ITIL Foundation summary

INTRODUCTION
service

Function

Is a means of delivering value to customers

by facilitating outcomes that customers
want to achieve, without the ownership of
specific costs and risks.

A structured set of activities that achieve a

specific objective.

Role

A set of responsibilities defined in a process

and assigned to a person or team

Process
Owner

Customer

Accountable for a specific

service

Represents the service across

the organization

Responsible for continual

improvement and management
of change affecting the services
under their care

Accountable for ensuring the process is

performed effectively and efficiently and is
complied with and is subject to continual
improvement.

Someone who buys goods or

services

Defines and agrees the service

level targets

Responsible:

Those who perform the activity or make the

decision

Responsibilities can be shared

Accountable:

A unit of an organization specialized to

perform certain types of work and
responsible for specific outcomes.

Process

Service
owner

RACI MATRIX

The individual who is ultimately accountable

Only one can be assigned to an activity or

decision

Consulted:

Those who need to be consulted or provide input

before an activity is performed or a decision is
taken

This is a two-way process

Informed:

Characteristics
of a process

The Service
Life Cycle

Those who need to be informed after an activity

is performed or decision is taken

This is a one-way process

Can be measured

A process exists to deliver an outcome

A process delivers the outcome to a customer or

stakeholder who must be happy with the
outcome responds to specific events

It should be initiated by a specific trigger

Service Strategy :

Provides guidance on how to use service

management as a strategic tool to satisfy
business needs

Asks why something should be done before

asking how
Service Design :

Provides guidance for the design of services ( new

or changed ) and service management processes
Service Transition :

Provides guidance for the smooth transition of

new and changed services into operations
Service Operation :

Provides guidance on achieving effective and

efficient delivery and support of services to
ensure value for the customer and the service
provider
Continual Service Improvement :

User

A person who uses the it service on a dayto-day basis

Provides guidance to help maintain and improve

the design, transition and operations of services
in line with changing business requirements

SERVICE STRATEGY

Provides Organizations with guidance on how to think

and act in a strategic manner

To enable Organizations to transform service

management into a strategic asset and help to achieve
their strategic goals

To help answer key strategic questions about services:

o
What services should we offer and to
whom?
o
How do we differentiate from our
competitors?
o
How do we create value for our customers?

Key
Concepts
of Service
Strategy

Service
Portfolio

Objective

Business
Case

Goal is to get a detailed analysis of

business impact or benefits to support
strategic decision making

Service Portfolio
Value Creation
Warranty & Utility
Resources & Capabilities (service assets)
Business case
Service Models
Strategic Risks

Service
Models

Classify the service

Describe the structure of a service

Understanding the dynamics &

structure of a service

Service Pipeline (ex. New service , ongoing service )

Contract Risks

Service Catalogue ( ex. Present service )

Strategic
Risks

Design Risks

Operational Risks

Market Risks

Service Portfolio Management

Demand Management
Financial Management

Value
Creation

Financial terms (Tangible and easy to define)

Terms of customer perception(Intangible and hard to

define)

Warranty
& Utility

Warranty ( Fitness for use ) how it is delivered

Utility (Fitness for purpose) what the customer gets.

Service
Portfolio
Management

Describe the business value of services and

articulates the business needs and the
providers response to those needs (Output
> Service Portfolio)

Resources
&
Capabilities
( service
Assets )

Need capabilities to use the available resources to

develop distinctive value-adding services to customers

Demand
Management

Cannot produce value without adequate resources

To analyze, track, monitor and document

patterns of business activity (PBA) to predict
current and future demand for services
(Output > PBA)

Financial
Management

To provide the business and IT with a

quantifiable value of IT services

Processes

SERVICE DESIGN OUTPUT OF ITIS THE SERVICE DESIGN PACKAGE ( SDP )

Objective

Service design package ( SDP)

should be produced during the
service design stage for (new
service, Major change to an
existing service, removal of a
service)

Better design therefore reduced

Total Cost of Ownership ( TCO )

Improved quality and consistency

of service

Service Design
Package (SDP)
should be
produced during
the service
design stage for

New Service

Major change to an existing

service

Removal of a service

The 4 Ps of
service design

People

Product

Process

Partners

In sourcing
Outsourcing
Co-sourcing
Multi-sourcing

Sourcing Options

Service Design
Processes

Availability
Management

Information
Security
Management

Supplier
Management

Provides a regular point of contact,

representing the IT service provider to the
business and the business to the IT service
provider
The Service level management process
includes ascertaining Service Level
Requirements (SLRs) and negotiating Service
Level Agreements (SLAs), as well as
monitoring, reporting on and reviewing SLA
targets
Service Level Agreements with customers are
supported by Operational Level Agreements
(OLAs) and Underpinning Contracts
Service Level Management drives Service
Improvement Programs (SIPs) to enhance the
quality of services

Goal:

To produce and maintain the availability

plan and assess the impact of changes
on the plan

To provide advice and guidance on all

availability issues and assist with the
diagnosis and resolution of availability
related incidents and problems

To ensure that service availability

achievements meet or exceed all of their
agreed targets

Service Catalogue Management:

Reporting existing and approved

services

Ensuring consistency of service

portfolio

Keep the catalog up to date and

accurate

Concepts:

Protecting & backup catalogue

Service Level Management:
Goal

Provides the blue prints

required by the service transition
stage

Value to
business:

Scope

To ensure that an agreed level of IT service is

provided for all current IT services and that
future services are delivered to agreed and
achievable targets

To be responsible for production,

maintenance and enforcement of
Information Security Policy (ISP)

Negotiate and agree contracts

with suppliers and manage them
through their lifecycle

Maintain a supplier policy and a

supporting supplier and Contract
Database (SCO)

IT Service
Continuity
Management:

Capacity
Management

Percentage of uptime/Downtime ( E.g.

(agreed service time downtime/agreed
service time)x100 % reliability

Length of time between service or

component failures(E.g. Mean time
between failures (MTBF) Maintainability

Length of time to restore service or

component(E.g. Mean time to recover
(MTTR) Serviceability

The ability of 3rd party suppliers to

meet the terms of their contract
regarding availability, reliability and
maintainability

Vital Business Functions (VBFs)

To maintain IT continuity and recovery

plans that support Business Continuity
Plans (BCPs)

To conduct regular Business Impact

Analysis (BIA) exercises

To produce and maintain the Capacity

Plan

To ensure that service performance

matches or exceeds agreed performance
targets

SERVICE TRANSITION
Objective

Value to Business

Processes

To plan and manage the resources to successfully establish a new or changed service into production
within the predicted cost, quality and time estimates

To ensure there is minimal unpredicted impact on the production services, operations and support
organization

Manage the transfer of services such as to or from an external service provider

Ensure that customers and users can use the new or changed services in a way that maximizes value to the
business operations

Change Management
Service Asset and Configuration Management
Release and Deployment Management

Change Management:
( Output : CS, PSO )

Scope of Change Management:

Service Change :

The addition, modification or removal of an authorized planned or supported service or service

component and its associated documentation
Types of change:

Strategic Change ( manage the business )

Tactical Change ( Manage the business processes )

Operational Change ( Manage business operation)

Change Advisory Board (CAB)

Support the authorization of changes

Assist change management to assess, evaluate and prioritize changes

Members of the CAB are chosen so that relevant changes can be accessed from both a business and
technical viewpoint
Change Scheduling:
Change Schedule (CS) document

Updated whenever changes are scheduled

Details of approved changes

Proposed implementation dates/times

Projected Service Outage (PSO) document

Details of changes to service levels and service availability because of the currently Planned CS
Planned downtime from other causes ( maintenance and back-up)

CS and PSO available to everyone in the organization and released whenever changes are scheduled
Service desk will use these documents to communicate with the business
Record and Review the Change:

Create and record the Change

o
Defined procedures for raising changes
o
Maybe different procedures for different areas

Review the Request for Change (RFC)

Evaluate the Change:
Review and Close the Change Record

On completion of the change the results should be reported for evaluation.

A Post Implementation Review (PIR) should be carried out to ensure:

o
The change has met its objectives.
o
The initiator and the stakeholders are happy with the result.
o
There is no unexpected side effects.
o
Lessons learnt are fed back into future changes.

The PIR may be different for the different types of change.

The PIR is often carried by the CAB.

Emergency Change:

Emergency Changes are disruptive and error-prone so should be kept to the absolute minimum
Emergency CAB (ECAB) may be called upon to assist the change manager to evaluate and approve emergency
changes

Service Asset and

Configuration
Management

Objective to define and control the components of services and infrastructure, and maintain accurate
configuration information
Basic Concepts :

Configuration Item ( CI )
o
A CI is an asset, service component or other item which is, or will be, under the control of
configuration management
Configuration Model
o
A model of the services, assets and the infrastructure that includes the relationships
between CI's.

Configuration Management System ( CMS )

o
Holds all of the information about CIs and relationships within the designated scope

Definitive Media Library ( DML )

o
A secure library in which the definitive authorized versions of all media CIs are stored and
protected
Service Knowledge Management System

Release and
Deployment
Management

Broader Concept than the CMS

Includes experience of staff

Environment

Objective:

Ensure Release and deployment pans are in place that align with customer and business change

Ensure customers, users and service management staff are satisfied with the service transition
practices and outputs
Basic concepts :

Release Unit
o
Describes the portion of a service or IT infrastructure that is normally released together
o
May vary considerably across an organization

Release Identification
o
All releases must be uniquely identified
Service V Model :

The left hand side represents the specification of the service requirements down to a detailed service
design.

The right hand side focuses on validation arid testing activities that are performed against the
specifications defined on the left hand side.

SERVICE OPERATION
Objective

Principles

To coordinate and carry out the activities

and processes required to deliver and
manage services at agreed levels to
business users and customers

To manage the processes to deliver arid

manage services at the agreed levels to the
business users

To manage the technology that is used to

deliver and support the services

Service operation must manage a number of

potential conflicts and achieve an acceptable
balance

Application
management

IT Operations
Management

To help identify functional and manageability

requirements for application software and to
assist in the design, deployment, ongoing
support and improvement of applications

Contribute to decision whether to build an

application or buy it

Provides guidance to IT Operations

Management

TO achieve stability of the organization's dayby-day processes

Apply operational skills in a timely way to

diagnose and resolve IT operations failures
Operation Control:

IT Service versus Technology

Stability versus Responsiveness

Quality versus Cost

Reactive versus Proactive

Use operations bridge or network

operation center
Facilities Management:

Functions

Service Desk

Service Desk

Technical management

Application management

IT Operation management

A single point of contact for users on a dayby-day basis

Responsible for the efficient handling of all

incidents and service requests using
dedicated staff

Log all incident details ,escalate , keep

users informed of progress
Types of service desk:

Local

Centralized

Metrics:

Virtual

% of calls during 1st contact

% of calls resolved without referral to

next line support

Average time to resolve an incident

(at 1st line)

Monitoring of operation activities

Processes

Incident
Management

Management of the physical

environments including data
centers ,associated power and cooling
equipment

Incident management
Problem management
Request Fulfillment
Access management
Event management

The primary goal of incident management is to

restore normal service operation as quickly as
possible and minimize the adverse impact on
business operations, thus ensuring that the best
possible levels of service quality and availability
are maintained
Key Concepts :

Incident: unplanned interruption to an

IT service

Timescales: Within SLAs and OLA

Incident Models: A pre-defined way of

dealing with "standard" Incidents

Roles:

Incident Manager

1st line support

2nd line support

Metrics:

3rd line support

Total # of incidents used as control

measure

Number and % of major Incidents

% of closed incidents

Technical
Management

Problem
Management

To help plan, implement and maintain

a stable technical infrastructure

Provide guidance to IT Operations

Management

Prevent the occurrence of problems

and resulting incidents

Eliminate recurring Incidents

Minimize the adverse impact of

unavoidable Incidents

Access
Management

Event
Management

Provide the ability to detect events, evaluate

them and then determine the appropriate
control action

Provide the ability to compare actual

performance against design standards and
SLAs

Access Management is the process of granting

authorized users the right to use a service
while preventing access to un-authorized
users
e.g.:- users needs to request to open mail from
home >> access management checks if he/she
authorized or not

Create the Known Error Data base

( KEDB) to record the problem
resolution action when a problem
has been successfully diagnosed
Key Concepts :

Problem Models : A known error

record should be created to detail the
problem Model

Reactive Problem Management:

Executed within Service Operation

Proactive Problem Management:

Initiated from within service
operation but driven by continual
service Improvement
Roles:

Request
Fulfillment

Problem Manager

Problems problem solving Groups

Provide a channel for users to request

and receive standard pre-defined and
approved services

Used for service request and preapproved services and changes

( toner change , re allocation)