Beginner’s notes IT Service Management with ITIL Service Operation Lifecycle phase.
Table of Contents TOC \o “1-2” \h \z \u HYPERLINK \L “_TOC192054574” Start Here.
PAGEREF _TOC192054574 \H 3 HYPERLINK \L “_TOC192054575” Concepts of ITIL PAGEREF _TOC192054575 \H 3 HYPERLINK \L “_TOC192054576” ITIL Service Management Courses PAGEREF _TOC192054576 \H 5 HYPERLINK \L “_TOC192054577” IT Service Management PAGEREF _TOC192054577 \H 6 HYPERLINK \L “_TOC192054578” Introduction to IT Service Management Practices PAGEREF _TOC192054578 \H 6 HYPERLINK \L “_TOC192054579” ITIL Service Management PAGEREF _TOC192054579 \H 8 HYPERLINK \L “_TOC192054580” Processes PAGEREF _TOC192054580 \H 9 HYPERLINK \L “_TOC192054581” Processes, Services and Functions PAGEREF _TOC192054581 \H 10 HYPERLINK \L “_TOC192054582” ITIL Overview PAGEREF _TOC192054582 \H 12 HYPERLINK \L “_TOC192054583” Benefits of Adopting ITIL PAGEREF _TOC192054583 \H 13 HYPERLINK \L “_TOC192054584” Implementing ITIL Service Management Practices PAGEREF _TOC192054584 \H 17 HYPERLINK \L “_TOC192054585” IT Service Management Tools PAGEREF _TOC192054585 \H 20 HYPERLINK \L “_TOC192054586” ITIL Service Management Practices and Vendors PAGEREF _TOC192054586 \H 21 HYPERLINK \L “_TOC192054587” Core of Practice: PAGEREF _TOC192054587 \H 22 HYPERLINK \L “_TOC192054588” Service Operation PAGEREF _TOC192054588 \H 25 HYPERLINK \L “_TOC192054589” Purpose: PAGEREF _TOC192054589 \H 25 HYPERLINK \L “_TOC192054590” Principles: PAGEREF _TOC192054590 \H 25 HYPERLINK \L “_TOC192054591” Main Activities: PAGEREF _TOC192054591 \H 25 HYPERLINK \L “_TOC192054592” Service Operation Function: Service Desk PAGEREF _TOC192054592 \H 26 HYPERLINK \L “_TOC192054593” Service Operation Function: Technical Management PAGEREF _TOC192054593 \H 28 HYPERLINK \L “_TOC192054594” Roles PAGEREF _TOC192054594 \H 28 HYPERLINK \L “_TOC192054595” Objectives PAGEREF _TOC192054595 \H 28 HYPERLINK \L “_TOC192054596” Service Operation Function: IT Operations Management PAGEREF _TOC192054596 \H 29 HYPERLINK \L “_TOC192054597” Roles PAGEREF _TOC192054597 \H 29 HYPERLINK \L “_TOC192054598” Objective PAGEREF _TOC192054598 \H 29 HYPERLINK \L “_TOC192054599” Service Operation Function: Application Management PAGEREF _TOC192054599 \H 30 HYPERLINK \L “_TOC192054600” Role PAGEREF _TOC192054600 \H 30 HYPERLINK \L “_TOC192054601” Objectives PAGEREF _TOC192054601 \H 30 — HYPERLINK \L “_TOC192054612” Scope PAGEREF _TOC192054612 \H 33 HYPERLINK \L “_TOC192054613” Service Operation Process: Incident Management PAGEREF _TOC192054613 \H 34 HYPERLINK \L “_TOC192054614” Goal & Objective PAGEREF _TOC192054614 \H 34 HYPERLINK \L “_TOC192054615” Scope PAGEREF _TOC192054615 \H 34 HYPERLINK \L “_TOC192054617” Service Operation Process: Problem Management PAGEREF _TOC192054617 \H 36 HYPERLINK \L “_TOC192054618” Goal PAGEREF _TOC192054618 \H 36 HYPERLINK \L “_TOC192054619” Objective PAGEREF _TOC192054619 \H 36 HYPERLINK \L “_TOC192054620” Scope PAGEREF _TOC192054620 \H 36 Start Here.
This document is designed to answer many of the questions about IT Service Management and the ITIL Framework, specifically the Service Operation lifecycle phase.
The document has evolved over many years and offers the reader the chance to quickly learn through reading and re-reading a lot of the theory behind ITIL (IT Infrastructure Library).
It provides answers, but it will also raise some questions for the reader.
It is a beginner’s document.
Concepts of ITIL On the following page you will find a picture of how the ITIL framework is structured around the various Service Lifecycles.
You can use this illustration as a guide while you read through the rest of the document where we give you a summary of each of the processes and function in each book of the ITIL Framework. SHAPE \* MERGEFORMAT ITIL Service Management Courses After reading this beginners guide you may wish to attend formal ITIL Service Management certification course.
When you attend a course, the course trainer will typically present the course subject (ITIL Service Management Practices) through slides, discussions and exercises.
The exercises are generally based on a case study.
IT Service Management Introduction to IT Service Management Practices Most organizations now understand the benefits of having Information Technology (IT) throughout their structure.
Few realise the potential of truly integrating the IT department’s objectives with the business objectives.
However, more and more organizations are beginning to recognize IT as being a crucial delivery mechanism of services to their customers.
When the IT services are so critical, steps must be in place to ensure that the IT group adds value and delivers consistently.
So the starting point for IT Service Management (ITSM) and the ITIL Service Management Practices Framework is not technology it is the organizational objectives.
To meet organizational objectives, the organization has business processes in place.
Examples of business processes are sales, admin and financial departments work together in a “sales process” or logistics, customer service and freight who have a “customer returns process”.
Each of the units involved in these business processes needs one or more services (e.g.
CRM application, e-mail, word processing, financial tools).
Each of these services runs on IT infrastructure.
IT Infrastructure includes hardware, software, procedures, policies, documentation, etc.
This IT Infrastructure has to be managed.
ITIL provides a framework for the management of IT Infrastructure.
Proper management of IT Infrastructure will ensure that the services required by the business processes are available, so that the organizational objectives can be met.
Historically, these processes delivered products and services to clients in an off-line environment (the ‘brick-and-mortar’ companies).
The IT organization provides support to the back-office and admin processes.
IT performance is measured internally as the external clients are only indirectly influenced by the IT performance.
Today, with online service delivery, the IT component of the service delivery can be much stronger.
The way of delivering the service is IT based and therefore internal and external clients measure the performance of the IT group.
Service delivery is more important than a glimpse of brilliance every now and then.
The internal clients (business processes) and external clients need availability of the IT services and to be able to expect a consistent performance.
Consistency comes through the ability to repeat what was done well in the past.
IT Service Management is a means to enable the IT group to provide reliable Information Systems to meet the requirements of the business processes, irrespective of the way these services are delivered to the external customers.
This in turn enables the organization to meet its Business Objectives.
ITIL Service Management Any organization that delivers IT services to their customers with a goal to support the business processes, needs inherent structure in place.
Historically, that structure was based around functions and technical capabilities.
With the ever-increasing speed of change and the associated need for flexibility a technology driven approach (in most situations) is no longer appropriate.
That is why IT organizations are looking for alternatives.
Some alternatives include: Total Quality Management TQM processes and continuous improvement projects COBIT as a control & measurement mechanism CMM for control and structure in software (and system) development ITIL Service Management Practices for operational and tactical management of IT service provision Which single or combination of frameworks selected is entirely dependant on the needs of the organization.
For many IT organizations, ITIL is a very good way of managing service delivery and to perform the IT activities in end-to-end processes.
Further research and reading on other models and frameworks: COBIT http://www.isaca.org/cobit.htm CMM http://www.sei.cmu.edu/cmm/cmm.html EFQM http://www.efqm.org/new_website/ Six Sigma http://www.ge.com/sixsigma/ Deming http://www.deming.org British Standards Institution http://www.bsi.org.uk The Balanced scorecard HYPERLINK “http://www.balancedscorecard.org/basics/bsc1.html” http://www.balancedscorecard.org/basics/bsc1.html Business Integration By implementing IT Service Management in your IT organization you support the IT objectives of delivering services that are required by the business.
You can’t do this without integrating the IT strategy with the business strategy.
— The standards (or ‘norms’) for the output of each process have to be defined such that the complete set of processes meets the corporate objectives.
If the result of a process meets the defined standard, then the process is effective.
If the activities in the process are also carried out with the minimum required effort and cost, then the process is efficient.
The aim of process management is to use planning and control to ensure that processes are effective and efficient.
Processes, Services and Functions Most businesses are hierarchically organised.
They have departments, which are responsible for a group of employees.
There are various ways of structuring departments, for example by customer, product, region or discipline.
IT services generally depend on several departments, customers or disciplines.
For example, if there is an IT service to provide users with access to an accounting program on a central computer, this will involve several disciplines.
To provide the accountancy program service the computer centre has to make the program and associated database accessible.
The data and telecommunications department has to make the computer centre accessible, and the PC support department has to provide users with an interface to access the application.
Processes that span several departments can monitor the quality of the service by measuring aspects, such as availability, capacity, cost and stability.
IT Service Management to match these quality aspects with the customer’s demands.
ITIL Service Management Practices provide a concise and commonsense set of processes to help with the management, monitoring and delivery of services.
A process is a logically related series of activities for the benefit of a defined objective.
The following diagram illustrates cross functional process flows.
With ITIL we can study each process separately to optimise its quality.
The process manager is responsible for the process results (i.e.
is the process effective).
The logical combination of activities results in clear transfer points where the quality of processes can be monitored.
The management of the organization can make decisions about the quality of an ITIL process from data provided by each process.
In most cases, the relevant performance indicators and standards will already be agreed upon.
The day-to-day control of the process can then be left to the process manager.
The process owner will assess the results based on a report of performance indicators and whether they meet the agreed standard.
Without clear indicators, it would be difficult for a process owner to determine whether the process is under control or if improvements are required.
We have discussed processes and we have positioned services.
We have highlighted the difference between functions and processes.
Functionally structured organizations are characterised by: Somewhat fragmented Focus on vertical and functional matters With many control activities Emphasis on high/low people relationships In functionally driven organizations we may often see: Concept of walls or silos; not my responsibility A hint of arrogance – “We in IT know what’s good for you.” Steering people instead of steering activities Because we have to communication Politically motivated decision making In contrast once processes are introduced we often see a change towards: Entire task focus — Interdependence of independent persons Accessibility of information This leads to a culture of: No boundaries, but interconnections Customer focused: what is the added value? Steering activities instead of steering people Communication because it is useful (fulfilling the needs of the customer) Decision making is matching & customising IT service provision is a process ITIL Overview ITIL has undergone some intensive changes.
Notably, the title of the framework itself has been changed.
Once called the IT Infrastructure Library, ITIL is now known as ITIL Service Management Practices.
So, what’s in a name? The name change is a reflection of ITIL’s evolution, from an operationally focused set of processes to a mature service management set of practice guidance.
In fact, ITIL’s entire vision is a holistic, value based, business focused service practice for today and tomorrow’s service management professionals.
ITIL is the only consistent and comprehensive documentation of best practice for IT Service Management.
Used by many hundreds of organizations around the world, a whole ITIL philosophy has grown up around the guidance contained within the ITIL books and the supporting professional qualification scheme.
??ITIL consists of a series of books giving guidance on the provision of quality IT services, and on the accommodation and environmental facilities needed to support IT.
ITIL has been developed in recognition of organizations’ growing dependency on IT and embodies best practices for IT Service Management.??The ethos behind the development of ITIL is the recognition that organizations are becoming increasingly dependent on IT in order to satisfy their corporate aims and meet their business needs.
This leads to an increased requirement for high quality IT services.??ITIL provides the foundation for quality IT Service Management.
The widespread adoption of the ITIL guidance has encouraged organizations worldwide, both commercial and non-proprietary, to develop supporting products as part of a shared ‘ITIL Philosophy’.??There is a wide range of products and services available.
At the heart of ITIL and commercially independent are: ITIL Publications The qualification scheme itSMF, the not-for-profit and independent group of users and vendors Commercial companies provide consultancy, software tools and training.
ITIL is a non-proprietary approach for managing IT services, developed in the 1980s by the Office of Government Commerce (OGC) in the United Kingdom.
Now considered the de facto standard for managing a business focused, cost effective IT organization, the ITIL framework was recently redesigned from a process-led approach to a service lifecycle approach.
This end-to-end view of how IT should be integrated with business strategy is at the heart of ITIL v3’s five core volumes: Service Strategy which looks at overall business aims and expectations to ensure IT strategy maps back to them.
Service Design which starts with a set of new or changed business requirements and ends with the development of a solution designed to meet the documented needs of the business.
Service Transition which is concerned with managing change, risk & quality assurance and has an objective to implement service designs so that service operations can manage the services and infrastructure in a controlled manner.
Service Operation which is concerned with business as usual activities.
Continual Service Improvement which has an overall view of all other elements and looks for ways that the overall process and service provision can be improved.
The structure of V3 has matured into a service lifecycle format.
ITIL itself has become a service and its ‘Service Portfolio’ looks like this: EMBED PowerPoint.Slide.8 Benefits of Adopting ITIL ? During the 20 years of ITIL practice, it remains the world’s most widely recognized and adopted framework for IT Service Management.
It has grown from a cottage industry in the 80’s to a global influence.
Over this time the many benefits of ITIL have become widely known and continue to grow as the community of practice matures.
Whether you are a business customer, a service provider, a CIO or CEO, ITIL Service Management Practices offer benefits that demonstrate their value and return on investment.
Some of the widely published benefits are: Non-proprietary practice – ITIL is owned by the Office of Government Commerce, a department of the UK Government.
ITIL does not require a license to practice and it is independent of any commercial solution or platform.
Scalable – ITIL can be adapted for any size of organization.
This is a key benefit since the industry predictions for the growth of small to medium enterprise is a major developing trend.
Reduce Costs – ITIL has proven its value in reducing overall cost of managing services.
Improved Quality – ITIL helps improve the quality of IT services through sound management practices.
Aligned to Standards – ITIL is well aligned to the ISO/IEC 20000 Standard for Service Management.
Qualification – ITIL supports the ITSM professional with a line of accredited training and education courses.
ROI – ITIL helps IT organizations demonstrate their return on investment and measurable value to the business.
This helps establish a business case for new or continuing investment in IT.
Seamless Sourcing Partnerships – Outsourcing, often with multiple service providers, is increasingly common today.
ITIL is widely practiced among industry service providers and offers a common practice base for improved service chain management.
EMBED PowerPoint.Slide.8 ITIL is a pseudo Public Domain framework.
ITIL is copyright protected.
The ITIL Trademark is owned by the OGC.
However, any organization can use the intellectual property to implement the processes in their own organization.
Training, tools and consultancy services support this.
The framework is independent of any of the vendors.
APMG- In 2006 APMG won the tender to own the rights for accreditation and certification of the ITIL courses.
EXIN and ISEB used to be independent bodies, but now sublicense through APMG.
EXIN and ISEB are the examination bodies that organise and control the entire certification scheme.
They guarantee that the personal certification is fair and honest and independent from the organizations that delivered the course.
Both bodies accredit training organizations to guarantee a consistent level of quality in course delivery.
At the time of writing the only generally recognised certification is awarded to individuals.
There is no independent tool certification or organizational certification.
People and organizations that wish to discuss their experiences with ITIL Service Management implementation can become a member of the IT Service Management Forum (itSMF).
The itSMF is a meeting place for users and adopters of ITIL.
Further research and reading on other models and frameworks: (web sites are active at time of writing – use the search topic on the left in your internet search engine for more information) ITIL website www.itil.co.uk OGC website www.ogc.gov.uk EXIN www.exin-exams.com ISEB www.bcs.org.uk Vendor sites HYPERLINK “http://www.itsmdirect.com” www.itsmdirect.com www.itilcollege.com HYPERLINK “http://www.itsm-learning.com” www.itsm-learning.com www.itilsurvival.com HYPERLINK “http://www.itil-itsm-world.com” www.itil-itsm-world.com ? — Implementing ITIL Service Management Practices Introduction ITIL Service Management Practice is something that impacts the entire IT organization.
Implementation of end-to-end processes can have a big impact on the way things are done and can initiate a lot of uncertainty and resistance with staff.
For these reasons, it is important to implement ITIL Service Management Practices with a step-by-step and steady approach.
The following model is an example of such an approach.
SHAPE \* MERGEFORMAT Developing ITIL processes is a fairly easy job to do! Making sure everybody understands the processes and uses them is more difficult and requires serious planning.
It is advisable to use a project management approach to ITIL Service Management implementation and stay focused on the clearly defined end results (many different Project Management methodologies exist.
The trademark owners of ITIL (the OGC) publish a widely used Project Management methodology, called PRINCE2 (Projects in Controlled Environments).
Cultural change A small part percentage of the implementation project will be about process design.
Most of the challenge lies in cultural change and personal motivation of staff to use the end-to-end processes as the better way to do business.
Any change leads to feelings of vulnerability and loss of control.
These feelings generally manifest themselves through feelings of resistance.
The most important thing in this stage of the ITIL implementation is to keep the focus on the reason why your organization needs ITIL Service Management in the first place.
Implementation Checklist DO’s: Perform a feasibility study first Use what is already good in the organization Take it slowly and concentrate on small steps and quick wins Appoint a strong project manager with end-to-end focus to drive this implementation program Keep in mind that you are dealing with personal issues Keep communicating WHY your organization needs this Measure your successes continuous Enjoy the milestones and share them with the IT group DON’T: — When you have decided on a tool, you really need to have a close look at the cost.
Most of the expenses are in getting the tool to work for you, the way you want it to.
The following are some examples of the implementation cost of any tool: Initial Purchase Price Additional Licenses Maintenance contract Warranty Training of staff in using the tool Implementation expenses (consultancy hours) Fine-tuning the tool to your needs (consultancy and engineering hours) Updating the internal processes to fit the tool (consultancy and internal staff hours) ITIL Service Management Practices and Vendors A common mistake made by new adopters of ITIL Service Management Practices is trying to “go it alone”.
Mistakenly, many new adopters feel that external consulting expertise adds prohibitive costs to their implementation.
In many cases, the opposite is the case.
Best practices are just that – proven over time and used in a variety of contexts to stand above all other practices.
Many third party vendors offer the wisdom of experience in ITIL best practices and can greatly reduce the time and investment to get your ITIL practice up and running and to help establish proven business cases for additional improvement investment.
IT service transformation often involves a shift in the vision and focus of an IT organization.
This will often require organizational cultural change.
Third party expertise is often a major selling feature in gaining unbiased, objective advice in ITIL Service Management Practice implementations and maturity improvements.
The best of breed ITIL Service Management Practices consultant will have seen and heard it all before and will be well positioned to help you make the most compelling business case for ITIL adoption as well as providing the skills to get you there.
ITIL V3 Service Management Practices devotes many pages of guidance, drawn from the experience of industry experts and will help guide you in managing organizational and cultural changes effectively to gain improvements in your service management practice.
To some degree like anything else, navigating the vendor marketplace can be a buyer beware situation, so good advice is to follow the best practice trail! Seek out vendors that have proven track records with practical results.
Ensure they can demonstrate their past experiences with situations relevant to your needs.
Ask for references, and follow up with them.
Look for providers that offer a variety of practice areas and end to end solutions.
A good indicator of dedication in a vendor’s practice is one who is certified to the ISO/IEC 20000 Standard for service management.
Large organizations often require that any vendor doing business with them is ISO certified.
Seek out like-minded vendors who share your philosophy and vision for Service Management.
Don’t be afraid to ask tough questions.
Many vendors are already preparing to help their customer’s transition to the new ITIL Service Management Practices.
They are investing now in the knowledge and technical solutions that will meet the practice innovations of ITIL V3.
This issue is so important that the ITIL V3 core books dedicate chapters of guidance on how to find the right vendor for your service needs and how to effectively measure performance and manage relationships with service management suppliers.
Core of Practice: At the heart of the practice is a set of core guides that revolve around the ITIL Service Lifecycle.
The lifecycle is presented as a logical flow from Strategy, through Design, Transition, Operation and Improvement, but the real beauty of its structure is that it is entirely multi-dimensional.
ITIL V3 uses a closed loop feedback system that provides feedback throughout all areas of the lifecycle.
This is consistent with our real ITSM worlds – nothing is strictly linear.
Although we view the flow of service management practice similar to the Deming cycle of Quality – Plan, Do, Check, Act – we know that rarely is real life IT service management quite so linear.
So, ITIL has been re- designed in a way that encourages a logical flow, but is not restricted to a solely linear path for service management.
The Service Lifecycle is illustrated in a hub and spoke design with Strategy at the core of practice and revolving stages of Design, Transition and Operation.
The wheel is anchored by Continual Service Improvement which exerts its influence throughout the entire lifecycle.
The core practice guides, listed in their logical flow are: ? Service Strategy The Service Strategy book offers a view of ITIL that aligns business and IT so that each brings out the best in the other.
It ensures that every stage of the service lifecycle stays focused on the business case and relates to all the companion process elements that follow.
Subsequent titles will link deliverables to meeting the business goals, requirements and service management principles described in this publication.
Concepts and guidance in this publication include: Service Management strategy and value planning Linking business plans and directions to IT service strategy Planning and implementing service strategy Service Design In order to meet the current and future business requirements, Service Design provides guidance on the production and maintenance of IT policies, architectures, and documents for the design of appropriate and innovative IT services solutions and processes.
?Concepts and guidance in this publication include:??• Service design objectives and elements ?• Selecting the service design model?• Cost model?• Benefit/risk analysis?• Implementing service design?• Measurement and control Service Transition Service Transition focuses on the broader, long-term change management role and release practices, so that risks, benefits, delivery mechanism and the ease of ongoing operations of service are considered.
This publication provides guidance and process activities for the transition of services into the business environment.??Concepts and guidance in this publication include:??• Managing organizational and cultural change ?• Knowledge management?• Service knowledge management system?• Methods, practices and tools?• Measurement and control?• Companion best practices Service Operation (the focus of this toolkit) By focusing on delivery and control process activities, a highly desirable, steady state of managing services can be achieved on a day-to-day basis.
To ensure it is integrated with the rest of the ITIL library, guidance is based on a selection of familiar service support and service delivery control points.??Concepts and guidance in the Service Operation publication include: ??• Application Management?• Change Management?• Operations Management?• Control processes and functions?• Scalable practices?• Measurement and control Continual Service Improvement Alongside the delivery of consistent, repeatable process activities as part of service quality, ITIL has always emphasized the importance of continual improvements.
Focusing on the process elements involved in identifying and introducing service management improvements, this publication also deals with issues surrounding service retirement.??Concepts and guidance in this publication include: Business and technology drivers for improvement Justification Business, financial and organizational improvements Methods, practices and tools Companion best practices A sixth book in the core of practice is the ‘Introduction to ITIL Service Management Practices’.
This covers the key concepts and articulates the business case for adopting ITIL.
The new core practice guidelines offer a greater level of prescription than older versions of ITIL whilst maintaining a generic customizability.
It offers more ‘how to’ expertise.
The core of practice is design for longevity and continued relevance over the long-term.
Service Operation Service Opera Service Operation Service Operation introduces, explains and details delivery and control activities to achieve operational excellence on a day-to-day basis.
— Internet/Web Management Facilities and Data Centre Management Information Security Management and Service Operation Improvement of operational activities Service Operation Function: Service Desk The business users / end-users need IT services to improve the efficiency of their own business processes.
When they can’t use the IT services, they have trouble achieving their objectives.
End-users of services need a single point of contact with the IT organization.
The Service Desk should be the single point of contact for all end-users.
This is where ALL questions, issues and requests are logged and recorded.
The type of Service Desk you need depends on the requirements of your customer base.
ITIL defines Service desk types in terms of skill and structure.
Skill levels: Call Centre Unskilled Service Desk Skilled Service Desk Expert Service Desk Service Desk structures: Centralized Service Desk Distributed Service Desk Virtual Service Desk Split Function Service Desk Service Operation Function: Technical Management Technical Management refers to the groups, departments or teams that provide technical expertise and overall management of the IT Infrastructure.
— Copyright: The Art of Service Pty Ltd, 2004-2007 © The Art of Service Pty Ltd 2007 ‘All of the information in this document is subject to copyright.
No part of this document may in any form or by any means (whether electronic or mechanical or otherwise) be copied, reproduced, stored in a retrieval system, transmitted or provided to any other person without the prior written permission of The Art of Service Pty Ltd, who owns the copyright.’ ANECDOTE The investment of time and money in preparing to sit for an ITIL Service Management Practices Exam is perhaps a time for most adults that bring back the fear of sitting for tests of any kind.
ITIL Service Management Practices Exams are by their very nature designed to indicate if the participant can understand and apply the theory knowledge of the ITIL Service Management Practices Framework.
The ITIL Service Management Practices Exam can be taken at a variety of levels.
ITIL Exam – ITIL Service Management Practices Foundations Certificate Most ITIL Exams taken around the world are at this level.
ITIL Exam – ITIL Service Management Practices Practitioner Certificate ITIL Exams at this level test process knowledge for a specific cluster of processes ITIL Exam – ITIL Service Management Practices Managers Certificate ITIL Exams in this category are for those faced with challenges of implementation.
ITIL Exams for the Foundations certificate can actually be taken at any Prometric test centre around the world.
ITIL Exams in the other two levels must currently be sat as a paper based test, facilitated independently.
ANECDOTE A lot of organisations are looking at ways of implementing ITIL Service Management Practices and CMM.
The challenges of implementing ITIL and CMM tend to centre more on people issues, rather than the pure theoretical content of the frameworks.
CMM of course is a framework established to guide software developers through the challenges of creating solutions that are truly aligned with business requirements.
ITIL Service Management Practice is a framework that has been developed to guide IT Managers through the challenges of managing their IT infrastructure.
The two frameworks are complementary and those faced with implementing ITIL Service Management Practices and CMM need not be concerned about any potential clash or duplication of effort between the two.
The CMM measurement model is actually a 5 category measurement model.
Most people think that ITIL is also a 5 level model, but there are actually steps between the 5 levels in ITIL (making 9 measurement levels altogether).
ANECDOTE The itSMF is a member funded organisation for IT Service Management Professionals.
The IT Service Management Forum (itSMF) is a non-profit organisation wholly owned, and principally operated, by its members.
It is also a major influence on and contributor to Industry Best Practices and Standards across the world regarding IT Service Management standards and qualifications and has been for many years.
Why do businesses and organizations need the itSMF? Businesses depend more and more on technology to promote and deliver their products to market.
Service Management has become the primary critical success factor focused on achieving this aim.
Outsourcing, demands on IT to deliver more business value and partnerships all visualize the need of adopting Best Practice IT Service Management and of becoming part of the itSMF.
Why do individuals need the itSMF? The itSMF provides an accessible network of industry experts; information sources and events to help you address IT Service Management issues.
As well as to assist you in the delivery of high quality, consistent IT service internally and externally through the adoption of Best Practice.
You will be able to network among your peers and continually build your competence.
The benefits of being able to draw from the experiences of literally thousands of individuals and organisations involved in ITIL are incalculable.
itSMF Aims To develop and promote Industry Best Practice in service management To engender greater professionalism within service management personnel To provide a vehicle for helping members improving their service performance To provide members with a relevant forum in which to exchange information and share experience with their peers on both sides of the industry Membership itSMF members are drawn from across industry, commerce and public sector.
Most members represent “user” organisations that are responsible for delivering quality IT services to their customers and the remainder represent the leading IT service and product providers.
Many of the leading blue chip companies are to be found amongst the user membership.
Globally, the itSMF now boasts thousands of individual and corporate members.
ANECDOTE ITIL is used by an ever increasing number of organizations to meet the growing demand on the IT service infrastructure.
These are some of the benefits of implementing ITIL processes.
ITIL’s most significant benefit is that it shows you what to do in terms of improving IT operations – and how to do it.
Now is an opportune time to apply the lifecycle principles to your environment and ensure that the service ethos of continual service improvement is an integral part of business as usual.
?Plus, with ITIL now as a base for an international quality standard (ISO/IEC 20000), your organization can receive independent verification of IT Service Management excellence.
Among the many benefits, this standard provides organizations with a competitive edge in the RFP process and can be instrumental in audit preparation.
Research confirms the benefits of the Version 3 ITIL approach which: Establishes the integration of business strategy with IT service strategy.
Enables agile service design and a ROI blueprint.
Provides transition models that are fit for purpose in a variety of innovations.
Demystifies the management of service providers and sourcing models.
Improves the ease of implementing and managing services for dynamic, high risk volatile and rapidly changing business needs.
Improves the measurement demonstration of value.
Identifies the triggers for improvement and change anywhere in the service lifecycle.
Addresses the current gaps and deficiencies in ITIL today.
ANECDOTE The traditional quality management system for organizations is ISO9000.
In recent years, many major organizations have adopted the ITIL framework as their methodology for management of IT infrastructure.
The ISO9000 and ITIL combination is in fact a very powerful one.
There are a growing number of people aware of the benefits of ISO9000 and ITIL.
As a matter of fact, since December 2005 there is now another ISO standard specifically aimed at certifying IT Service Management Processes (based on ITIL); this is the ISO 20000 standard.
The primary distinction between the two is that while ISO9000 is focusing on business process quality, the ISO 20000 standard focuses on IT Service Management processes.
Both ITIL and ISO 20000 are in a state of continual update and improvement.
ISO20000 and ITIL both have well defined control mechanisms in place for ensuring that they reflect the current nature of business environments throughout the world.
ISO is controlled by the International Services Organizations and ITIL is controlled by the Office of Government Commerce (OGC) in the United Kingdom.
ANECDOTE – The Expert Service Desk The “Expert” Service Desk extends the range of services and offers a more globally focused approach, allowing business processes to be integrated into the Service Management infrastructure.
It not only handles Incidents, Problems and questions, but also provides an interface for other activities such as customer Change requests, maintenance contracts, software licenses, Service Level Management, Configuration Management, Availability Management, Financial Management for IT Services, and IT Service Continuity Management.
Many Call Centres and Help Desks naturally evolve into Service Desks to improve and extend overall service to the Customers and the business.
Why change from what you have? The Expert Service Desk provides a vital day-to-day contact point between Customers, Users, IT services and third-party support organisations.
Service Level Management is a prime business enabler for this function.
A Service Desk provides value to an organisation in that it: acts as a strategic function to identify and lower the cost of ownership for supporting the computing and support infrastructure supports the integration and management of Change across distributed business, technology and process boundaries — Customer requirements are understood investment is made in training for Customers, support teams and Service Desk staff service objectives, goals and deliverables are clearly defined service levels are practical, agreed, and regularly reviewed the benefits are accepted by the business.
This really is only the tip of the iceberg, the more you read, the more you will understand that the Service desk becomes the ‘face’ of IT.
ANECDOTE – More on Incident Management The line between the function of the Service Desk and the Incident Management process is perhaps the area of greatest confusion for most people regarding ITIL.
It is best explained by making the point again that the Service Desk is a function and that Incident Management typically lies inside that function.
If an end user calls the Service Desk they are making contact with a functional part of the IT Service Delivery.
What takes place after the call is made and the end user is being looked after is part of the Incident Management process.
Generally, most organisations have their Service Desk staff conducting Level 1 incident management support.
However, this is not a caveat and the decision is dependant on the selected skill level of staff and Service Desk structure selected.
Level 2 and beyond Incident Management staff can be tightly integrated into the Service Desk area, or they may be recognisable as a separate group of staff.
In a lot of organisations who have adopted ITIL, the concept of Level 3 support has given way to the Problem Management process.
The objective of Incident Management is to restore normal operations as quickly as possible with the least possible impact on either the business or the user, and at a cost-effective price.
The definition of how “quickly” is “quickly”, should not be subject to interpretation.
The timeframes for Incident resolution should be defined in the Service Level Agreements (SLAs) that exist between the IT Department and the customer.
The speed of resolution will affect the cost.
It is this cost-to-speed ratio that is often forgotten when a user faces problems.
Issues that are low priority during negotiations are “somehow” escalated to the status of requiring high levels of attention when the issue occurs.
Often support staff will simply respond to user pressure in such situations and immediately the expectation is adjusted and anything less than immediate response to this otherwise low priority issue is considered as poor service ANECDOTE –Problem Management Flow There is no single flow from start to finish because the Problem Management process has both reactive and proactive aspects.
Reactive Problem control is concerned with identifying the real underlying causes of Incidents in order to prevent future recurrences.
The three phases involved in the (reactive) Problem control process are: Problem identification and recording Problem classification – in terms of the impact on the business Problem investigation and diagnosis.
When the root cause is detected the error control process begins.
The Error control activity consists of: Error identification and recording Error assessment Recording the Error resolution Closes Error and associated problems ITIL Problem Management process flow – But that isn’t all folks! Now this is where problem management differs from being a simple flow – that is does it achieve x – yes now do this etc.
Problem Management has a Proactive side.
Problem prevention ranges from prevention of individual Problems, such as repeated difficulties with a particular feature of a system, through to strategic decisions.
Problem prevention also includes information being given to Customers that negates the need to ask for assistance in the future.
Analysis focuses on providing recommendations on improvements for the Problem solvers.
The main activities within proactive Problem Management processes are trend analysis and the targeting of preventive action.
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