ITIL Service Management Foundation

Course Objectives

• To introduce ITIL -- Terms, Definitions, Phrases -- As Best

Practice
• Gain an understanding of the essential ITIL processes and
how they relate to each other, in order to support and deliver
a quality IT service
• An overview of ITIL processes and how they relate to each
other in order to support and deliver a quality IT service.

Slide 2
 Course Content - Morning
• Implementation
• Configuration Management
• Service Desk
• Incident Management
• Problem Management
• Change Management
• Release Management

Slide 3
 Course Content - Afternoon

• Service Level Management

• Financial Management for IT Services
• Capacity Management
• IT Service Continuity Management
• Availability Management

Slide 4
 ITIL Overview

• ITIL is a Best Practice Framework

• Integrated into OGC and BSI guidance
• Key Objective 1
► Align IT services with the Current and Future needs of the
business and its Customers
• Key Objective 2
► To improve Quality of the services delivered
• Key Objective 3
► Reduce long term Cost of service provision
• ITIL Philosophy – Scaleable Process driven approach

Slide 5
 ITIL - IT Infrastructure Library

Mission
Statement

Business IT Strategy
Alignment

Service
Tactics
Delivery
Planning

Operations
day-to-day
Service
Support

Slide 6
 Introduction to Service Management
The Service DeskConfiguration Management
Incident ManagementProblem Management
Change ManagementRelease Management

Slide 7
ITIL Service Management Foundation
 Course Objectives

• To introduce ITIL As Best Practice framework

Terms, Definitions, Phrases

• Gain an understanding of the essential ITIL processes and

how they relate to each other, in order to support and deliver
a quality IT service

Slide 9
 Course Content – Day 1
• Introduction
• Introduction to IT Service Management
• Service Desk
• Configuration Management
• Incident Management
• Problem Management
• Change Management
• Release Management

Slide 10
 Course Content – Day 2

• Service Level Management

• Financial Management for IT Services
• Capacity Management
• IT Service Continuity Management
• Availability Management

Slide 11
 ITIL Overview

• ITIL is a Best Practice Framework

• Integrated into OGC and BSI guidance
• ITIL Philosophy – Scaleable Process driven approach
• Key Objective 1
► Align IT services with the Current and Future needs of the
business and its Customers
• Key Objective 2
► To improve Quality of the services delivered
• Key Objective 3
► Reduce long term Cost of service provision

Slide 12
 ITIL - IT Infrastructure Library

Mission
Statement

Business IT Strategy
Alignment

Service
Tactics
Delivery
Planning

Operations
day-to-day
Service
Support

Slide 13
 Introduction to Service Management
The Service DeskConfiguration Management
Incident ManagementProblem Management
Change ManagementRelease Management

Slide 14
 INTRODUCTION TO
IT SERVICE MANAGEMENT

Slide 15
 IT Service Management Objectives

ITIL is a Best Practice Framework used

…..
• To align IT services with the current and future
needs of the business and its Customers
• To develop the quality of the IT services delivered
• To reduce the long term cost of service provision

Slide 16
 Why Service Management
• Increasing IT visibility and Reliance
• Increasing demand from Business to deliver effective IT
solutions/services (Cost Effective)
• Increasing complexity of IT infrastructure and processes
• Increasing competition
• Increasing pressure to realise return on investment

Slide 17
 Considerations
• Do not be over ambitious
• Consider what elements already exist, are in use and
effective
• Identify what can be re-used or needs to be developed
• Adapt the guidelines to meet your requirements

Slide 18
 Process Improvement Model

Slide 19
 Process Improvement Stages
• Process improvement definition
• Communication
• Planning
• Implementation
• Review and Audit

Slide 20
 ITIL Service Management
• Service Support
► Day to day operational support of IT services
• Service Delivery
► Long term planning and improvement of IT service
provision
Key Definitions
Customer: recipient of a service: usually the Customer management
has responsibility for the funding of the service.
Provider: the unit responsible for the provision of IT service.
Supplier: a third party responsible for supplying or supporting
underpinning elements of the IT service.
User: the person using the service on a daily basis.

Slide 21
 IT Service Management Overview
SLA Service Level Agreement
SPOC Single Point of Contact
SLM Service Level Mngt
SD Service Desk
AM Availability Mngt
IM Incident Mngt
BUSINESS (Customer) CM Capacity Mngt
CH Change Mngt
IT SCM IT Service Continuity Mngt
REL Release Mngt

User User User

SLA

SPOC

SLM

SD
AM CM
SERVICE SERVICE
SUPPORT DELIVERY
IM
IT SCM

PROBLEM

FINANCE
CH REL

CONFIGURATION

Slide 22
 Service Support Process Model
Business, Customers or Users

Difficulties Communications
Management Tools Queries Updates
Enquiries Workarounds

Incidents Incidents Service Desk

Changes

Releases
Incident
Management Problem
Management Change
Management Release
Management Configuration
Management

CMDB
Problems CI’s
Incidents Known Errors Changes Releases Relationships

Slide 23
 Service Delivery Process Model
Business, Customers and Users
Availability
Management Queries Communications
Enquiries Updates Reports
Availability Plan
Design Criteria
Service Level SLA’s, SLR’s, OLA’s
Targets/Thresholds
Reports Management Service Reports
Audit Reports Service Catalogue
SIP
Capacity Requirements Exception Reports
Management Targets Audit Reports
Achievements
Capacity Plan
CDB
Targets/Thresholds Financial Management
Capacity Reports for IT Services IT Service Continuity
Schedules Management
Audit Reports
Alerts & Exceptions Financial Plan
Changes Types & Models
IT Continuity Plans
Costs & Charges
BIA & Risk Analysis
Reports
Control Centres
Budgets & Forecasts
Management Audit Report DR Contacts
Tools Reports
Audit Reports

Slide 24
 The Service Desk

Slide 25
 Goal – Primary Objective

• To act as the central point of contact between the User and IT

Service Management

• To handle Incidents and request and provide an interface for

other activities such as
Change Management
Problem Management
Configuration Management
Release Management
Service Level Management
IT Service Continuity Management

Slide 26
 Why a Service Desk?

• Provide a single point of contact for Users

• Deliver high quality support to meet business goals
• Help identify costs of IT services
• Support and communication for changes
• Increase user perception and satisfaction
• Assist identification of business opportunities

Slide 27
 Responsibilities

• Receive and record ALL calls from users

• Provide first line support
• Refer to second line (Generalists) support where necessary
• Monitoring and escalation of incidents
• Keep users informed on status and progress
• Provide interface between ITSM disciplines
• Produce measurements and metrics

Slide 28
 Setting up a Service Desk
• Understand the business needs and requirements
• Define clear objectives
• Obtain support, budget and resources
• Advertise and sell benefits / communicate quick wins
• Involve and educate users / train support staff

Types of Service Desk

Local Service Desk
Central Service Desk
Virtual Service Desk

Slide 29
 Considerations of a Service Desk
• Metrics and management reporting
- Daily, weekly, monthly
- Incident / problem status against service levels
- Service availability / breaches
- Overall performance, achievements and trend analysis
• Service Desk Technologies
- Integrated tool sets / Knowledge base / Diagnostic tools
- ACD / IVR systems
- Internet / Intranet capability
- Pager systems / text messaging

Slide 30
 Local Service Desk

Slide 31
 Centralised Service Desk

Slide 32
 Virtual Service Desk

Slide 33
 Benefits of the Service Desk

• Improved User service, perception and satisfaction

• Increased User accessibility via the single point of contact
• Improved quality and faster response to User requests
• More effective and efficient use of support resources
• Better management information to make decision on support

Slide 34
 Exam Tips

• A Service Desk staff should NOT be Forthright

Slide 35
 Exam Questions

• Which of the following lists best describes the key attributes

needed by the Service Desk Staff?

A Good interpersonal skills; tenacious; technically astute; firm

B Business aware; articulate; methodical; tolerant; good
interpersonal skills
C Logical; methodical; tenacious; forthright; analytical
D Well presented; technical specialists; numerate; good
interpersonal skills

Slide 36
 Exam Questions

• Which incidents should be logged by the Service Desk?

A Only incidents not resolved at logging

B Only incidents from bona fide customers
C All incidents except simple enquiries
D All incidents

Slide 37
 Exam Questions
• Consider the following metrics:
1 Number of incidents closed on without onward referral
2 Number of incidents correctly categorised at logging
3 Number of hardware faults reported

• Which of the above are valid performance indicators for the

Service Desk?

A All three
B 1&2
C 1&3
D 2&3

Slide 38
 Configuration Management

Slide 39
 Goal – Primary Objective

• To provide a logical model of the IT infrastructure by

identifying,controlling, maintaining and verifying the versions
of ALL Configuration Items in existence.

Slide 40
 Types of CIs

• 4 CI Types

1. Hardware
2. Software
3. Documentation
Processes and Procedures
Technical documentation
Diagrams/Charts
4. IT Staff NOT USERS

Slide 41
 Why Configuration Management?
• Account for ALL IT assets
• Provide accurate information to support other Service
Management processes
• Provide a sound basis for all other Service Management
disciplines
• Verify records against the infrastructure and to correct
exceptions

Slide 42
 5 Activities of Configuration Management
• Planning
- Strategy, policy, scope, objective, roles & responsibilities
- Config Mgt processes, activities and procedures
- CMDB, Relationships with other processes and 3rd parties
- Tools and resource requirements
• Identification
- Selection, identification and labelling of all CIs - Relationships
• Control
- Authorised additions, modifications and removal of CIs
• Status Accounting
- The reporting of all current and historical data of each CI
Ordered, Under Repair, Live, Test …….
• Verification & Auditing
- Reviews and audits to verify physical existence of CIs

Slide 43
 Key Considerations
• Configuration Items (CIs)
Component of an infrastructure that is (or is to be) under the control of
Configuration Management
• Configuration Management Database (CMDB)
A database that contains all relevant details of each CI and details of the
important relationships between CIs
• Base Level
The lowest level at which CIs are uniquely identified
• Baseline – A SNAPSHOT
The configuration of a product or system established at a specific point in
time, capturing both structure and details

Slide 44
 Example Software Structure
Software
System

Application
Application Application
2
1 3

Programme Programme
Programme
A C
B

Module
1
BASE LEVEL
(CI Level)
The lowest level at which CI’s are
Subroutine Subroutine uniquely identified
1 2

Slide 45
 Attributes

• Attributes
- Unique Identifier
- CI Type ID
- Name
- Version Number
- Model / type identification
- Place / location
- Supplier
- CI History
- Status
- Relationships
- VARIANTS

Slide 46
 Relationships

• Relationships
- ..is a parent/child of..
- ..is a version of..
- ..is connected to..
- ..applies to..(e.g. documentation)
- ..is used for.. (CI’s related to service)
- ..is a variant of.. (MS Dictionary English vs. Dutch)

Any others that are meaningful and useful to the organisation can be used

Slide 47
 Benefits
• Provides accurate information on CIs and their documentation to
support all other Service Management disciplines
• Facilitates adherence to legal and contractual obligations
• Improves security by controlling the versions of CIs in use

Setting up Configuration Management

The planning process for setting up could take up to 6 months.
Actual implementation may take much longer, but the benefits
of Configuration Management should outweigh the cost

Slide 48
CFig

Exam Tips

• •The key to configuration management is that it identifies

RELATIONSHIPS between CI’s
• •Configuration Activities
Planning
Identification of Configuration item (CI)
Control
Status Accounting (ordered, delivered,tested, installed, under repair,
retired)
Verification & Audit
• •Configuration Management Database
Hardware
Software
Documentation
IT Staff

Slide 49
 Exam Tips Continued

• Documentation CI’s
Processes and Procedures
Technical Documentation
Organisational Charts / Diagrams
• All CI’s have a number of ATTRIBUTES
CIS’s ALWAYS have Unique ID and CI Type ID attributes
• Base Level lowest level a CI is uniquely identified
• Baseline = Snapshot of CMDB structure and detail
• CI Variant is an additional CI attribute e.g. Keyboard CI may have
French and English variants

Slide 50
 Exam Questions

• What information does Configuration Mgt provide to the IT

management of an organisation?

A Variations from agreed service levels (IM)

B Time spent on investigation and diagnosis by each support
group (IM)
C Number of incidents and problems per category (IM)
D Details and history of the IT infrastructure

Slide 51
 Exam Questions

• A Configuration Management Database (CMDB) can contain

different Configuration Items (CIs). Which of the items below
would NOT normally be regarded as a CI?

A A user name
B A video monitor (SW)
C A bought-in software package (HW)
D A procedure (DOC)

Slide 52
 Exam Questions

• What is the main difference between a CMDB (Configuration

Management Database) and a typical asset register?

A A CMDB is a computerised system – most asset registers are not

B There is no difference
C Only hardware and software is recorded in a CMDB
D A CMDB is a database that shows the relationships between
items

Slide 53
 Exam Questions

• Which of the following can be regarded as CIs?

1 Hardware
2 Documentation
3 Staff (NOT USERS)
4 Software
5 Network components

A 1,4 & 5
B 1,2,4 & 5
C 1&4
D All of them

Slide 54
 Incident Management

Slide 55
 Goal - Primary Objective

• To restore normal service operation as quickly as possible with

minimum disruption to the business, thus ensuring that the best
achievable levels of availability and service are maintained

Slide 56
 Why Incident Management
• Ensure the best use of resource to support the business
• Develop and maintain meaningful records relating to incidents
• Devise and apply a consistent approach to all incidents reported

Incident Definition
An incident is an event which is not part of the standard
operation of a service and which causes, or may cause an
interruption to, or a reduction in the quality of that service

Slide 57
 Incident Lifecycle

Slide 58
 Impact, Urgency & Priority
• IMPACT
- The likely effect the incident will have on the business (e.g.
numbers affected, magnitude)
• URGENCY
- Assessment of the speed with which an incident or problem
requires resolution (i.e. how much delay will the resolution bear)
• PRIORITY
- the relative sequence in which an incident or problem needs to
be resolved, based on impact and urgency

Slide 59
 Use of Support Teams

Slide 60
 Escalation
IT Service
Manager

Hierarchical (authority)
Service Desk 2nd Line 3rd Line
Manager Manager Manager

Service Desk 2nd Line 3rd Line

Support Team Support Team Support Team
Functional (competence)

Slide 61
 Relationships
Relationship between incidents, Problem and Known Errors

Known Structural
Incident Error Resolution
Error in Problem RFC
infrastructure

Handling of Major Incidents

Major incidents occur when there is extreme impact to the
Users. Problem Management should be notified to arrange a
formal meeting. The Service Desk will ensure Incident records
are maintained with all actions and decisions.

Slide 62
 Benefits

• Reduced business impact of Incidents by timely resolution

• Improved monitoring of performance against targets
• Elimination of lost Incidents and Service Requests
• More accurate CMDB information
• Improved User satisfaction
• Less disruption to both IT support staff and Users

Slide 63
 Possible Problems

• Lack of Management commitment

• Lack of agreed Customer service levels
• Lack of knowledge or resources for resolving incidents
• Poorly integrated processes
• Unsuitable software tools
• Users and IT staff bypassing the process

Slide 64
 IM

Exam Tips

• Restoring services is a PRIMARY objective of Incident

Management
• ALL calls should be logged
• Incident - Problem - Known Error - Change

Slide 65
 Exam Questions
• Salesmen are able to use their laptops from hotels to obtain
information on travel routes and travelling times. On several
occasions they have found that when a certain modem had been
installed, communication was unsatisfactory. A temporary solution to
this fault has been identified. Which processes other than Incident
Management are involved in achieving a structural solution?

A Change, Configuration, Release & Problem Management

B Only Configuration, Problem & Release Management
C Only Change & Release Management
D Only Change, Release & Configuration Management
E Only Problem & Release Management

Slide 66
 Exam Questions
• A trend analysis of incident data that over 30% of incidents
regularly recur. Which of the following activities will contribute
most to cutting down the percentage of regularly recurring
incidents?

A A presentation to the board of directors to explain the importance

of Problem Management
B Implementation of the Problem Management process
C The selection of an appropriate tool to log all incident data more
accurately
D The introduction of a single Service Desk number so customers
know who to contact

Slide 67
 Exam Questions

• Which of the following data is least likely to be used in the

incident control process?

A Incident category
B Make/model of faulty item
C Impact code
D Cost of faulty item

Slide 68
 Exam Questions

• If a customer complains that service levels are below those

agreed in the SLA, apparently due to a number of related
hardware incidents, who is responsible for ensuring the cause is
investigated?

A The Incident Manager

B The Capacity Manager
C The Problem Manager
D The Availability Manager

Slide 69
 Problem Management

Slide 70
 Goal – Primary Objective

• To minimise the adverse effect on the business of Incidents and

Problems caused by errors in the infrastructure and to proactively
prevent the occurrence of Incidents, Problems and Errors

Slide 71
 Why Problem Management
• Resolve Problems quickly and effectively
• Ensure resources are prioritised to resolve Problems
• Proactively identify and resolve Problems and Known Errors
thus minimising Incident occurrence / recurrence
• Improve the productivity of support staff

Problems & Known Errors

A Problem is the unknown underlying cause of one or more
Incidents. It will become a Known Error when the root
cause is known and a temporary work around or a
permanent alternative has been identified

Slide 72
 Service Desk – IM – PM (PC) (EC) - CM
RRS
Problem

PROBLEM CONTROL
Incident
One or More Incidents with DB
User Unknown Underlying cause
SD/IM

IM PM

Incident
DB
Root Cause Known and Temp or Perm Fix found

Known Error
DB
PM Business Case
YES to FIX
Known Error
Raise
RFC NO PM
ERROR CONTROL

Change Management STOP

Slide 73
 Activities

• Problem Control
• Error Control
• Major Incident Support
• Management Information
• Major Problem Reviews
• Proactive Problem Prevention

Slide 74
 Proactive Activities
• Trend Analysis
- Post-Change occurrence of particular Problems
- Recurring Problems per type or per component
- Training, documentation issues
• Preventative Action
- Raising RFC to prevent occurrence/recurrence
- Initiate education and training
- Ensure adherence to procedures
- Initiate process improvement
- Provide feedback to testing, training and documentation

Slide 75
 Benefits

• Reduction in volume of Incidents

• Improved IT service quality
• Better first time fix rate at service desk
• Permanent solutions
• Improved organisation learning and awareness

Slide 76
PM

Exam Tips

• Unknown Underlying cause

• Root Cause with workaround
• Error Control
• Problem Control

Slide 77
 Exam Question

• What is the difference between a Problem and a Known Error?

A A Known Error is always the result of an incident, a Problem is not

B There is no real difference between a Problem and a Known Error
C In the case of a Known Error there is a fault in the IT
infrastructure, with a Problem there is not
D In the case of a Known Error the underlying cause of the Problem
is known

Slide 78
 Exam Question
• A company has received messages concerning errors in the daily batch run which
handles the ordering of raw materials for the manufacturing process. This is
probably due to an incorrect change in the software. The change involved extending
the “stock number” field by two positions. This change was also introduced in a
monthly program that has not yet been run. The situation needs to be corrected very
quickly to avoid affecting manufacturing. What is the best possible solution to be
adopted by Problem Management when handling the error?

A The errors are reported and because the underlying cause is known, handled by
Change Management as a Request for Change with the status of ‘urgent change’
B The errors are reported as problems at the Service Desk and because
manufacturing is involved, are directly introduced as Changes
C The errors are reported as Incidents to the Service Desk and after some research
they are identified as Known Errors, which can then be changed
D The errors are reported as Incidents and a Problem is identified. After the cause of
the error has been established and a temporary workaround found, it is labelled as a
Known Error that can be corrected by raising a Request for Change

Slide 79
 Change Management

Slide 80
 Goal – Primary Objective

• To ensure that standardised methods and procedures are used

for efficient and prompt handling of all Changes, in order to
minimise the adverse impact of any Change-related incidents upon
service quality

Slide 81
 Responsibilities

• Raising and recording Changes

• Assessing the impact, cost, benefit, resource requirements and
risk of proposed Changes
• Developing business justification and obtaining approval
• Managing and coordinating Change implementations
• Monitoring and reporting on the implementation
• Reviewing and closing Requests for Change (RFC)

Slide 82
 Why Change Management

• Ensure Standard methods used for all changes

• Facilitate prompt handling of changes
• Keep a balance between the need for change and the potential
detrimental impact of change

Slide 83
 Types of Change
• Basic Change
- Priority: Based on Impact+Urgency
 High, Medium, Low … (Urgent?)
- Category: Based on business impact
 Minor, Significant, Major
• Urgent Change
- A change that needs to be implemented more quickly
• Standard Change
- An accepted solution to an identifiable and relatively common
set of requirements (e.g. set up of User profile, Password reset)

Slide 84
 Change Control Process – Basic (normal)
Implement
Change Manager Change Manager Change Manager
Start change using
Filters requests Allocates initial Decide category appropriate
priority and/or use of Standard
standard model Change model

major significant minor

Change Manager Change Manager Change Manager
Approves / rejects
Circulates RFCs to Circulates RFCs to and schedules
Board members CAB members Changes, reports
action to CAB
Senior management / Senior management /
board level board level Change Builder
Approve / reject Approve / reject Builds Change,
Changes Changes devises back-out &
(Financial / Technical / (Financial / Technical / testing plans
Business) Business)

Change Manager Change Manager Independent tester

Closed
Co-ordinates Change Tests Changes
Change review implementation

Slide
Slide 85
85
 Change Control Process - Urgent
Change Manager Change Manager Change Manager
Start
Filters requests Allocates initial Calls CAB or CAB /
priority EC meeting

Change Manager Independent tester Change Builder CAB or CAB / EC

Co-ordinates Change Builds Change,
Quickly assesses
implementation Urgent testing devises back-out &
impact resources
testing plans
and urgency

Change Manager Change Manager Closed

Ensures records are
brought up to date Review Change

Slide
Slide 86
86
 Change Process

RFC

Registration Acceptance
Stage 1 Priority (Urgent?)

Stage 2 Category Impact Assessment

Authorisation & Schedule

Build
Stage 3
Test

Stage 4 Implement
OK - Y/N? Backout

Review Close
Stage 5
RFC

Slide 87
 Considerations
• Change Advisory Board (CAB)
- RFC are circulated to selected members depending on
Change Category (Minor, Major, Significant)
- Mandatory assessment of RFC
- Optional attendance of CAB meeting
- Meetings held on a regular basis
• CAB / Emergency Committee (CAB/EC)
- Responsibility for impact assessment of urgent changes
• Forward Schedule of Changes (FSC)
• Projected Service Availability (PSA) based on FSC

Slide 88
 Benefits

• Increased visibility and communication of changes to both

business and service support staff
• Reduced adverse impact of change from improved
business, technical impact and risk assessment
• Improved productivity of Users through less disruption and
higher quality of service
• Better assessment of the cost of proposed changes
• Greater ability to absorb a large volume of change

Slide 89
CH

Exam Tips

• Basic and Urgent Change Control Process

• Change is associated with RISK
• CAB Members
► Problem Manager
► Change Manager
► Customer Representatives

Slide 90
 Exam Question
• When can the building, testing and implementation of a change
begin?

A If it is urgent, as soon as the Request for Change has been

classified
B As soon as there is a back-out plan for the change
C As soon as the impact analysis has been discussed by the
members of the Change Advisory Board
D As soon as the Request for Change has been formally
authorised

Slide 91
 Exam Question

• How frequently should CAB/EC meeting be held?

A Daily
B Monthly
C Weekly
D As required

Slide 92
 Exam Question

Consider the following statements:

1 Effective Change Management ensures that urgency and impact
are keys to decisions made on the scheduling of changes
2 Change Management controls all aspects of the change process

• Which of these statements is true?

A 1
B Neither of them
C 2
D Both of them

Slide 93
 Release Management

Slide 94
 Goal – Primary Objective

• To take an holistic (Overall) view of a Change to an IT service

and ensure that all aspects of a release, both technical and non-
technical are considered together

Slide 95
 Why Release Management
• Manage large or critical hardware roll-outs
• Manage major software roll-outs
• Bundling or batching related sets of changes
• Control the release of authorised CIs into the supported
environment

Release Policy
A release policy document should be produced to clarify the
roles and responsibilities for Release Management. There
may be one document per organisation or an umbrella set of
guidelines and specific details for each supported service

Slide 96
 Responsibilities of Release Management

Development Controlled Test Environment Live Environment

Environment

RELEASE MANAGEMENT

Develop
Build / Distribution
Release Release or Fit for Release Roll out Communication
configure & installation
Policy Planning purchase purpose acceptance preparation &
release planning
software testing training

Configuration Management Database (CMDB)

and
Definitive Software Library (DSL)

Slide 97
 Terminology
• Definitive Software Library (DSL)
Definitive Software Library – where ALL authorised versions of software are stored
and protected. A Physical library or storage repository where master copies of software
versions are kept. This one logical store may consist of one or more physical software
libraries or file stores.
• Definitive Hardware Store (DHS)
Definitive Hardware Store – An area set aside for the secure storage of definitive hardware spares.
• Types of Release
- Delta, Full and Package

Definitions
Release: a collection of authorised Changes to an IT Service
Release Unit: the portion of the IT infrastructure that is
normally released together
Roll-out: deliver, install and commission an integrated set of
new or changed CIs across logical or physical parts of an
organisation

Slide 98
 Types of Release
• Delta
Only those CI’s that have actually changed since last release
are included.
• Full
All components of the Release are built, tested, distributed and
implemented together (whether they have changed or not).
• Package
Individual Releases both Full and Delta are grouped together to
form a Package for release.

Slide 99
 Build Management

• Software and Hardware components for release should be

assembled in a controlled, reproducible manner.
• Build Management becomes the responsibility of Release
management from the controlled test environment on wards.
• Back out plans should be devised and tested as part of the
release.
• Change Management allows CMDB to remain accurate.
• Without Configuration data change impacts are not accurately
assessable.
• Without Change and Configuration Management, Releases will
not be controlable.

Slide
 Possible Problems

• Resistance from Staff to new procedures

• Circumvention of procedures
• Unclear ownership and role acceptance
• Lack of understanding of release contents
• Reluctance to back out of a failing release.

Slide
 Benefits

• Improved service quality from greater success rate for releases

and minimal disruption to the business
• Greater ability to cope with high levels of Change
• Assurance that hardware and software in live use is of known
quality, reducing the chance of illegal, wrong or unauthorised
software being in use
• Better expectation setting for Business and Service staff

Slide
RM

Exam Tips

• Release is associated with ROLLOUT

• Urgent Software releases do not require FULL testing

Slide
 Exam Questions

• One of Release Management’s tasks is to set up a DHS. Which

statement most closely describes the DHS?

A A DHS is a number of physical locations where baselines are

stored
B Before setting up a DHS a tool should first be purchased for
releasing the hardware into the environment
C A DHS is an area set aside for the secure storage of definitive
hardware spares
D A DHS is a database in which all definitive hardware
Configuration Items are recorded

Slide
 Exam Question

• The words Delta, Full and Package describe different types of

release. Which one of these following statements is true?

A A Package release contains hardware and software

B Urgent changes are always Delta releases
C A Delta release is only ever part of a Package release
D A Full release releases the ‘normal release unit’ into the live
environment

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 Exam Question

• Students at a college can send in their course work from their

home PC via the telephone Network. They can then check their
results on their PCs. A student needs an existing set of programs
that can be configured for the particular course that the student is
following. Which process is responsible for the correct
configuring and transmission of the programs?

A Release Management
B Change Management
C Configuration Management
D Network Management

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 Service Level Management

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 Goal – Primary Objective

• To maintain and gradually improve business aligned IT service

quality, through a constant cycle of
• Defining
• Agreeing
• Monitoring
• Reporting
• Reviewing IT service achievements and through instigating
actions to eradicate unacceptable levels of service

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 Responsibilities

• Produce and maintain the Service Catalogue

• Negotiate and agree service levels
• Measure and report actual service levels against targets
• Maintain service levels in line with business requirements
• Co-ordinate other ITSM functions and suppliers
• Review all agreements and contracts against changing business
need
• Proactively improve Service Levels

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 Terminology

• Service Catalogue (ARGOS Catalogue)

• Service Level Requirements (SLR) – Amounts Availability,
Response Time ……..
• Service Level Agreement (SLA) – Document Client/Supplier
• Operational Level Agreement (OLA) – Document Internal
• Underpinning Contract (UC) – Document 3rd Party Suppliers
• Service Improvement Programme (SIP) – To Maintain Business
alignment

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 Structure of SLAs
Some organisations adopt a multi-layer structure:
• Corporate Level
- Covering all generic SLM issues appropriate to every Customer
throughout the organisation
• Customer level
- Covering all SLM issues relevant to the particular Customer
group, regardless of the service being used
• Service Level
- Covering all SLM issues relevant to the specific service, in
relation to a specific Customer group

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 Structure of SLM

Customer Customer Customer

Customers

SLA

IT Service

IT Service
Department
IT Systems IT Systems

OLA UC
Supplier &
Maintenance Internal External

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 SLA Contents
Examples
- Introduction - Change
- Service Hours - IT Service Continuity
- Availability % - Security
- Reliability - Charging
- Support - Service Reporting
- Throughput and Reviewing
- Transaction Response - Glossary of terms
Times - Escalation Path
- Batch turnaround times

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 Benefits

• Actual service delivered measured against targets

• Allows Customer to weigh service against charges (Value for
Money)
• Potential cost reduction in long term
• Agreed conflict resolution route
• Less unpredictable demands
• Improved customer relations

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SLM

Exam Tips

• Negotiate and Agree

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 Exam Question
• Which of the following are direct advantages of entering into
Service Level Agreements?
1 The expectations of both the IT customer and the provider
should be aligned
2 Fewer incidents will occur
3 Unambiguous measurements of service provision will be
provided
4 The number of changes that have to be backed out will decrease

A 2&4
B 1&2
C 3&4
D 1&3

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 Financial ManagementAvailability Management
Capacity Management
IT Service Continuity Management

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 Financial Management for IT Services

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 Goal – Primary Objective

• To provide cost-effective stewardship (management) of (ALL) the

IT assets and financial resources used in Services

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 Why Financial Management

• Identify the actual cost of services provided

• Provide accurate and vital financial information to assist in
decision making
• Make Customers aware of what services actually cost TCO
• Assist in the assessment and management of changes
• Help influence customer behaviour
• Positioning for charging

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 Concepts

• Accounting and Budgeting (mandatory)

- Understand costs involved in providing a service
- Prediction of future costs
- monitor actual against predicted costs
- Account for monetary spend over given period
• Charging (optional)
- Recovery of service costs from Customer
- Operate IT Division as a business unit if required

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 IT Financial Cycle
Business IT Cost Analysis
Requirements IT Operational Plan Charges
(inc. Budgets) (Accounting)

Financial Targets

Costing Models

Charging Policies

Feedback of proposed charges to business (effects behaviour)

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 Cost Model

The Cost Model will consist of

COST ELEMENTS

COST TYPE COST CATEGORISATION

• Transfer (Cross Charges)
Capital OR Operational
• Hardware
• External Services Direct OR Indirect

• Software Fixed OR Variable

• People
• Accommodation
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 Key elements in determining the cost of a service
• INDIRECT COSTS – NOT directly attributable but shared.

• ABSORBED OVERHEADS – Total cost of indirect materials and

expenses that are NOT passed onto the customer.

• UNABSORBED OVERHEADS – Total cost of Indirect materials;

wages; expenses that are apportioned and added to the cost of
each service.

• DIRECT COST – Directly attributable.

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 Charging

• Based against Organisational policy on IT

- overhead / break even / profit centre
• Prices should be simple, understandable, fair and realistic
• Charging mechanism to support policy

Cost: Price=cost

Cost plus: Price=cost +/-X%

Going rate: Price is comparable with other internal groups (internal X charge rate)

Market rate: Price matches that charged by external suppliers (open market price)

Fixed Price: Set price is agreed for a set period based on anticipated usage

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 Benefits

• Reduced long term costs

• Increased confidence in managing budgets
• Accurate cost information
• More efficient use of IT
• Ensuring funds are available to provide service
• Enables the recovery of costs
• Influences customer behaviour
• Allows comparison with alternative providers

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Fin

Exam Tips

• ABC of Finance
Accounting (MAN)
Budgeting (MAN)
Charging (OPT)
• You must have a cost model before you can charge
• Charging shows Total Cost of Ownership
• THE SPA – Cost Types
• Overhead or indirect cost total cost of indirect materials wages
and expenses.
• Direct cost can be traced in full to a product or service, cost centre
or department e.g. Wages
• Indirect Cost cannot be traced directly in full to product or service,
cost centre or department because it has been apportioned.

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 Exam Questions

• Without a good Accounting System you cannot:

1 Know the full cost of services provided

2 Judge the efficiency of Problem Management
3 Recover costs related to usage, should you wish

Which of the above is true?

A 1,2 & 3
B 1 & 3 only
C 1 & 2 only
Note! The question is asking you is 2 or 3 correct as 1 appears in
all answers and must be correct.

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 Exam Questions

• Consider the following statements:

1. Customers should always be invoiced for the IT services they use

2. The only reason services are charged for is to make customers
aware of the costs involved in using those services

A Both
B Only 1
C Neither
D Only 2

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 Exam Questions

• Which of the following is NOT the concern of IT Financial

Management?

A Telephone charges
B Invoicing
C Differential Charging (High and Low Tariffs) – Demand
Management Method used in CAPACITY MANAGEMENT
D Reviewing IT service quality

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 Exam Questions

• Which of the following statements on IT Financial Management is

correct?

A An IT Financial Manager identifies the costs incurred by IT and

might propose prices for the services supplied
B In order to set up Budgeting and Accounting, SLA’s and OLA’s
need to have been agreed
C It is only possible to be cost conscious if the customer is charged
for services (hinting at TCO)
D IT Financial Management must agree charges with the customer
before establishing a Cost Model (Cost Model comes before
charging)

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 Availability Management

Slide
 Goal – Primary Objective

• To optimise the capability of the IT infrastructure and supporting

organisations to deliver a cost effective and sustained level of
availability that enables the business to satisfy its objectives

Slide
 Principles

• Availability is at the core of business & end user satisfaction

• When things go wrong, it is still possible to achieve business &

end user satisfaction

• Improving availability begins when it is understood how IT

services integrate with and support the business

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 Why Availability Management

• To ensure services are available when the customer needs them

• Influences
► Business Demand
► Cost required to meet demand
• Complexity of IT Infrastructure
► Levels of Redundancy
► Reliability of the Infrastructure
► Level of Maintenance
• Processes and procedures used by Services
• Human Factors
► Skill sets

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 Responsibilities

• Determine availability requirements in business terms

• Predict and design for expected levels of availability
• Optimise availability through monitoring and reporting
• Produce Availability Plan – Long term for proactive improvement
• Ensure SLAs are met and monitor OLA/UC availability obligations
• Manage Service Outage Analysis (SOA)
• Produce and maintain:
- Component Failure Impact Analysis (CFIA)
- Fault Tree Analysis (FTA)

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 Considerations

• Availability
• Reliability
Managed through OLAs
• Maintainability
• Serviceability Managed through UCs

• Resilience
- Related to Resource Capacity Management
• Security
- Confidentiality, Integrity, Availability (CIA)

Slide
 ITAMM – IT Availability Metrics Model

• Range of metrics and perspectives that should be considered

when establishing Measurement and Reporting
• Measurements need to be meaningful and add value

• Consider WHAT you measure and HOW you report it

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 Expanded Incident ‘lifecycle’

DOWNTIME or MeanTime To Repair (M)TTR

Incident Detection Diagnosis Repair Recovery Restoration Incident

UPTIME or MeanTime
Between Failures
(M)TBF

Time between system incidents (M)TBSI

Time

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 Calculating Availability

AST - DT
% Availability = X 100
AST

Further considerations:
• Components in series or parallel
• Weighting per number of users affected
• Weighting per criticality period

Measuring Availability
Measurements need to be meaningful and add value to the IT and business organisation.
It would be necessary to consider both what is measured and how it is reported

Slide
 Benefits

• Services are designed and managed to meet specified business

availability requirements
• Shortfalls in levels of availability are identified and corrective
actions taken
• Frequency and duration of IT failures is reduced
• Availability levels are measured to fully support Service Level
Management
• BUSINESS VALUE!
► Effective Availability Management will influence customer
satisfaction and determine the perceived Reliability of the
business on the market

Slide
AM

Exam Tips

• Remember the ABILITY

• RELIABILITY
• MAINTAINABILITY
• SERVICEABILITY
But NOT VULNERABIILITY (ITSCM)
• CIA (Confidentiality, Integrity and Availability)

Slide
 Exam Questions

• Availability Management is responsible for ………..

1. Understanding the reliability of components to carry out a required

function under given conditions over a certain period of time
2. The ease with which maintenance (Maintainability) of service
components can be carried out
3. Negotiating availability levels with customers

Which of these is correct?

A Only 2 & 3
B Only 1 & 2
C 1, 2 & 3
D Only 1 & 3
Note ! 1 is definitely correct and 3 is definitely wrong (SLM)
2 is disguised!!!!

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 Exam Questions

• Percentage availability is calculated as:

A DT * 100 C (AST – DT) * 100

------------- ----------------------
AST AST

B AST * 100 D AST

------------- ---------------------
DT (AST – DT) * 100

Note! It just is – Remember it! Treat it as a gift

(100 – 20) * 100
------------ = 80%
100

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 Exam Questions

• In Availability Management terms, what do the letters CIA stand

for?

A Component Impact Analysis (ITSCM)

B Confidentiality, Integrity, Availability
C Configuration Item Availability
D Central Intelligence Agency (A contradiction in terms)

Slide
 Exam Questions

• Managing service availability is now more important than ever

because ……

A The dependence (Reliability – prevention of failure) of customers

on their IT has grown
B System Management tools can now provide much more real time
performance management information
C More IT systems are outsourced
D More service providers now have Service Level Agreements with
their customers

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 Capacity Management

Slide
 Goal – Primary Objective

• To understand:

- The future business requirements (the required service delivery)

- The organisation’s operation (the current delivery)
- The IT infrastructure (the means of service delivery)

• Ensure that all current and future capacity and aspects of the
business requirements are provided cost effectively

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 Why Capacity Management

• Monitor the performance and throughput of IT services

• Tuning activities to make efficient use of resources
• Understand the current demands for IT services and produce
forecasts for future requirements
• Help to influence demands for IT resources
• Production of a Capacity Plan predicting the IT resources needed
to achieve agreed or proposed service levels

Slide
 Success Factors

• Accurate business forecasts

• Understanding of current and future technology
• Ability to demonstrate cost effectiveness
• Interaction with other Service Management processes
• Ability to plan for and implement appropriate IT capacity to match
business requirements and predictions

Slide
 Responsibilities of Capacity Management

• Business Capacity management (BCM)

- Ensuring future business requirements for IT services are
considered and matched to capability
• Service Capacity Management (SCM)
- Managing performance of IT services delivered to customers and
documented in SLAs
• Resource Capacity management (RCM)
- Management of components ensuring that all resources are
monitored & measured

Slide
 Business Capacity Management

Planning Future Business requirements

Requires a knowledge of…..
• Existing Service Levels, SLA’s
• Future service levels ans SLR’s
• Business Plan and Capacity Plan
• Modelling Techniques
Analytical
Simulation
Trending
Baselining
• Application Sizing

Slide
 Service Capacity Management

Monitors and Measures services

Requires a knowledge of …..
• Service Levels and SLA’s
• Service throughput and performance
• Tuning and demand management

Slide
 Resource Capacity Management

Management of Components of IT Infrastructure

Requires a knowledge of …..
• Current technology and utilisation
• Future alternative technologies
• Resilience of systems and services

Slide
 Capacity Management Database (CDB)

• Forms the basis for the production of all Capacity management

reporting
• May consist of many physical data stores covering:
- Business data
- Service data
- Technical data
- Financial data
- Utilisation data
• May form part of the CMDB

Slide
 Iterative Activities – The Cycle

Tune

Implement Analyse

Monitor

Slide
 Iterative Activities – Inputs

Tune

Implement Analyse

Monitor

SLM
Resource
Thresholds
Utilisation
Thresholds
Capacity
Management
DB

Slide
 Iterative Activities – Outputs

Tune

Implement Analyse

Monitor

Resource
Utilisation
SLM Exception
Capacity Exception Reports
Management Reports
DB

Slide
 Other Activities

• Demand Management – Differential Charging and Lock out

• Modelling
- Trend Analysis,
- Analytical Modelling
- Simulation Modelling
- Baseline Modelling
• Application Sizing
• Production of the Capacity Plan

Capacity planning is essentially a balancing act:

• Cost against Capacity
• Supply against Demand

Slide
 Benefits of Capacity Management

• Increased efficiently and cost savings resulting in more economic

provision of IT services
• Elimination of unnecessary spare capacity
• Elimination of panic buying
• Possibility for deferred expenditure
• Reduced risk of performance Problems and failures
• More confident and improved forecasting
• Improved awareness of capacity issues within the development
cycle

Slide
CM

Exam Tips

• Business Capacity Management - future business requirements

• Service Capacity Management – current service delivery
• Resource Capacity Management – underlying resource components

• Demand Management – Differential Charging

► Modelling
► Tuning
► Analytical
► Simulation
► Baseline (what if?)
• Application sizing
• There are capacity threshold that generate alerts!

Slide
 Exam Questions

• Application Sizing is a technique used by Capacity Management.

Why is Application Sizing Important?

A The availability of an IT service can be measured (AM)

B The use of an IT application can be controlled
C The maintenance of technical skills is important to application
developers
D The resources needed (RCM) for an application and its
performance can be predicted (BCM)

Slide
 Exam Questions

• Differential Charging is a technique used in ………..

A FTA (Fault Tree Analysis – ITSCM)

B Status Accounting (Configuration Management)
C Demand Management (Capacity Management – Varying Tariffs)
D CRAMM (ITSCM – Risk Analysis)

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 IT Service Continuity Management

Slide
 Goal – Primary Objective

• To support the overall Business Continuity management

process by ensuring that the required IT technical services
and facilities can be recovered within required and agreed
business time-scales

Slide
 Why Continuity Management

• Ensuring business survival by reducing the impact of a

disaster or major failure
• Reducing the vulnerability and risk to the business by
effective risk analysis and risk management
• Preventing the loss of Customer and User confidence
• Producing IT recovery plans that are integrated with and fully
support the organisation’s overall Business Continuity Plan

Slide
 Considerations

• IT Service Continuity options need to be understood and the

most appropriate solution chosen in support of BCM
requirements
• Roles and responsibilities need to be identified and
supported from a senior level
• IT recovery plans and Business Continuity plans need to be
aligned regularly reviewed, revised and tested

Slide
 The Business Continuity Life-cycle Overview

• Stage 1 – Initiation
► Initiate Business Continuity Manager
• Stage 2 – Requirements and Strategy
• Stage 3 - Implementation
• Stage 4 - Operational Management

Slide
 Stage 2 – Requirements and Strategy

Business Impact Analysis

Identification of Critical Business Processes and Speed of Recovery

Risk Assessment and Methodology

Threats to Assets
CRAMM – CCTA’s Risk Analysis Management Methodology
(Central Computer and Telecommunications Agency)

Business Continuity Strategy

Based on Top Risks

Slide
 Risk Analysis (CRAMM)

ANALYSIS

Assets Threats Vulnerabilities

Risks

MANAGEMENT

Countermeasures

Slide
 Risk Analysis

• Asset Categorise and RANK 1-10

► Hardware
► Software
► People
► Buildings etc.

• Threat List and RANK 1-3

• Vulnerability against Assets Matrix RANK 1-3

Risk = Asset * Threats * Vulnerability

Slide
 IT Recovery Options

• Do nothing
• Manual back-up – revert to pen and paper
• Reciprocal arrangements with another company
• Gradual recovery - Cold Standby
• Intermediate recovery - Warm Standby
• Immediate recovery - Hot Standby

Slide
 Gradual Recovery – COLD standby

• Time to recovery > 72hrs

• Empty Computer space
► Remote
► Portable
• Nothing in the rooms
• Requires contracts / procedures in place to set up

Slide
 Intermediate Recovery – WARM standby

• Time to recovery 24hrs to 72hrs

• Filled Computer space
► Remote
► Portable
• Networked Computers but with NO Data

Slide
 Immediate Recovery – HOT standby

• Time to recovery “within the working day” 0hrs to 8hrs

• Filled Computer Space
► Remote
► Portable
• Networked Computers with Data (but not necessarily up to
date)

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 Benefits of Continuity Management

• Management of risk and the consequent reduction of the

impact of failure
• Fulfilment of regulatory requirements
• Potentially lower insurance premiums
• A more business focussed approach to IT continuity and
recovery
• Reduced business disruption during an incident
• Increased customer confidence and organisational credibility

Slide
ISCM

Exam Tips

• Know the Disaster Recovery options

Slide
 Exam Questions

• In relation to IT Service Continuity Planning, the severity of

a disaster depends upon:

A The time of day it occurs

B How many people are available to assist in recovery
C The type of disaster, whether flood, fire etc
D The impact (EFFECT) upon customers’ businesses

Slide
 Exam Questions

• Consider the following statements about IT Service Continuity

Planning:

1 The intermediate recovery external option offers a remote

installation, fully equipped with all the required hardware,
software, communications and environmental control equipment
2 The intermediate recovery external option is often shared
between multiple customers and in the event of a disaster may
not be available due to over-subscription

A Both
B Neither
C Only 1
D Only 2

Slide
 Exam Questions

• Your organisation has just entered into a Gradual Recovery

(Cold Standby) IT service Continuity Agreement. Within the ITIL
definition, which of the following lists is INCORRECT for what you
could find at the contingency site?

A A building, electricity, telecommunications equipment, office space

for technical staff
B Stand-by generator, telecommunications equipment, system
manuals, support staff, water
C A building, telecommunications equipment, a computer, support
staff, documentation
D A building, electricity, water, support staff, system manuals

Slide
 Exam Questions

• Which of the following would you NOT expect to see in an IT

Service Continuity Plan?

A Contact lists
B The version number
C Reference to change control procedures
D Full Service Level Agreements (SLM)

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