ITIL Process Management
An Overview of Service
Management Processes
IT109 North Seattle College
Larry Ryan
IT109
Introduction to ITIL
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ITIL – Information Technology Infrastructure
Library
Developed by the Office for Government
Commerce (OGC) in England
Best practices focused on the management
of IT service processes
Open source
IT109
Three Levels of Certification

Foundation
Focused on an understanding of the overall linkages between the
stages in the lifecycle, the processes used and their contribution to
Service Management practices.
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Intermediate
Operational Support and Analysis (OSA)
Service Offerings and Agreements (SOA)
Planning, Protection and Optimization (PPO)
Release, Control and Validation (RCV).
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Advanced Professional
The ITIL Advanced Diploma in IT Service Management will assess an
individual’s ability to apply and analyze the ITIL concepts in new areas.
IT109
IT Service Management
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ITSM
The implementation and management of quality IT services that meet the
needs of the business. IT Service Management is performed by IT service
providers through an appropriate mix of people, process and information
technology.
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IT Service Provider
A service provider that provides IT services to internal or external
customers.
IT109
The Big Picture
IT109
ITIL Service Management (ITSM)
Two main components:
 Service Support – five processes that provide
support for day-to-day operation of IT services
 Service Delivery – five processes that focus on longterm planning and improvement of IT services
These two components are linked together through
the Service Desk – a function that provides a single
point of contact that focuses on rapid restoration of
normal service operations to users
IT109
ITIL Service Management
Change
Management
Incident
Management
Service
Support
Configuration
Management
Service Level
Management
Release
Management
Availability
Management
Problem
Management
Service
Delivery
IT Service Continuity
Management
Service
Desk
Financial
Management
Capacity
Management
IT109
ITIL Service Management Goals
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Ensure that IT services are aligned to the
needs of customers and users
Improve availability and stability of services
Improve communication within IT and with
users
Improve efficiency of internal processes
IT109
ITIL Processes
Each ITIL process has associated:
 Goals
 Definitions
 Activities
IT109
Service Support
Change
Management
Incident
Management
Configuration
Management
Service
Support
Release
Management
Problem
Management
IT109
Change Management
Goal
 To ensure that standardized methods and procedures
are used for efficient and prompt handling of all
changes to minimize the impact of any related
incidents upon service.
Definition
 Change is an action that results in a new status for one
or more IT infrastructure Configuration Items (CI).
IT109
Change Management
Activities
 Accept, record, authorize, plan, test, implement and
review Requests for Change (RFCs)
 Provides reports of changes to the infrastructure
 Provides updates to the Configuration Management
Database (CMDB).
(Formal process)
IT109
Configuration Management
Goal
 To provide a logical model of the IT infrastructure (hardware,
software and associated documentation) by identifying,
maintaining and verifying the version of all configuration items.
Definition
 A Configuration Item (CI) is a component of the infrastructure.
 Configuration Management Database (CMDB) is a database
which holds a record of all configuration items associated the IT
infrastructure.
IT109
Configuration Management
Activities
 Plan, design and manage a Configuration
Management Database (CMDB)
 Identify CIs for entry into CMDB and their
relationships to each other
 Verify CMDB accuracy
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Service Support again……
Change
Management
Incident
Management
Configuration
Management
Service
Support
Release
Management
Problem
Management
IT109
Incident Management
Goal
 To restore normal service operation as quickly as
possible and minimize the adverse impact on users
and the organization.
Definition
 An incident is any event which causes, or may cause
an interruption to, or a reduction in, the quality of a
service.
IT109
Incident Management
Activities
 Detect, classify, record, and provide initial
support of incidents
 Prioritize incidents based upon impact and
urgency
Service Desk is responsible for Incident
Management
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Problem Management
Goal
 To minimize the adverse impacts of incidents and to prevent
recurrence of incidents. Problem Management seeks to get to
the root cause and initiate action to remove the error.
Definition
 A problem is the unknown, underlying cause of one or more
incidents.
 A known error is when the root cause of a problem is known
and a temporary workaround or alternative has been identified.
IT109
Problem Management
Activities
 Analyze incidents to identify underlying problems
 Record, classify and diagnose problems
 Transfer problems into “known errors”
 Generate Requests for Changes (RFCs) to resolve
problems and errors
Problems are identified and managed separately
from incidents (although linked)
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Service Support again….
Change
Management
Incident
Management
Configuration
Management
Service
Support
Release
Management
Problem
Management
IT109
Release Management
Goal
 To coordinate service providers and vendors
involved with a significant release of hardware,
software and associated documentation across a
distributed environment.
Definition
 A release is a collection of authorized changes to an
IT service and is defined by the RFC that it
implements.
IT109
Release Management
Activities
 Plan and oversee successful rollout of new and
changed software, hardware and documentation
 Collaborate with Change Management
 Verify that all release items are entered into the
CMDB
 Manage customer and user expectations.
 Maintain Definitive Software Library (DSL) and
Definitive Hardware Store (DHS)
IT109
ITIL Service Desk
Change
Management
Incident
Management
Service
Support
Configuration
Management
Service Level
Management
Release
Management
Availability
Management
Problem
Management
Service
Delivery
IT Service Continuity
Management
Service
Desk
Single point of contact
Financial
Management
Capacity
Management
IT109
Service Desk
Goal
• A single point of contact that provides advice
and guidance and rapid restoration of normal
service operations to users
Definition
 A Service Request is a request that is not
due to disruption.
IT109
Service Desk
Activities
 Manage the Incident and Service Request life-cycle,
including closure
 Communicate with customers concerning request
status and progress
 Provide initial assessment and attempt to resolve
incidents working with appropriate IT staff
 Provide reports and recommendations to
management for service improvement
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Service Delivery
Service Level
Management
Availability
Management
Service
Delivery
IT Service Continuity
Management
Financial
Management
Capacity
Management
IT109
Service Level Management
Goal
 To maintain and improve IT Service quality through a
constant cycle of agreeing, monitoring and reporting
to meet the customers’ objectives.
Definition
 Service Level Agreement (SLA) is a written
agreement with the customer.
 Operational Level Agreement (OLA) is an agreement
between two internal areas.
IT109
Availability Management
Goal
 To optimize the capability of the IT infrastructure,
services, and supporting organization to deliver a
cost effective and sustained level of availability
enabling IT to meet their objectives.
Definition
 Availability is the ability of an IT service or
component to perform its required function at a
stated instant or over a stated period of time.
IT109
Capacity Management
Goal
 To ensure that all the current and future
capacity and performance aspects of the
business requirements are provided cost
effectively.
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Financial Management
Goal
 To provide cost-effective stewardship of the
IT assets and resources used in providing IT
services.
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IT Service Continuity Management
Goal
 To ensure that the required IT technical and service
facilities can be recovered within required and
agreed timeframes
Definition
 A crisis is an unplanned situation when one or more
IT services is unavailable and when the outage
exceeds the expectations of the customer
IT109
Processes and Functions
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Process: a structured set of activities
designed to accomplish a specific objective.
Defined inputs
Defined outputs
Measurable by performance
Benefit to customers and stakeholders
IT109
Process Model
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Processes and Functions
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Function: a team or group of people and
other resources or tools that are used to
carry out a process or process activity
Roles responsible for carrying out Functions:
Group, Team, Department and Division
IT109
Service Lifecycle
Service Strategy
Strategic approach for service
management activities
Service Design
Customer requirements plus strategy
Service Transition
Roll out new and changed services
Service Operation
Manage day to day service delivery
plus optimizing effectiveness
and efficiency
Continual Service Improvement
Continual alignment to changing business needs
IT109
Service Strategy
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What is the strategy?
Who are the customers?
What are the services?
Define value creation
Define delivery
Define opportunities to provide services
Deliver a provisioning model
Coordinate and document service assets
Processes and services to deliver the strategic ITSM plan
Establish relationship between service provider and customer
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Consistent management of IT services
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Strategy: gives the service provider guidance
and recommendations about delivering
services to meet the customers business
outcomes.
Define a strategy for managing those
services
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Service Value is defined by customer
• Link service provider activities to
business-critical outcomes
• Support customer’s success
• Deliver value!
• Respond to business change
• Service portfolio delivers positive ROI
• Transparent communication with customer
• Organize for service delivery
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Utility vs Warranty in Value Creation
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Utility: fit for purpose, what the customer gets, increases
performance average (service supported?)
Warranty: fit for use, how the service is delivered to the
customer, decreases variation (secure, enough capacity,
continuous, available?)
Unless utility and warranty are developed and explained
to the customer, the value of IT services cannot be
realized by your customer and you will not be able to
attach a meaningful price tag on your IT services.
IT109
Assets, Resources and Capabilities
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Assets: the resources and capabilities, IT
services should be a customer’s service
asset. Assets must create value.
Resources: the direct input for the production
of services ($, people, infrastructure….)
Capabilities: assets that represent the
organization’s ability to do something to
achieve value – typically knowledge or
information based (coordinate, control,
provision)
IT109
Assets, Resources and Capabilities
Examples of capabilities and resources:
IT109
IT Governance, ISO/IEC 38500
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Governance: where IT and business meet
Governance
ISO/IEC 38500 is an international standard for Corporate governance of
information technology published jointly by the International Organization for
Standardization (ISO) and the International Electrotechnical Commission (IEC).
IT109
IT Governance
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Governance insures that policies and
strategies are actually implemented and that
the required processes are correctly
followed.
Service management MUST include the
standards and policies of corporate
governance
Governance is the driver for ITIL continual
service improvement also called “CSI”
IT109
Risk Management
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Also called “risk mitigation”
Identify risks and create a mitigation action
plan for each
The list of risks and the action plans form the
Risk Management Plan
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Pattern of Business Activity: “PBA”
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The primary source of information regarding
anticipated service demand.
PBA sets service asset requirements
PBA analysis requires careful study of the
customers business to truly understand the
customer demand cycle.
Creates an opportunity for the service
provider to create or add value
IT109
Demand management
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Service Design
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Deliver a new service or change to an
existing service that is capable of delivering
the strategic outcome.
Four Ps: People, Processes, Products and
Partners must be considered rather than
narrow technical solution to a problem.
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Service design scope
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Aligned with business needs
Design coordination
SLA management
Availability and capacity management
IT service continuity management
Security
Supplier management
IT109
Value of Service Design
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Lower cost of ownership over the service lifecycle
Warranty will insure all aspects of the service are
included in the design process.
Service Design Package insures transition of the
new service from to design to live
Good governance through appropriate metrics
Insure strategic requirements are aligned with the
business
IT109
Service Transition
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Ensure that the services that have been
designed are now delivered effectively into
operation.
This stage is concerned with customer, user
and support staff.
Also a consideration with retiring a service.
IT109
Service Transition objectives
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Plan and manage changes and the introduction
of new services (or retirement of old services)
Manage risk
Successful deployment and/or provisioning
Set performance expectation
Ensure delivery of business value
Provide knowledge and information about the
services and service asssets.
IT109
Service Transition value
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While delivering changes, provide guidance on how to
adopt and implement these changes.
Properly designed, it will result in the ability to manage
higher volumes of change.
Reduce the effort spent on managing test and pilot
environments (“sand boxes”).
Increased confidence on the part of the recipients of the
changes.
Enables control of costs and assets
Ensure seamless delivery of changes into the live
environment.
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Resources are people too
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CSI – Continual Service Improvement
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Purpose: continue to support the business with
IT services in the face of changing business
needs.
It must be perceived by business units that IT
and the changes match the changes in business
Measurement is critical in this stage
Must include cost effectiveness and efficiency
IT109
CSI Objectives
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Review, analyze, prioritize and recommend
improvement in all lifecycle stages
Review and analyze service level achievements
according to SLAs in place.
Measure quality! Understand what to measure,
why measure it and what is defined as a
successful outcome. Yes, even QoS.
Improve cost effectiveness of IT service
delivery.
IT109
CSI Elements
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CSI Value
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Controlled, gradual and maintainable
improvement
Assures an acceptable level of support
Gradual and sustainable increase in capability
due to increased efficiency and effectiveness
Monitoring and reporting on performance allows
for improvement opportunities. Tools?
IT109
Service Portfolio Management
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Purpose: Ensure an appropriate mix of services
are delivered by the service provider to meet the
needs of the customer.
Ensures a clear definition of the services and
their link to business outcomes
Manage overall service provision
IT109
Text p. 46
Service Portfolio Management
CMDB
IT109
Service Portfolio Mgt Objectives
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Maintain a definitive portfolio of services provided by the
service provider
Provide an information source that allows the organization to
understand and evaluate how the IT services provided enable
them to achieve their desired outcomes.
Provide control over which services are offered
Track the organizational spend on IT services throughout their
lifecycle
Provide information to enable decision making regarding the
viability of services and when they should be retired.
IT109
Text p. 98
Service Catalog Management
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Service Catalog Management
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A service catalog is defined in the ITIL glossary
as follows: “A database or structured document
with information about all live IT services,
including those available for deployment.”
Customer facing services (deliverables, prices,
ordering, contacts, request processes)
Support services are not customer viewable,
support services in place to insure delivery to
the customer.
IT109
Text p. 100
Service Catalog Management
A two-view service
catalog
IT109
Service Catalog Management
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The purpose of the service catalog management
process is to provide and maintain a single source of
consistent information on all operational services
and those being prepared to be run operationally
and to ensure that it is readily available to those who
are authorized to access it.
The scope of the service catalog management
process includes all services that are being
transitioned or have been transitioned to the live
environment.
IT109
Service Level Management
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Purpose: ensure that all current and planned IT services
are delivered to agreed achievable targets.
Covers current and planned services
SLA – Service Level Agreement mandatory, common
mistake: SLA coming after the go-live date
Remember utility and warranty apply to the SLA
Define and document services
Develop targets and ensure they are measured and met
Continually improve service levels
Builds a good working relationship with business cust.
IT109
Service Level Requirements - SLR
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Represents what is required by the customer for
a particular aspect of the service, and they are
therefore based on business objectives .
Relate primarily to warranty aspects of the
service.
SLRs are an essential element of the service
design specification.
IT109
Service Level Agreement - SLA
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Describes the service and the quality measures
by which the delivery of that service will be
judged.
Must be a written agreement and not an “MOU”.
Should include components in two areas:
services and management.
Covers service hours and service availability
Covers support and consequences of a breach
of contract
IT109
Service Level Agreement - SLA
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See the sample SLA from:
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SLA – Security as a Service, SaaS
(not part of ITIL but a good example of a
service – offered by Cisco, McAfee and others
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Constant virus definition updates that are not reliant on user
compliance.
Greater security expertise than is typically available within an
organization.
Faster user provisioning.
Outsourcing of administrative tasks, such as log management, to
save time and money and allow an organization to devote more time
to its core competencies.
A Web interface that allows in-house administration of some tasks
as well as a view of the security environment and on-going
activities.
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Internet-based security is sometimes referred to as cloud security
IT109
Operational Level Agreements
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Agreements between internal departments
Includes support levels, technologies
supported and not supported.
No legal jargon needed – should fit on a
single page
Identifies management tools used
Must be listed and available in the CMDB
IT109
Underpinning contract - UC
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UC is an agreement with external organizations
that provide elements of the overall service.
Unlike OLA, they are enforceable contracts
Like OLA, monitoring and reporting is mandatory
Every SLA must have an OLA and/or UC
Example from Donut:
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Service Relationships
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Availability Management – have a plan!
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Def: the ability of an IT service or other
configuration item to perform its agreed function
when required.
Downtime: An unplanned interruption of a
service during its agreed service hours.
Availability is 100% - the %age of downtime
Example (page 103): 24/7 service is down for 1
hour. Calculate availability: Agreed – downtime/
Agreed x 100%
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Calculating availability (page 103)
IT109
“Five nines” availability
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Availability = 99.999%
For a 24/7 operation, what it the total
downtime per week?
100 – 99.999% = .001%
Given that one week = 168 hours:
Time = (x / 168) x 100% = .001%
x = 6.048 sec per week for five 9s
Or…. 6.048 sec x 4.33 weeks = 26.2
sec/month
IT109
Scope of Availability Management
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Encompasses ALL phases of the service
lifecycle
Requires a firm grasp of business processes
VBF = “Vital Business Function”
Appropriate availability targets must have a
business case
IT109
Figure on Page 107
Availability Management Process
“Reactive”
“Proactive”
IT109
More Availability Terms
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Reliability defined: “a measure of how long a service,
component, or CI can perform its agreed function without
interruption.”
Measure reliability by calculating the mean (or average)
time between failures (MTBF) or the mean (or average)
time between service incidents (MTBSI).
Resilience is obtained by having “fail-over” designs like
redundant networks and clustered servers.
Maintainability: Mean time to restore service (MTRS) =
Total downtime in hr / total number of failures. Helped by
having “hot spares”.
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Figure on p. 110
Expanded incident lifecycle
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Serviceability
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Serviceability: The ability of a 3rd party supplier
to meet the terms of its contract.
Read bakery example on p 110. Better and true
example: healthcare facility in OR, HP system
mgt software running without fault for 13 months,
crashed, required a certain German software
developer to be on line to fix, 8hr time difference,
caused many unnecessary but costly delays to
restore with a software patch. Reliable but not
very serviceable. Downtime=3 days!
IT109
Event Management
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Event: Any change of state that has
significance for the management of a CI or IT
service. Not a failure or an incident
An event that notifies staff of a failure or that
a threshold has been breached is called an
alert.
Examples of an event: “Joe has logged in”,
Joe has logged out”, “transaction complete”.
Examples of an alert: “Disk usage > 90%”
IT109
SACM
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Service Asset and Configuration Management
The ITIL v3 book on SACM provides direction
on “Configuration Items, Definition of policies
and procedures in Management and Planning,
CI Identification and tracking, CI Control, CI
Verification, and CI Auditing” which is good
enough to be labeled as the old Configuration
Management
Difficult to apply to your organization but focus
on the Foundation exam – use their definitions
IT109
SACM
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Purpose – be able to control assets that make
up your services.
Requires identifying them and keeping complete
record of configs, inventory and versions
Service assets are also known as CIs or
“configuration items”. Not all assets are CIs.
Yes, a virtual infrastructure (cloud) and virtual
server are CIs.
Scope is all CIs throughout their entire lifecycle
IT109
Service Asset & Config Mgt
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Purpose is to ensure you have accurate,
meaningful and relevant info about your assets.
Capture info about services you provide
Manage integrity of the CIs (config items) that
make up the service using a config mgt system
Maintain historical, planned and current info on
CIs. Use the info for trending (linear regression)
Promotes accurate decision making by service
providers
IT109
Service Asset & Config Mgt
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Key definitions
– Service Asset: Any resource or capability that
could contribute to the delivery of a service.
– Configuration Item, CI: A service asset that
needs to be managed in order to deliver an IT
service. Examples: server, licensed software
– Configuration Record: A set of attributes and
relationships about a CI
IT109
Configuration Items
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Best list of descriptions and definitions on pp
190 – 191.
All of them may be on the Foundation exam
Which of the following statements is not part of the purpose of the SACM
process?
A. To control the assets that make up your services
B. To manage the changes to your service assets
C. To identify service assets
D. To capture accurate information about service assets.
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Ans: B – is part of
change management
Figure on p 192
Configuration model - Bank
IT109
Figure on p. 193
Consolidate all info into a single
repository: Config Mgt System, CMS
Service Knowledge
Mgt System
SKMS holds all CIs that are
part of the SACM.
Service Desk has access.
IT109
CMS Architecture
Figure on p. 195
IT109
Definitive Media Library
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Definitive: includes EVERYTHING.
Not everything is a CI. Software licenses, cold
spares, in-house software (mostly scripts – shell,
perl, Java, XML and HTML, php). They will all be
in the DML – Data Management Library
Physical spares and equipment should be in a
secure store but listed in CMS documentation
Policies that control the management of the DML
will form party of the SKMS
IT109
Change Management
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ITIL refers to Change Management as a
process. On the exam, you will be asked about
activities, concepts and purpose of this process.
Start with purpose: “to control the lifecycle of all
changes, enabling beneficial changes to be
made with minimum disruption to IT services.”
ITSMF*: 80% of all incidents are caused by IT
infrastructure changes. True?
*ITSMF IT Service Management Forum
IT109
Change Management Objectives
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ITIL: “ensure that changes are recorded and
evaluated, and that authorized changes are
prioritized, planned, tested, implemented,
documented and reviewed in a controlled
manner.”
Keep abreast of changes that happen in the
business environment
Maintains control of the configuration
management system (CMS) and insures
data is current and relevant.
IT109
Change Management Scope
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ITIL definition of change: as “the addition,
modification or removal of anything that could
have an effect on IT services.”
Scope is huge: architecture, infrastructure,
processes documentation, metrics, tools, service
changes and CIs. (Configuration Items).
Exclude organizational and business changes.
Exclude routine maintenance and repairs
IT109
Change, RFC and Change Record
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Change: “The addition, modification, or
removal of anything that could have an effect
on IT services.”
Request for Change: “Formal proposal for
altering a configuration item, recorded either
electronically or on paper.”
Change Record: “A capture of the details of
the lifecycle of a change. Should reference
the CIs associated with the change”
IT109
Change types
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Standard Change: Change to a service or CI.
Typical example: moves/adds/changes for
desktop users. Clearly defined and planned
with low risk.
Emergency Change: “response to or in order to
prevent a business-critical error.” High risk,
disruptive and prone to failure. Highly advised
that there be a documented model for
emergencies as part of the Service Design and
SLA.
IT109
Change Advisory Board - CAB
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CAB: a group of people who are tasked with evaluating
changes to the IT environment.
The CAB ensures the right people with the right
information, knowledge, and background are there to
effectively review each change.
Focused exclusively on reviewing Change Requests for
risk and unintended consequences
Should be staffed with representatives from all
functional areas/technical disciplines, key decision
makers, and business stakeholders.
All changes are brought to the CAB for review
IT109
Text page 171
Normal change process model
IT109
Typical change management question
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A.
B.
C.
D.
4. Which of these is part of the scope of IT change
management?
Business strategic changes
Minor operational changes
IT service changes
Project changes
IT109
Answer to typical change management
question
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A.
B.
C.
D.
4. Which of these is part of the scope of IT change
management?
Business strategic changes
Minor operational changes
IT service changes
Project changes
C. Change management does not cover business, project or minor
operational changes. The change process is used for IT service changes.
IT109
Event Management



Event: “Any change of state that has significance for
the management of a configuration item (CI) or IT
service. Note that this does not state that the change
of state is a failure.”
Alert: “An event that notifies staff of a failure or that
a threshold has been breached.”
Incident: “An unplanned interruption to an IT
service, a reduction in the quality of an IT service, or
a failure of a CI that has not yet impacted an IT
service (for example, failure of one disk from a mirror
set).”
IT109
Event Management
Trigger: An indication that some action or response to an event
may be needed.
 Notification - the notification generated by the CI/system or a
monitoring tool that indicates that an event has occurred on the
CI/Service/System. (Know all five of these terms)
------------------------------------------------------ Purpose: “To detect events, understand what they mean, and
take any necessary action.”
 Objectives:
– Detect all “changes of state that have significance for the
management of a CI or service”
– Trigger an automated response

IT109
Event Management


Objectives: (continued from previous slide)
– “Provide sufficient information to enable an
accurate assessment of the performance of a
service against the SLA target.”
– “Measure the success or failure of improvement
actions.”
Scope: “Applied to any aspects of service
management that need to be controlled and that
could benefit from being automated.”
IT109
Event Management

Monitoring vs Managing:
–
–
Event Management: “concerned with generating
events and detecting notifications that have been
produced.”
Event Monitoring: “detects these notifications but
goes further than this. Monitoring includes actively
checking CIs to ensure that they are working as
they should, whether or not an event has been
generated.”
IT109
Event Management
HP Network Node Manager
IT109
Event Management
HP Network Node Manager
IT109
Service Management
Incidents and Problems – Part of Service Operation
IT109
Service Management
Incidents and Problems – Part of Service Operation
IT109
Service Management
Incidents and Problems



Incident: “An unplanned interruption to an IT service, a
reduction in the quality of an IT service, or a failure of a
CI that has not yet impacted an IT service (for example,
failure of one disk from a mirror set).” (Look familiar?)
Problem: “An underlying cause of one or more
incidents.”
Problem Management: “process that investigates the
cause of incidents and , wherever possible, implements
a permanent solution to prevent recurrence.”
IT109
Service Management
Incidents and Problems



Purpose of Incident Mgt: restore normal
service operation as quickly as possible and
minimize the adverse impact on business
operations.
Objectives of Incident Mgt: “to ensure that all
incidents are efficiently responded to,
analyzed, logged, managed, resolved, and
reported upon.”
The scope of Incident Mgt: All incidents
IT109
Service Management
Incidents and Problems



Problem: “An underlying cause of one or
more incidents.”
Problem Mgt: “Is the process that
investigates the cause of incidents and ,
wherever possible, implements a permanent
solution to prevent recurrence.”
Purpose of Problem Mgt: “Document,
investigate, and remove causes of incidents.”
–
Problem mgt aims to identify the root cause of
problems
IT109
Service Management
Incidents and Problems



Scope of Problem Mgt: “includes diagnosis of
the root cause of incidents and taking the
necessary action in conjunction with other
processes (such as change management
and release and deployment management)
to permanently remove them.”
Tools should link incidents to specific
problem records in the Knowledge Database
Incidents – Reactive, Problems – Reactive
and Proactive
IT109
Service Management
Incidents and Problems

Links between Problem Mgt and Lifecycle Stages:
– Service strategy financial management process, the cost of
down time and support services
– Service design processes of availability management, capacity
management, and IT service continuity management all take
proactive steps to identify possible issues and deal with these
problems before they result in incidents.
– Service Transition: Change Management when a change is
required to resolve a problem, Service Asset and Config Mgt
(SACM) when identifying faulty CIs, Release and Deployment
Mgt when a change to resolve a fault is approved by Change
Management, Knowledge Management when holding problem
histories in the Known Error Database (KEDB).
IT109
Review: Incident vs Problem


Incidents and Service Requests are formally managed through a
staged process to conclusion. This process is referred to as the
"Incident Management Lifecycle". The objective of the Incident
Management Lifecycle is to restore the service as quickly as
possible to meet Service Level Agreements. The process is primarily
aimed at the user level.
Problem Management deals with resolving the underlying cause of
one or more Incidents. The focus of Problem Management is to
resolve the root cause of errors and to find permanent solutions.
Although every effort will be made to resolve the problem as quickly
as possible this process is focused on the resolution of the problem
rather than the speed of the resolution. This process deals at the
enterprise level.
IT109
Incident mgt sample question

What is the objective of Incident management?
A. to annoy users
B. keep track of difficult users so that the IT organization can
take measures to bring them into line
C. to provide a place where users can quite rightly complain
about the atrocious levels of service they receive from us
D. A, B, and C
Previous slides: just checking to see if you were awake 
IT109
Managing incidents should not be
putting out fires
IT109
See page 244, text for flow chart
Managing incidents – ITIL 9-steps



Step 1: Incident Identification
Step 2: Incident logging – create incident
record database
Step 3: Incident Categorization
IT109
Managing incidents – ITIL 9-steps



Step 4: Incident Prioritization – business impact
and urgency
Step 5: Initial Diagnosis – use Known Error
Database – try Incident Matching
Step 6: Incident Escalation (service desk still
owns the incident)
–
–
Functional escalation: service desk is unable to
resolve the incident
Hierarchic escalation: move up to a higher
management level
IT109
Managing incidents – ITIL 9-steps

Step 7: Investigation and Diagnosis
–
–
–
–
–


Full description of the issue
Impact and urgency
Timeline
Identify possible causes
Mine the Knowledge Database (HP Kmine)
Step 8: Resolution and Recovery
Step 9: Incident closure
IT109
Managing Problems – ITIL 7 steps







Step 1: Detecting problems
Step 2: Logging problems
Step 3: Categorizing problems
Step 4: Prioritizing problems
Step 5: Investigating and Diagnosing
Problems
Step 6: Identifying a workaround
Step 7: Raising a Known Error Record,
Known Error Database (KEDB)
IT109
Service Design
*
IT109
Service Design
IT109
Service Design



Purpose: to deliver a new service or a change to
an existing service that is capable of delivering
the strategic outcome required.
Objective: aim to deliver a service that will
require very little improvement later.
Scope: see previous slide or see the next slide:
IT109
Service Design Scope








Design coordination
Service catalog management
Service level management
Availability management
Capacity management
IT service continuity management
Information security management
Supplier management
IT109
Service Design value to the business





#1: Lower cost of ownership across the service lifecycle.
#2: Insure that the service is aligned with the business
#3: SDP or Service Design Package insures a smooth
transition from design to live
#4: Includes metrics and controls for good governance
#5: Includes strategic requirements of the business
IT109
Text p. 65
Service Design – The SDP, Service Design
Package









Original agreed business requirements for the service
How the service will be used
Key contacts and stakeholders
Functional requirements
Management requirements
Service level requirements
Technical design of the new or changed service including
hardware, software, networks, environments, data, applications,
technology, tools, and documentation
Sourcing strategy
New or changed processes required to support the service
IT109
Service Design – The SDP, Service
Design Package





Organizational readiness assessment
Service lifecycle plan, including the timescales and phasing, for
the transition, operation, and subsequent improvement of the
new service
Service program, service transition plan
Service operational acceptance plan
Service acceptance criteria (SAC)
IT109
Service Design 4 Ps

People
–
–

Processes
–

Will new processes need to be created?
Products
–

Both a resource and capability
Will the new service require training?
Software and Hardware
Partners
–
In-house or 3rd party
IT109
Text p. 67
Service Design – Building the
Service
IT109
Service Design
What are the parts of a service?







The business processes that the IT service will support.
Fulfills all the utility requirements
Abide by any governance or reporting requirements and ensuring the
service is in line with the organization’s strategic goals.
Service level requirements and service level agreements (OLAs too)
The technical components of the service, using the configuration
management system, CMS, to show how these are linked to provide
the service.
Applications that will provide the functional requirements of the
business process.
Other services that support the new or changed service.
IT109
Five Key Aspects of Service Design
“STAMP”:
 Service solutions
 Tools and systems for management information
 Architectures
 Measurement systems
 Processes
IT109
Text p. 69
Service Design Constraints
IT109
Service Strategy
Use this chart to help you study for the Foundation Exam.
You will find it on my website: “Good ITIL Cheatsheet Circular Chart”
IT109
Service Strategy

“ITIL service strategy specifically defines how
a service provider will use (i.e. plan to use) IT
services to achieve the business outcomes of
its customers, thereby enabling the service
provider (whether internal or external) to
meet its objectives (of providing value to the
customer).”
IT109
Service Strategy and Service Portfolio
IT109
Service Strategy – getting there

Purpose and objectives
–
–
–
–
–
–
–
–
Understand the IT strategy
Identify customers and services
Define value and delivery
Discover service opportunities
Deliver a service provisioning model
Discover IT capabilities required to deliver
Understand levels of demand
Understand customer relationships
IT109
Service Strategy - Scope

IT service strategy documentation covers:
–
–
Defining a strategy that gives a service provider
guidance and recommendations about delivering
services to meet a customer’s business outcomes
Defining a strategy for managing those services
IT109
Service Strategy - Value





The ability to link the activities carried out by the
service provider to the business-critical outcomes
that are required by internal or external customers.
The ability to understand the type and levels of
service that will support the customers
The ability to respond to business change
Guidance for creating and maintaining a service
portfolio
The ability to understand how to organize so that the
required services can be delivered in an effective
and efficient manner.
IT109
Service Strategy – Demonstrating Value


Value is determined by customers – they
must see value as greater than the cost of
purchasing the service.
Understatement: “If IT is perceived only as
managing the infrastructure equipment
(servers, networks, PCs, and so on), then the
customer’s perception of value will be difficult
to associate to business outcomes and
activities.”
IT109
Utility and Warranty – know the
definitions for the exam
IT109
Deming Cycle
“PDCA”,
Plan, Do,
Check, Act as part of
The cycle of continuous
improvement
Text, p. 292
IT109
8 ITIL Roles
Each of the ITIL stages has its own processes and users who manage and
control those processes. In ITIL we refer to these as Roles:
1. Service Catalogue Manager
The Service Catalogue Manager is responsible for maintaining the Service
Catalogue, ensuring that all information within the Service Catalogue is
accurate and up-to-date.
2. Service Level Manager
The Service Level Manager is responsible for negotiating Service Level
Agreements and ensuring that these are met. They make sure that all IT Service
Management processes, Operational Level Agreements and Underpinning
Contracts are appropriate for the agreed service level targets. The Service Level
Manager also monitors and reports on service levels.
IT109
8 ITIL Roles
3. Applications Analyst / Architect
The Applications Analyst/ Architect is responsible for designing applications
required to provide a service. This includes the specification of technologies,
application architectures and data structures as a basis for application
development or customisation.
4. Service Design Manager
The Service Design Manager is responsible for producing quality, secure and
resilient designs for new or improved services. This includes producing and
maintaining all design documentation.
5. Service Owner
The Service Owner is responsible for delivering a particular service within the
agreed service levels. Typically, he acts as the counterpart of the Service
Level Manager when negotiating Operational Level Agreements (OLAs).
Often, the Service Owner will lead a team of technical specialists or an
internal support unit.
IT109
8 ITIL Roles
6. Technical Analyst/ Architect
The Technical Analyst/ Architect is responsible for designing infrastructure
components and systems required to provide a service. This includes the
specification of technologies and products as a basis for their procurement and
customisation.
7. Service Portfolio Managers
The Service Portfolio Manager decides on a strategy to serve customers in
cooperation with the IT Steering Group, and develops the service provider's
offerings and capabilities
8. IT Security Manager
The IT Security Manager is responsible for ensuring the confidentiality, integrity
and availability of an organization's assets, information, data and IT services.
He is usually involved in an organizational approach to Security Management
which has a wider scope than the IT service provider, and includes handling of
paper, building access, phone calls etc., for the entire organization.
IT109
The Foundation exam
•
•
•
•
(Last slide)
40 Multiple choice questions
Time to complete: 1 hour
Closed book – no notes allowed
Passing score: 65% or greater – 26 correct
answers
As of Feb 1, 2016 only Pearson Vue test centers give the
exam. No more Prometric.
Nearest location: 10700 Meridian Ave N., Suite 407,
Seattle, WA 98133, http://www.pearsonvue.com/exin/
North of NSC, easy walk from campus