C846 ITIL Foundations PDF

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Summary Notes of online chapters for the C846 ITIL Foundations course for WGU....

Description

CH 1 The strength of the ITIL framework, and a key to its success is that it describes practices that enable organizations to deliver benefits, return on investment, and value on investment through a sustained approach. The following are some of the factors that motivate organizations to adopt the framework: (FURTHER DEFINE EACH) ● Creation of value for customers through the services provided ●

The emphasis on integration with the business, ensuring that the business strategy and customer requirements are reflected in the service management strategy

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The ability to measure, monitor, and optimize IT services and the performance of service providers

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Management of the investment for IT services and budgetary controls

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Risk management in alignment with the business

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Knowledge management across the service management enterprise

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The delivery of services effectively and efficiently, through the management of the resources and capabilities required

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The adoption of a standard approach to service management across the organization

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A change of culture as part of the approach to service management, developing and maturing the processes to deliver effective IT services

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Improvement in the interaction and relationship between the service provider and their customers

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The ability to coordinate the delivery of goods and services and to be able to optimize and reduce costs

Service Mgmt Best Practices - Proprietary Knowledge/Internal Experience * Standards/Ind Practices * Training/education/academia Services - are a means of delivering value to customers, by facilitating the outcomes customers want to achieve, without the ownership of specific costs and risks. 3 Service Types: ● Core - deliver Basic outcome by customer (ex email service) ● Enabling - need to deliver core services. (customer no see) ● Enhancing - additional, attractive, added features, etc outcome - The result of carrying out an activity, following a process, or delivering an IT service, etc. The term is used to refer to intended results, as well as to actual results. 2 Customer Types ● Internal - different department or area of business usually separate budgeting and management chain. ● Exteneral - not employed by organization, under contract

Stakeholders ● Customers - customers have financial authority over the agreements associated with the service. (intermal or external facing) ● Users - use the service day-today basis ● Suppliers - 3rd parties, responsible for supply of goods need by IT Services. (soft vendor, network prov, etc) Service Management -A set of specialized organizational capabilities for providing value to customers in the form of services. ● The managing of resources and capabilities to deliver highquality service. ○ Service Support * Service Delivery Service Provider - An organization supplying services to one or more internal customers. IT SERVICE: the combination of processes (strategic, design, transition, operations, and improvement), the underlying infrastructure and applications the service is dependent on, and the roles required to support the service through the lifecycle. IT service management (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. IT service provider: A service provider that provides IT services to internal or external customers. ● Service required - Affordable cost - acceptable level of quality SLA - describes service, targets for performance, resposibility of customer and ITSP. ITSP Types ● I - Internal SP - in business, per department, etc ● II - Shared Service Unit - provides for multiple business units (Large central IT dept) ● III - External SP - IT service to ext customer. Process - structured activities to meet objective • defined inputs >> defined outputs https://s3.amazonaws.com/jigyaasa_content_static/itil/img3.png Process Model Trigger > Input > Activity > Output > Feeback

Process Characteristics ● Measurability • Specific Results • Customers/Stakeholders • Responds to a Trigger Management Reports - Includes Metrics about actual service levels and trends Functions - team/group & other resources/tools used to carry out process. (need to assign personnel>>roles) ITIL Defined ‘Roles’:

Group: people who perform similar activities

Team: formal structure, work together common objective

Departments: formal organizational structure • hierarchal

Division: Departments grouped together

ITIL basic IT Functions:

*Deliver Service Provision Model.how it will be funded, presented, to whom it will be delivered and purpose it will serve.

*Coordinate/document use of service assets for services. How to use and optimizing them *define processes and services that will deliver strategic plan for ITSM and investment needed

*Understanding demand & Service Provider/Customer relationship

Service Desk: single point contact into service provider

Technical Management: Expertise/management Tech infrastructure

Application Management: Expertise of applications

IT Operations Management: day-to-day management of infrastructure & applications, ops control and facilities management

Service Automation: Through tech, applications, etc ● Benefits: Capacity Management: demand variations, 24/7

Measurement - id improvement and human needed areas

Optimizations - efficient data processing/routing algorithms

Knowledge Capture helps share human and proprietary knowledge

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Define strategy that give service provider guidance about delivering services to meet customer needs ● Defining strategy for managing those services Service Strategy Value > Link SP activities to Business-critical outcomes (show value) > Understand services (levels) that support customer most, then organize in that order. Make repeatable, consistent for stakeholders > respond to business change, improve organization over time > service portfolio creating, maintaining for positive returns. > Support transparent comm SP to customer > strategy how to organize so services are efficient and effective.

Service Automation Benefit Areas: Design and Modeling * Service Catalog * Pattern Recognition * Classification, Prioritizing, Routing * Detection and Monitoring * Routine Service Requests. 5 ITIL Publications (SERVICE LIFECYCLE): ● Service Strategy - core. Sets approach for service mang activities. Defining policies and objectives ● Service Design - guidance on design/development of service (customer requirements)` ● Service Transition - guidance on new/changed services in live environment. ● Service Operation - covers mgmt of day2day delivery of services, optimizing effectiveness/efficiency ● Continual Service Improvement - guides value creation, continual alignment to changing needs

CH 2 - SERVICE STRATEGY Service Strategy - CORE stage, define approach across lifecycle ● Understand needs of service provider: business perspective * position * plans * activity patterns

Value Characteristics Value Is Defined by Customers Affordable Mix of Features Achievement of Objectives Value Changes Over Time and Circumstance Value Identifiers (for customer) Services IT Provided What the Service Achieved (For customer) What the Service Cost (Price of the Service)

Service Strategy Objectives * What strategy is

* identify services and customers who use them

* define value creation and delivery

*identify opportunity to provide services

Value Creation (2 Elements) Utility - what service des, the functionality to meet business outcome Fit for purpose * what service does * task -> outcome Warranty - provides assurance product/service meets agreed reqs SLA * capacity/reliable * “how service is delivered” Assets * Customer Assets * Service Assets

2 Types of Assets Resources - direct inputs for production of services Money, ppl, items, infrastructure, assets of organization Capabilities - ability to do Coordinate, control, deploy resources, knowledge, info, etc

service provider. includes the contractual and financial commitments across internal, external, or third-party providers; new service development activity; and improvement initiatives. All services should be included, whether they are visible, customer-facing services or the enhancing, enabling services that support them.

Governance - ensures policies are followed. IT & business meet. Operate together common direction, and rules for both, achieve goals

Purpose of Financial Management Design, develop, deliver services that meet organizational requirements. Secure funding. Gatekeep IT services costs. Balance cost/quality and supply/demand to customers. Objectives → Maintain financial framework, to provide and manage cost of service delivery → Understand/evaluate organizational changes on the SP → Secure funding for SP based on business input/needs → Work with service asset/configuration Mgmt process to ensure service and customer assets are maintained and costs recorded → Basic accounting for expenses/income. Ensure balance based on organizational requirements → report/manage expenditure for service provision on behalf of stakeholders → mgmt/execution of policies related to financial controls. → Ensure financial controls and accounting practices are applied to creation/deliver/support of services → Understand future requirements and financial forecast for service commitments. → Define framework to recover cost of service provision from customer Financial management consists of three main processes: Budgeting - Accounting - Charging

IT Strategy for Risk (basically same is Project +) Identifying Risks Analysis of Risks Managing of Risks PBA (Pattern of Business Activity) Classification - ID type of PBA and origin. Type and impact of Outcomes that are supported. Attributes - frequency, volume, locations, duration Requirements - performance, security, availability, privacy, warranties Service Assets Requirements - whats needed to support a PBA, for resources and capabilities.

CH 3 - Service Strategy Process Service Portfolio Management - 3 Areas of Importance! Purpose of SPM - have appropriate mix of services delivered by SP to meet customer reqs. Portfolio tracks investments and interactions Objectives of SPM >Provide process to manage service provision. Investigate and decide on services based on analysis and risk level. >Maintained managed Portfolio of services: service, business need and supported outcome > Information source for organization for IT understanding IT services and tracking how IT responds to changes internal/external > Track spending on IT services through lifecycle > gives info to make viability and retire decisions on services Scope of SPM - covers all services (current/planned/retired) delivered by SP. SPM uses scope to track investment and expenditure to decide on and justify services, new services, and replacing services.

The service portfolio is the complete set of services managed by a

Business Case - a tool for decision planning and support, allowing you to predict the likely consequences of a business decision. This outcome may be either quantitative or qualitative. Basic Business Case Structure: 1 Introduction 2 Methods/Assumptions 3 Business Impact 4 Risk/Contingencies 5 Recommendations Two Main Considerations: Business Objectives/Business Impact Business Relationship Management The process of business relationship management provides a connection between organizational executives and the strategic management of the service provider.

Purpose of BRM Process ● Establish relationship (SP/customer), maintained by customer and business needs. ● Identify customer Needs follow changing business needs and communicate with customer. Objectives of BRM Process ● SP should understand customer perspective of services ● Maintain high customer satisfaction ● Establish customer relationship - business drivers ● Communicate - customer aware of changes- both ways ● ID tech changes/trends may impact service provided ● Ensure SP can articulate business need for changes ● Establish formal procedure for complaints. Scope of BRM Processes Can vary based on internal or external customer and the internal or external service provider. Big businesses, it will be a group handling customers but in a small business the BRM might be an additional responsibility added to other management roles. BRM Key Areas of Responsibility Business outcomes, customer wants How customer uses services and which are offered How u manage them: responsibility for provisions Service levels delivered, quality achieved Keep Track of tech trends. And impact on services Measure level of customer satisfaction. Optimize service you provide now and in future Manage the way the SP is represented by customer. Business relationship management does not ignore the services, but it should be focused on the high-level perspective of whether the service is meeting the business needs rather than on specific targets for delivery. Equally, the other service management processes do not ignore this aspect of customer satisfaction, but they should be focused on the quality of the services and how customer expectations can be met

Recall the purpose of the service portfolio management process. The process ensures you have an appropriate mix of services being delivered and developed for your customers. Identify the various components of the service portfolio. The service portfolio comprises the service pipeline, which shows services prior to live operation; the service catalog, which shows the customerfacing view of the live operational services; Identify the three main areas of the financial management process. The three main areas are budgeting, which is planning for expenditure; IT accounting, which is where you can account for the expenditure on IT services; and charging, which is where the customer is charged for the IT services if this is appropriate. Financial management is crucial for calculating the value for services. Understand the purpose of a business case. A business case is a tool for decision making. Much of the information required will be part of the service portfolio and part of the financial management reports and outputs. Understand the purpose of business relationship management. This is the process that connects the customer and the service provider at a strategic level. Be able to differentiate between business relationship management and the other service management processes, especially service level management. Remember, business relationship management is concerned with a strategic relationship with the customer, whereas other processes are more tactically based.

CH 4 UNDERSTANDING SERVICE

DESIGN SERVICE DESIGN Purpose - deliver new service or change to old service. Tech, processes, policies to deliver intended value. Design based on performance, support/budget/warranty needed to meet/exceed customer requirements. Objectives - deliver service needing as little future improvement and re-work as possible. Learn from past cases. Aligned to business obj. Scope - encompasses current & future reqs. Must account for business need, all customer requirements. Constraints adhered to. Processes - (considered during design stage) Design coordination Service catalog management Service level management Availability management Capacity management IT service continuity management Information security management Supplier management

○ Training Needs Analysis Communication plan to distribute new service info Recruiting requires jobs descriptions, job grades, required skills. Allocated time correctly Processes - New services may require new processes *authorizations/procurement/etc ➢ Cannot ignore new processes needed for service design ○ Saving time for “Speed to Market” - False economy ➢ failure to design sufficient resilience may mean that poor availability impacts the business. ➢ Document processes, check against old/other processes Products - Includes services from this stage and other products used to assist in design. (IE online shopping site, needs CC input app) Partners - This specialist suppliers ➢ 3rd part, manufacturers, vendors ➢ Provide part of service, selecting proper partner critical ➢ Ext suppliers -> Supplier Management Process ○ Necessary contracts, monitor delivery by them SERVICE COMPOSITION CHART ➢ ➢

Service Design Value * Lower total cost of ownership across service lifetime Design, processes, tech, considered, means less warranty issue and rework. Consider constraints in design. *Warranty issues considered means reliable service Happy customer, meets SLA, capacity, continuity, etc * considers design to live transition in SDP (Service Design Package) SDP SERVICE DESIGN PACKAGE Contents: ➢ 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. ➢ 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). 4 KEY ELEMENTS OF SERVICE DESIGN [People * Processes * Products * Partners] People - A resource and capability. ➢ Service designer consider how many people and the skill sets required for new service ➢ Training of new service and method of training

Services Are Composed of the Following: ➮ Business Processes need to be understood ➮ Designer ensures service fulfills all utility requirements. ➮ Service Level agreements must be understood * agreements with team and suppliers in place ➮ Designer must specify technical components of the service. ○ Use configuration management system ➮ Applications that provide functional requirements of business process and data will form part of overall design specs. ➮ Understand services that support new/changed service. ○ Define dependencies using CMS and SLM ➮ Service management processes that support the new/changed service must be communicated and documented. 5 KEY ASPECTS OF SERVICE DESIGN (STAMP) Service solutions Tools and systems for management information Architectures Measurement systems Processes A service consists of constituent parts, all of which must be considered as part of the design.

Utility Warranty Resources Capabilities

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CH 5 Service Level Management: Aligning IT w/Business Reqs

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➔ (SLM) SERVICE LEVEL MANAGEMENT - PURPOSE: to ensure that all current and planned IT services are delivered to agreed achievable targets. service level management is concerned primarily with the warranty aspects of the service. The response time, capacity, availability, and so on, of the new service will be the subject of the SLA, and it is essential that the service is therefore designed to meet both utility and warranty requirements. ●

Avoid terms like “As soon as possible” “reasonable endeavors”. ○ Service targets must be specific and measurable ● ensuring that both the customer and IT have "clear and unambiguous expectations" regarding the level of service. ● Monitor and increase customer satisfaction when possible. ○ Surveys, focus groups, interviews, etc. ● Always try to improve the level of service, even...