Beginner’s notes Foundation in ITIL Service Management Table of Contents TOC \o “1-3” \h \z \u \l “67894357” 1 Start Here. 67894357 \h 4 \l “67894358” 2 Foundation Certificate in IT Service Management 67894358 \h 5 \l “67894359” 2.1 EXIN Exams 67894359 \h 5 \l “67894360” 2.1.1 The importance of IT Service Management 67894360 \h 5 \l “67894361” 2.1.2 Service Management processes 67894361 \h 5 \l “67894362” 2.1.3 The ITIL management model 67894362 \h 5 \l “67894363” 2.1.4 Basic concepts of ITIL 67894363 \h 7 \l “67894364” 2.2 Course Material 67894364 \h 7 \l “67894365” 3 IT Service Management 67894365 \h 9 \l “67894366” 3.1 Introduction to IT Service Management 67894366 \h 9 \l “67894367” 3.2 ITIL Service Management 67894367 \h 10 \l “67894368” 3.2.1 Business Alignment 67894368 \h 11 \l “67894369” 3.2.2 Processes 67894369 \h 11 \l “67894370” 3.2.3 Processes, Services and Functions 67894370 \h 12 \l “67894371” 4 ITIL Overview 67894371 \h 14 \l “67894372” 4.1.1 History of ITIL 67894372 \h 15 \l “67894373” 5 Implementing ITIL Service Management 67894373 \h 19 \l “67894374” 5.1 Introduction 67894374 \h 19 \l “67894375” 5.2 Cultural change 67894375 \h 20 \l “67894376” 5.3 Implementation Checklist 67894376 \h 20 \l “67894377” 6 ITIL Service Management Processes 67894377 \h 21 \l “67894378” 6 ITIL Service Management Processes 67894378 \h 22 \l “67894379” 6.1 Service Delivery Set 67894379 \h 22 \l “67894380” 6.1.1 Service Level Management 67894380 \h 22 \l “67894381” 6.1.2 Financial Management for IT Services 67894381 \h 23 \l “67894382” 6.1.3 Availability Management 67894382 \h 25 \l “67894383” 6.1.4 Capacity Management 67894383 \h 27 \l “67894384” 6.1.5 IT Service Continuity Management 67894384 \h 27 \l “67894385” 6.1.5 IT Service Continuity Management 67894385 \h 28 \l “67894386” 6.2 Service Support Set 67894386 \h 29 \l “67894387” 6.2.1 Service Desk 67894387 \h 29 \l “67894388” 6.2.2 Incident Management 67894388 \h 31 \l “67894389” 6.2.3 Problem Management 67894389 \h 32 \l “67894390” 6.2.4 Change Management 67894390 \h 33 \l “67894391” 6.2.5 Release Management 67894391 \h 34 \l “67894392” 6.2.6 Configuration Management 67894392 \h 36 \l “67894393” 7 Security Management 67894393 \h 37 — Each of the units involved in these business processes needs one or more services (eg.
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 organisational 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 organisation 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 organisation to meet its Business Objectives. Definition: IT Service Management is the effective and efficient process driven management regarding the quality of IT services, provided to end-users. ITIL Service Management Any organisation 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 organisations 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 for operational and tactical management of IT service provision Which single or combination of frameworks selected is entirely dependant on the needs of the organisation. For many IT organisations, 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: (web sites are active at time of writing – use the search topic on the left in your internet search engine for more information) 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/ — Large companies and government agencies in Europe adopted the framework very quickly in the early 1990’s and the ITIL framework has since become known as an industry best practice, for IT Service Management. ITIL has become the de-facto standard in delivering IT Services for all types of organisations.
Both government and non-government organisations benefit from the process driven approach, regardless of the size of the IT department. ITIL is used globally.
ITIL has no geographic boundaries.
It is used extensively throughout Europe, Australia, Canada, USA, United Kingdom and many emerging countries in Asia. In 2000 the British Treasury set up the OGC – Office for Government Commerce – to deal with all commercial activities within the government.
All activities formerly under the control of the CCTA (Central Computer and Telecommunications Agency) were also taken up by the new department.
Even though the CCTA no longer exists, it is noted that they were the original developers of the ITIL framework. In 2001, ITIL version 2 was released.
In this version the Service Support Book and the Service Delivery book were redeveloped into much more concise volumes. 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 organisation can use the intellectual property to implement the processes in their own organisation.
Training, tools and consultancy services support this.
The framework is independent of any of the vendors. 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 organisations that delivered the course.
Both bodies accredit training organisations 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 organisational certification. People and organisations 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 “http://www.itsmdirect.com” www.itsmdirect.com www.itilcollege.com “http://www.itsm-learning.com” www.itsm-learning.com www.itilsurvival.com “http://www.itil-itsm-world.com” www.itil-itsm-world.com ? — Implementing ITIL Service Management Introduction ITIL Service Management is something that impacts the entire IT organisation.
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 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 organisation needs ITIL Service Management in the first place. Implementation Checklist DO: 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 continuously Enjoy the milestones and share them with the IT group DON’T: Try to mature all the processes at the same time Start with a tool Start without management commitment and/or budget ‘ITILISE’ your organization – it’s a philosophy, not an executable application Rush; take your time to do it well Go on without a reason Ignore the positive activities already in place ITIL Service Management Processes Service Delivery Set The following chapters describe in brief the Service Delivery processes.
These processes are generally referred to as “tactical” processes. Service Level Management This process provides the contact point between the IT organisation and the customer.
Within the ITIL books, ‘the customer’ is defined as being the person who pays for the services.
It should therefore be someone with decision-making authority, eg business manager. Service Level Management is the process that ensures that the IT organisation knows what services they can deliver and organises for the IT group and the customer to agree on the levels of service that need to be delivered. It also ensures that the IT group can consistently deliver these services to the customer by ongoing monitoring the service achievements and reporting these to the customer. Financial Management for IT Services When Service Level Management agrees with the customer on Service Levels, it has to be able know how much money is involved in delivering this service.
Especially when the cost for IT services is to be charged on to the customer. Financial Management for IT Services allows the IT organisation to clearly articulate the costs of delivering IT Services. — Experience if looking to achieve the ITIL Manager Certificate 2 years of relevant practical experience; Manager’s role in IT service delivery (two years minimum); Experience in project-oriented work and/or (shared) project management. Target Group The training is targeted at those persons who will play an important role in the implementation and adoption of the IT Service Management processes: Managers in IT organizations who work in accordance with ITIL; Project staff and project leaders for ITIL implementation pathways; Management advisors looking at IT management and IT organizations; Future ITIL Service Managers. In-course Assessment The in-course Assessment is a requirement that EXIN has of its accredited training institutions that conduct ITIL Service Management courses.
Only applicants with a sufficient score on the in-course assessment are eligible to sit for the ITIL Service Management exams. Course duration The course for ITIL Manager Certificate can be conducted in several ways; 2×5 day blocks with a shorter 2 day block at the end is one method.
Another is to conduct 3 Blocks of 3 days (1 day each mod is a long day) and 2 days at the end. Both methods have merit so it comes down to your personal availability.
The bottom line is the requirement for sixty contact hours at least. Presentation-assignments The presentation assignments will be conducted within the context of the cases used during the course.
These tend to verbally based assignments with a substantial amount of group work. Written questions and assignments Written assignments are also required from each participant that are covered during each presentation assignment.
As a guide such assignments should be a summary view of approximately two A4 pages. These written test questions are aimed to test the participant on the ability to coherently express the core issues of each management process. WISE WORDS Why is business financial management important to the IT professional? Isn’t that the CFO’s responsibility? Competent financial management is critical to the success and very survival of a wide variety of organisations.
In the technology community, it is common to select the chief financial officer or the chief information officer for advancement to the CEO position.
For the CIO professional looking for a promotion or a greater understanding of the IT arena, an understanding of the basics of financial management has become invaluable. The goal of business financial management is to maximize value.
Successful financial management requires a balance of a number of factors, and there are no simple rules or solution algorithms that will ensure financial success under all circumstances.
The overall goal toward which corporate financial and IT managers should strive, is the maximization of earnings per share, subject to considerations of business and financial risk, timing of earnings, and dividend policy. The basic concepts of the fundamental principles of accounting, analytical techniques for interpretation of financial data, basic budgeting concepts, financial planning and control and the analysis of long-term investment opportunities are applicable to IT as well as finance.
Financial and IT professionals who can profitably harness the principles and techniques of financial and information resources will be able to manage their organisations more effectively than their competitors.
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