Successful testing of the release before sign-off
Ensure Testing environment is same as Live environment
Preparing roll-out Plan with Release Manager
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KNOWLEDGE MANAGEMENT
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ONE LINER
Knowledge Management = Gather, Analyze, Store & Share the

knowledge
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OBJECTIVES
Improve the efficiency by reducing the need to Re-discover the

knowledge
Create, Maintain & update Service Knowledge Management System
Make sure that a Right & Relevant information at Right time is
available for organizations requirements (e.g. Customer details,
contract/SLA data)
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KEY CONCEPTS
D-I-K-W Structure
DML
DML & CMDB
SKMS
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Data - Information Knowledge - Wisdom
Data
A set of discrete facts about the events
Usually large amount of data is/can be collected
Information
The data is arranged/sorted in appropriate context & manner so
that its easy to locate/work on
Answers questions like Who, what, when, where?
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Knowledge
Created based on the information/data or own expertise
Answers How?
Is dynamic & context based
Helps in decision making
Wisdom
Gives detailed understanding
Arriving at the judgment
Helps finalize future decisions/actions
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Definitive Media Library
Store Master copies of all the S/W assets

In house, external, Trail, Commercial Of The Shelf
Licenses, Scripts & codes
Is controlled by Service Asset & Configuration Management process
Serves as the only source for build & distribution for Release &
Deployment process
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DML & CMDB
CMDB stores the information about all the CIs (H/W & S/W)
DML stores the actual CIs (S/W only)
Both are controlled by SACM process
Both form part of SKMS
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Service Knowledge Management System
Presentation Layer /User Interface

Knowledge & Logic Processing
Service Knowledge Base
CMS
Services
H/W
DML
CDB
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Policies
SCD
182
4. SERVICE OPERATION
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ACTIVITIES
Keeping services into Operations

Ongoing day to day activities
Ensure that services are delivered at agreed levels (SLA)
Continual Improvement in meeting the SLAs & management of
operations
Involves Management of
Services
Service Management Processes
People
Technology
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Achieving balance between Conflicting Motives
IT Services vs. Technology (External Business View vs. Internal IT view)

Stability vs. Responsiveness
Quality of Service vs. Cost of Service
Reactive vs. proactive
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SERVICE OPERATION

Event Management
Incident Management
Request Fulfillment
Access Management
Problem Management
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SERVICE OPERATION 1 OF 9
SERVICE DESK
(FUNCTION)
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ONE LINER
Service Desk = Single & the First Point Of Contact
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OBJECTIVES OF SERVICE DESK

To serve as FIRST Point of Contact (FPOC)
Play a vital role in achieving Customer Satisfaction
First Level Fix (FLF) & First Level Diagnosis (FLD)
To coordinate the activities between End User & IT Service Provision
Teams
To OWN the Logged Request & ensure the Closure.
Escalate as appropriate
To support other IT Provision Activities on need basis
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KEY CONCEPTS OF SERVICE DESK
Logging the call with service desk

Types/Models/Structures of Service Desk
Skills required for Service Desk Personnel
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LOGGING THE CALL WITH SERVICE DESK

Who End users, All other relevant teams, Events, Service Desk Team
itself
NOTE: Not every call logged is an incident
Why As a part of responsibility, as a proactive measure
How Telephone, Emails, Alerts, Web Console etc.
What is an Incident?
An occurrence of event(s) which disrupts or can potentially disrupt
the normal service operation
What is problem?
Unknown underlying cause of one or more incidents
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TYPES / MODELS / STRUCTURES OF SERVICE DESK
Central Service Desk

Local or Distributed Local Service Desk
Virtual Service Desk
Follow the Sun Model
Specialized Service Desk
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CENTRAL SERVICE DESK
Single Service Desk at a possible central location

Can be a group of service desks Integrated at a single location
Advantage
Cost cutting
Centralized control
Disadvantage
Some Local presence may still be required for Physical support
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Centralized Service Desk
ABC Ltd.
Delhi
sk 5
e
lpd 242
e
H -23
1
01
ABC Ltd.
Hyderabad
He
lp
d
0
23 11 es
24 - k
25
Helpdesk
011-232425
ABC Ltd.
Bangalore
ABC Ltd.
Pune
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LOCAL OR DISTRIBUTED SERVICE DESK
The desk is co-located within or physically close to user premises

Advantage
Useful in case of multilingual / multi location organizations
Faster response wherever Physical presence is necessary
Disadvantage
May prove Expensive
Difficult to manage multiple desks
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Local or Distributed Service Desk
ABC Ltd.
Delhi SD
ABC Ltd.
SD
ABC Ltd.
SD
Hyderabad
Bangalore
ABC Ltd.
SD
Pune
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VIRTUAL SERVICE DESK
By using the extensive technology, an appearance of a single /

centralized desk
Primarily used in Off-shoring kind of services
Advantage
Maximum use of technology so minimum personnel involvement
Less number of requests go Unregistered
Disadvantage
Expensive to use
Physical support may not be possible
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Virtual Service Desk
SD
New York
ABC Ltd.
Delhi
Answer to
3rd Caller
ABC Ltd.
Hyderabad
2nd Caller
1800XX
1st Caller
Network
Cloud
ITIL V3 FOUNDATION
3rd Caller
1800XX
ABC Ltd.
Bangalore
1800XX
4th Caller
1800XX
SD
Beijing
Answer to
2nd Caller
SD
London
ABC Ltd.
Pune
Answer to
1st Caller
SD
Sydney
198
FOLLOW THE SUN MODEL
24 Hrs of Desk
Team which is in Day time picks up the call
Advantage
Best for 24 Hrs kind of support
Less desk staff attrition due to working time
Disadvantage
Expensive due to use of technology
Multiple control points so difficult to manage
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Follow the SUN

Responding
SD Region
USA
EST
IND
UK
AUS
5 AM
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10 AM
3 PM
8 PM
Indian Standard Time
USA
PAC
1 AM
200
SPECIALIZED SERVICE DESK
Expert Staff specialized in their respective fields

Advantage
Faster & accurate resolution of request
Disadvantage
Difficult to get skilled staff
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Specialized Service Desk
DBA
Network
Admin
Service Desk
Menus
Windows
Team
User
calls
Email
Team
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NOTE
In practical world, most of the organizations use a mixture

of service desk types/models/structures.
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SKILLS REQUIRED
Communication
Interpersonal Skills
Business / IT Understanding
Professionalism
Customer Focus
Subject Knowledge (for a Specialist Service Desk)
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ACTIVITIES OF SERVICE DESK
Receive & Log the calls from End Users, events etc.
Provide Preliminary level of diagnosis as applicable
Categorize the incident as possible
Assign to relevant Incident Team
Follow up with Incident Team
Update status regularly & communicate to user as applicable
Keep an eye on agreed SLAs
Escalate as & when appropriate
Confirm with user before closing the incident
Provide Service Desk Metrics Reports to Service Desk Manager
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METRICS FOR SERVICE DESK
Average call resolution/duration

% of calls picked up in 3 rings, % Unattended
Accuracy of updating ticket status

Number of SLA breaches
Timely Escalations
Customer Satisfaction
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ROLES & RESPONSIBILITIES IN SERVICE DESK
Service Desk Staff

To Perform all the activities of Service Desk as applicable
Service Desk Manager

To Oversee the functioning of Service Desk
To build Service Desk Team for new services
To Monitor the performance of Service Desk on regular basis
To identify & work on the Continual Improvement of Service Desk
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EVENT MANAGEMENT
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ONE LINER
Event Management = Detect Events & decide appropriate Actions
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OBJECTIVES
Detect Events, Make Sense/Analyze them & Decide the appropriate

action
Monitor, Record & filter the relevant events
Trend Analysis as a Proactive Measure/Study purpose
Contributes to maintain SLAs.
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KEY CONCEPTS
Event, Event Management, Alerts

Type of Events
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Event
A notification or alert created by IT Service, CI or Monitoring Tool
Event Management
A process of managing the events throughout their lifecycle
Typically done by IT Operation Staff
Alerts
An occurrence of something which triggers event or a call for
action or a human intervention
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Types of Events
Information
An event which is only meant to provide information
E.g. Backup job completed
Usage
To check status of activity, device
To get statistics
Informational events are usually recorded for a pre-determined
period
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Type of Events.contd
Warning
Event meant as a proactive measure to indicate that service or
device is reaching a threshold
E.g. Network traffic reaching a congestion point
Exception
Event which indicates that a service or a device is behaving
abnormally (against a defined behavior)
E.g. Hdd1 in RAID has failed
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ACTIVITIES
Recording, Filtering Events

All Events usually get recorded in a log file
Events are filtered according to their types either automatically or
manually
Prioritization of Events
Events are prioritized based on their importance & their types
Based on SLAs, some events can always get high priority
Exceptions Management
Exception is usually converted into Incident or problem or RFC
Exception does NOT necessarily represents Incident/problem
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METRICS
Effectiveness of Event Management

How best are the events designed
Are they in alignment with SLAs?
Are they monitored, recorded, filtered correctly?
How well the events data is maintained
How many incidents are logged proactively based on
Warnings/Exception
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Usually NOT a dedicated role such as Event Manager
Event Management is conducted by staff in
Service Desk
Less Involvement.
Typically involved for logging incidents based on Exceptions
Technical & Application Management
Both Application & Technical Management value add to event
management during Service Design, Service Transition &
Service Operation
IT Operations Management
Usually clubbed with Technical or Application management
Typically do Monitoring & First-Lie responses
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INCIDENT MANAGEMENT
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ONE LINER
Incident management = Restore Service ASAP
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OBJECTIVES
To restore NORMAL service operation as quickly as possible
NORMAL means as agreed in SLA
To log & Track incidents wherever applicable (e.g. Proactive

measure)
To deal with all incidents consistently
To assist Problem Management team as required
To assist Service Desk/ Release Team for any RFCs
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KEY CONCEPTS
Incident
An occurrence of event(s) which disrupts or can potentially disrupt
the normal service operation
Problem
Set of incidents with similar underlying unknown cause(s)
(A root cause of one or more incidents)
Priority
Escalation Mechanism
Incident Lifecycle
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Priority = Impact X Urgency
Impact
Evidence of effect upon business activities
Urgency
Evidence of effect upon business deadlines
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Escalation Mechanisms
Functional Escalation
Through various functions or support group levels
Hierarchical Escalation
Through organizational hierarchy
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INCIDENT LIFE CYCLE
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Incident Detection & Recording
Classification & Initial Support
Ownership,
Monitoring,
Tracking &
Communication
Is it a
Request?
YES
Request Fulfillment Procedure
NO
Investigation & Diagnostics
Resolution & Recovery
Incident Closure
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Incident Detection and Recording
Time You Receive a Call

Incident details from Service Desk or event management systems are the
inputs for Incident Management. Resultant actions are to:
Record basic details of the Incident.
Alert specialist support group(s) as necessary.
Start procedures for handling the service request.
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Classification-Prioritization & Initial Support

Classification is the process of identifying the reason for the Incident and
hence the corresponding resolution action.
The classification is used to:
Specify the service with which the Incident is related.
Associate with an SLA where appropriate.
Select/define the best specialist or group to handle the Incident.
Identify the priority based upon the business impact.
Define what questions should be asked or information checked.
Determine a primary reporting matrix for management information.
Identify a relationship to match against Known Errors or solutions.
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Investigation and Diagnosis

Inputs:
Updated Incident details.
Configuration details from the CMDB.
Actions:
Assessment of the Incident details.
Collection and analysis of all related information.
Resolution (including any Work-around) or a route to n-line support.
Outputs:
Incident details yet further updated, and a specification of the selection or required
Work-around.
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Resolution and Recovery

Inputs:
Any response on an RFC to effect resolution for the Incident(s).
Any derived Work-around or solution.
Actions:
Resolve the Incident using the solution/Work-around or, alternatively, to raise an RFC (including a
check for resolution).
Take recovery actions.
Outputs:
RFC for Incident resolution.
Resolved Incident, including recovery details.
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Incident Closure
Inputs:
Resolved Incident.
Actions:
The confirmation of the resolution with the Customer or originator.
Close' category of Incident.
Outputs:
Updated Incident detail.
Closed Incident record.
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MAJOR INCIDENTS
These are incidents which have a short timescale target & higher urgency
Major Incident is NOT a Problem
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METRICS
Number/Percentage of proactively recorded Incidents

Average time to resolve Incidents
Number of Incidents/workstation within SLAs
Percentage of Incidents resolved at First Line, Second Line Support
Total no. of Remote resolution of Incidents
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INTERFACES
Problem Management
Change Management
Capacity Management
Other processes
e.g. Demand
Incident Management
SD & other
Functions
R & D Management
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233

Incident Manager : who is the overall in-charge of the Incident Management process
and is responsible for:
Creating Process Reports
Organising Management Information
Recommending measures
Usually this role is assigned to Service Desk Manager
Support Groups
Level 1 to Level n
Tech Specialist Group
Super Users
They act as a link between IT & Service Desk
Manage expectations of users in terms of SLAs & Service Desk
Training & Encouraging users for minor incident resolutions
Involvement in new releases/roll outs
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PROBLEM MANAGEMENT
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ONE LINER
Problem Management = identify Root Cause of the

incident(s)
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OBJECTIVES
To ensure that problems are identified and resolved

To eliminate recurring incidents
To minimize the impact of the incidents or problems that can not be
prevented
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KEY CONCEPTS
Problem
A root cause of one or more incidents
Problem Model
A model/ set of guidelines to deal with the problems which can not be
prevented
Workaround
A temporary solution / Quick Fix which enables to user to continue
using the service even though the root cause is not identified/removed
Usually Problem Team suggests workaround & Incident team
implements it
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KEY CONCEPTSCONTD
Known Error
A Problem for which the root cause is identified and a temporary
Work-around has been made available
A Known Error is resolved by eliminating the root cause
permanently (E.g. via RFC)
Known Error Database
The purpose of this database is to maintain a record of all the
previous incidents, problems & known errors
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PROBLEM MANAGEMENT TYPES

Reactive Problem Management :
The Reactive Problem Management activities help in identifying
the root causes of the Incidents.
Then, these help in suggesting permanent solutions so that these
Incidents do not recur.
Proactive Problem Management :
The Proactive Problem Management activities aim at preventing
Incidents before they occur. This activity helps identify weaknesses
in the IT infrastructure and suggests methods to eliminate these
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Problem Management Techniques

Pain Value Analysis
Ishikawa Diagrams
Kepner and Tregoe Analysis
Major Problem Reviews
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METRICS
Number of Incidents reduced by resolving Problems

Time needed to resolve Problems
% of Problems re-occurred
Well maintained KEDB
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Problem Manager :who is the overall in-charge of the Problem Management
process and is responsible for:
Developing and maintaining the process
Assessing effectiveness of the process
Managing the Problem Support staff
Providing MIS to management
Allocating resources to the Support activities
Support Groups : Are the Support Group Personnel who help the Problem
Manager in Reactive and Proactive Problem Management through
Identifying and recording problems
Advising Incident Management team about workaround and fixes
Identifying trends and potential sources of problems
Submitting RFCs to prevent the occurrence
Prevent the replication of problems to multiple systems
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REQUEST FULFILLMENT
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ONE LINER
Request Fulfillment = Provide a quick response to standard service

requests
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OBJECTIVES
To communicate (or make available) the information regarding existing

Standard services & the procedures
To provide channel & mechanism for users to avail these standard services
Users need to raise a Service Request for the same
To provide the standard services to users
May need to work in background as well for e.g. procurement of h/w
(like mouse) for standard services
To assist for general queries, updates on standard services
NOTE - Request Fulfillment derives guidance from Change Management

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KEY CONCEPTS
Service Requests & Standard Service

Components of Standard Services
Request Model
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Service Request
A request from users for Standard service
Standard Service
Typically involves a routine type of change
Although may be managed by Service Desk, it is NOT treated as
Incident
E.g. Change of Mouse, Resetting password
Components of Standard Service
Pre-defined process
Some changes can be pre-approved (or Auto Approved) e.g.
Requesting stationary
Some changes may require additional or special approvals
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Request Model involves a process-flow for Request Management

Make Self-Help available
Typical process flow would be
User initiates request
Request is accepted (or rejected as per process) by Service
Desk
Necessary Approvals (if not pre-approved) are sought by SD
SD may also order the components (h/w or s/w) if out of stock
When approvals and components are ready, SD delivers the
service to user
Service request is closed by SD
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METRICS
User Satisfaction Survey feedback

Number of Requests fulfilled
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Usually NOT a dedicated role such as Request Manager

Request Fulfillment is managed by staff in
Service Desk, Incident team or other team as designated by
organization
Typical responsibilities as per Request Process Flow
Mostly Service Desk Manager is accountable
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ACCESS MANAGEMENT
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ONE LINER
Access Management = Manage the Access to Services
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OBJECTIVES
Granting authorized users the access to their Required services

Ensure that the access provided is of Right level
Revoke the access after getting the necessary & relevant approvals
(Indirectly) prevent non-authorized access from non-authorized
users
NOTE Access management derives guidance from Information Security Management
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KEY CONCEPTS
Access
Level & Extent of functionality that users can enjoy
Identity
Unique Information about the user which confirms his status within
the organization
Rights
Actual settings which ensure that users get the required access
Service & Service Groups
Set of services to which users can get the access in one go
Directory Services
A specific type of tool to help manage the Access or Rights
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ACTIVITIES
Request Access
Users can request access via, RFC or Service Request via
Request Fulfillment or Helpdesk Menu
Verify User Identity
Access Management Team ensures that users are who they say
are & they have legitimate requirement for service
Provide Rights
Access team provides the rights to users as per Policies of the
organization
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Monitor Identity Status

Monitor users identity status, their change of roles, expiry of valid
account etc.
Log & Track the Access
Ensure the Accesses are logged & data is maintained as per
organizations policies
Revoke or Restrict Access
Revoke/Restrict or modify the rights as per user status & as
directed by policies
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METRICS
Meeting Access SLAs

Accurate levels of Access Management
Any other metrics as asked by Information Security management
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Usually NOT a dedicated staff

Typically carried out by Service Desk staff
May also be managed by
IT Operations Management Staff
Technical Management Staff
Applications Management Staff
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IT OPERATIONS MANAGEMENT
(FUNCTION)
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ONE LINER
IT Operations Management = Support day-to-day basic

level operational activities
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OBJECTIVES
Ensure the Infrastructure Stability by performing basic level jobs

Support day to day operational activities
Identify the opportunities to improve overall operational performance
& saving costs
Initial level diagnosis (& resolution) of operational incidents
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ACTIVITIES
Basic level activities such as

Backup & Restore jobs, Tape Management
On call (telephone) or Remote Control (Vnc, netmeeting) resolution
Outlook configuration
Facilities Management (e.g. Printer management)
Basic H/W & S/W installations/configurations
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IT Operation Manager
Leadership/Management activities
Management Reports
Shift Leader
Overall in-charge of shift activities
Roaster plans, reports, updates etc.
Analysts
Senior staff with more important workload assigned
Operators
All basic level jobs/ activities
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TECHNICAL MANAGEMENT
(FUNCTION)
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ONE LINER
Technical Management = Maintain Technical Knowledge & Expertise
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OBJECTIVES
Design of efficient, resilient & cost-effective IT Infrastructure for the
organization
Maintain Technical Knowledge & Expertise as required to manage this IT
Infrastructure
Ensure availability of actual technical resources when required especially
during failure
Other activities/roles within other ITIL processes or as directed by
organization
Provide technical resources for complete lifecycle i.e. design, build , test,
transition , implement & improve
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KEY CONCEPTS
Technical Management Alignment

Alignment as per Technical lines for e.g. Mainframes, Networks
etc.
Activities
Manage lifecycle of Organization's IT Infrastructure
Maintain Knowledgebase
Constantly update Technical expertise
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Technical Managers/ Leads / Analysts / Operators / Specialists

Leadership/management activities
Arranging Trainings, other activities to update the technical
knowledge
Reporting to senior management
Ensure policies/processes are in place for maintaining the technical
data/knowledge
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APPLICATION MANAGEMENT
(FUNCTION)
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ONE LINER
Application Management = Managing Applications

throughout their Lifecycle
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OBJECTIVES
Identify the requirement of Applications
Design efficient, resilient & cost effective applications for managing
IT Infrastructure
Ensure availability, security of the applications
Maintain the operational applications & their day-to-day activities
Provide support during Application Failures
Improve the functionality of applications as per organizations needs
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ACTIVITIES
Manage applications throughout their lifecycle

Assist Design, Build, Test & implement applications
Maintain knowledge & expertise for Managing the applications
Make Application resources available
May be involved in Development project but its not their primary
responsibility
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Application Managers / Team Leaders

Leadership & management activities
Reporting to Senior Management
Trainings & other activities to improve expertise &
knowledgebase
Application Analysts / Architect
Work with first level users to capture & manage their
requirements
Created & maintain standards for Application sizing, performance
modeling etc.
Coordinate with Technical Management team as applicable
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5. CONTINUAL SERVICE
IMPROVEMENT
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ACTIVITIES (Scope includes ALL Service Lifecycle

Phases)
Continually align IT services to changing business needs by identifying &
implementing improvements
Continual Improvement of process efficiency & effectiveness along with Cost
Effectiveness
Maintain/Improve overall health of ITSM services in the organization
Alignment of Service Portfolio with Business needs
Maturity of processes, Customer Satisfaction Surveys, Internal & external
Services reviews, Audits
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KEY CONCEPTS
CSI Model
Service Measurement
VDJI Structure
Types of Metrics
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Continual Service Improvement Model
What is the
Vision?
Where are
we now?
How to keep
Momentum
Going?
Where do we want
To be?
Did we
get there?
How do we
get there?
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Service Measurement
Ability to capture the performance of an End to End service against

Targets/Standards
Also helps in prediction of future performance
Produces management reports for comparison / Trend
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Why do we measure?
To Validate
Changes
Corrective
Actions
Organizations
Measurement
Framework
Factual
Evidence
To Justify
To Intervene
Strategic
Vision
Targets
Metrics
To Direct
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Types of Metrics
Technology based Metrics

Typically used for applications, components etc.
E.g. Performance, Downtime
Process based Metrics
Focused on Customer, Processes
E.g. KPI, CSF
Service based Metrics
End to End services
Focused on Supplier
E.g. Gold/bronze package service
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Service Manager
Oversee the development, implementation, Evaluation &
Ongoing management of all new & existing products & services
Develops Business Case, Product Line strategy & Architecture
New Service Deployment & lifecycle Schedules
Perform Service Cost Management
Instill a Market Focus
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7 STEP IMPROVEMENT
PROCESS
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2.Define What
You can
measure
3.Gather the
Data
4.Process the
Data
1.Define What
You should
measure
Goals
5.Analyze the
Data
7.Implement
corrective
Actions
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6.Present & use

the Information
284
Prerequisite for 7 Step Improvement Process
Identify & understand your organizations

Strategy
Vision
Goals
Distinguish between short term & long term activities
Proceed to 7 Step process
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1. Define What you Should measure
Inputs
Vision & Mission
SLR, SLAs
Service Catalog
1.Define What
You should
measure
Legislative, Governance requirements

Business expectations
Output
List of what you should measure
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2. Define what you can measure
Inputs
List of what you should measure
2.Define What
You can
measure
Existing/new Processes/Procedures/Work Instructions

Existing/proposed Tools, their expertise, manuals
Past experiences, reports
Output
List of what you can measure
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3. Gather the Data
Inputs
List of what you can measure
3.Gather the
Data
Answers to Who, how, when

Check the accuracy of data
Data collection requirements, procedures
Outputs
Collection of Data
Updated Capacity, Availability plans
Tools to be used
Monitoring procedures
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4. Process the Data
Inputs
Data from previous step
4.Process the
Data
Data processing requirements, tools, formats, frequency

Output
Updated Capacity, Availability plans
Sorted, well arranged Data
Reports, facts & figures
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5. Analyze the Data
Inputs
Outputs from previous step
5.Analyze the
Data
Data comparison with expectation

Questions like, is this performance good, bad, with target etc.
Output
Analyzed Data
Reports which help in drawing conclusions, decision making
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6. Present & Use the Information
Inputs
Outputs from previous step
6.Present & use

the Information
Past presentations
Output
Presentation of information, conclusions & recommendations to
Business, Senior management & Internal IT
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7. Implement Corrective Actions

7.Implement
corrective
Actions
Inputs
Decisions by Business, Senior Management, Internal IT
Necessary Authority, Approvals & responsibilities
Output
Implemented Corrective actions
Improved results
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CSI Manager
Drive, Communicate & Coordinate CSI Vision & Initiatives in
organization throughout service lifecycle
Oversee & be Accountable for the success of all Improvement
initiatives
Constantly work with Process/Service owners to identify Scope of
Improvement
Build effective relationships with the Business & IT managers
Ensure Monitoring is in place to gather Data
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SUMMARY OF ITIL v3 PROCESSES & FUNCTIONS

1.SERVICE STRATEGY
Demand Management
2.SERVICE DESIGN
Service Level Management
Capacity Management
Supplier Management
5.CONTINUAL SERVICE
IMPROVEMENT
7 Step Improvement Process Service Lifecycle Service Continuity Management
Service Reporting
Approach
Service Measurement
4.SERVICE OPERATION
Incident Management
Event Management
Request Fulfillment
Access Management
Problem Management
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Service Asset&Configuration Management
Change Management
294
REFERENCES
http://www.itil.org
http://www.itil-officialsite.com/home/home.asp
http://www.ilxgroup.com/itil-v3-presentation.htm
http://h10076.www1.hp.com/education/itil-version3.htm
http://www.apmgroup.co.uk/QualificationsAssessments/ITServiceManageme
nt.asp
http://h10076.www1.hp.com/education/itil_v3_faqv4.pdf
Some more Links -
ITIL V3 FOUNDATION
C:\Documents and
Settings \nrane\Des ktop\ Micros oft Office
Word 97 - 2003 Document
295
ITIL Foundation Certification Examination

WHY SHOULD YOU DO IT?
It is an emerging necessity
Customers are demanding it
It gives CSC a competitive advantage
It Value-Adds to Individual Career Development
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ITIL FOUNDATION CERTIFICATION

Managed by APMG from April 08
Multiple Choice Examination (1hr)
65% required to pass (26 from 40)
Pre-requisite for the Practitioner and Managers Certificates
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EXAM FOCUS AREAS
Typically Possible number of questions per process

Service Strategy: 3 5
Service Design: 10 12
Service Transition: 10 12
Service Operation: 10 15
Continual Service Improvement: 3-5
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EXAM FOCUS AREASCONTD
Possible questions could also include

Basic Concepts
Names, Objectives, Roles of processes & their single liners
Interfaces between processes
The Lifecycle stage process falls into (especially new processes)
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THANK YOU
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ITIL v3

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Ashish A Raina

Purpose of this training is to

Originally created in late 80s by the UK government

USA, Canada, Mexico, Argentina, and Brazil - Americas

Standards based on ITIL

BS15000 the first standard derived from ITIL

ISO 20000: ISO standard derived from ITIL

WHY REFRESH ITIL v2

Necessity to accommodate the inputs from the Globe

ITIL V3 VS. ITIL V2

More process Oriented

Lifecycle Based Approach

Focus on Products, Process & People

Focus on Partners apart from 3 Ps

Security Management a part of Availability

Security Management is a separate

Equal attention to all the processes

IT & Business Alignment

IT & Business Integration

Life Cycle Approach

Other supporting document aids in various forms

SERVICE LIFE CYCLE APPROACH

SUMMARY OF ITIL v3 PROCESSES & FUNCTIONS

New ITILv3 Education

ITIL v3 Qualification Scheme

Service & Service Owner

Initiation & Transition, Ongoing Maintenance & Support

Help Design & documentation of process

RESPONSIBILITY ACCOUNTABILITY CONSULTED

1.3 Travel Plan

1.4 Resource Readiness

1.5 Knowledge Transfer (KT) Transition

1.6 Conduct Lesson learned

1.7 Sign off

1.1 Internal Kick off

PLAN DO CHECK ACT (Demings Cycle for Improvement)

COMPLIANCE & GOVERNANCE

To carry out multiple roles simultaneously or at different times as per

ITIL Processes & Positions

ACTIVITIES OF SERVICE STRATEGY

Identify market & define your target area

BASIC CONCEPTS OF SERVICE STRATEGY

Types of Service Providers

Demand Management = Know your customers requirements

Core Service vs. Supporting Service

Pattern of Business Activity (PBA) & User Profile

Represents change in pattern of customers demands as explained by

Service Package is a bundle of core services and/or supporting services

Business Relationship Management

Customer centric activities

Accurate understanding of customers business needs

ROLES & RESPONSIBILITIES

Business Relationship Manager

SPM = How to bundle/package the services

Plan for services you can offer

Service Portfolio, Its Components & structure

It describes how the service are bundled & packaged

Service Portfolio Structure

Take Service Strategy as input, Define Inventories, Business

Decide Value Proposition, Prioritization, Balance of Demand