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Terms in this set (188)
Stages of Lifecycle
Strategy, Design, Transition, Operation, CSI
Continual Service Improvement
6 Levels: Know and Comprehend, Apply and Analyze, Evaluate and Create
Value of Service Management
Quality, Consistency, Cost, Risk
Can you be compliant with ITIL?
No, it is a set of best practices and not a standard.
Embedded, Customized, Undocumented, Difficult to Adopt, Licensed
Deliver value to facilitate an outcome without cost and risk.
Problem Management Interfaces
Financial Management, Capacity Management, Availability Management, IT Service Continuity Management, Service Level Management, Change Management, SACM, Release and Deployment Management
Specialized organizational capabilities for providing value to customers in the form of services.
IT Service Management
Quality services that meet the needs of the business through an appropriate mix of people, process, and IT.
Challenges of SM Capabilities
Intangible nature of output, demand tightly coupled with customer assets, high level of contact for producers and customers, perishable nature of service output and capacity.
What manages IT assets?
3 Service Types
Core Service, Enabling Service, Enhancing Service
3 Types of Service Providers
Type I - Internal: embedded within business unit
Type II - Shared: services multiple business units
Type III - External
Customers (buyers), Users (consumers), Suppliers
Types of Assets
Resources and Capabilities
Similarities and differences between Asset types.
Resources can be acquired. People fall into both types.
Area that ties IT and business together to ensure policies and processes are followed, responsible for defining roles and measuring and reporting.
Stage in the ITIL lifecycle that produces a a list of IT services aligned to business requirements.
Stage in the ITIL lifecycle that creates a recipe for a service.
Stage in the ITIL lifecycle that executes the service by implementing and testing.
Stage in the ITIL lifecycle that manages day to day.
Service Asset and Configuration Management (SACM) Purpose
Process within the Service Transition stage that ensures assets required to deliver services are properly controlled, and that configuration and dependencies are documented.
Benefits of ITIL
What is a process?
A structured set of activities that takes one or more inputs designed to accomplish a specific objective and output.
What are the characteristics of a process?
Responsiveness to Trigger
Service Portfolio Management (Process)
Part of Service Strategy. A resource that reports services, past, present, and future and their status.
Characteristics of Roles
Defined in process or function, one person can have multiple roles, roles are not titles
Difference between Service Owner and Process Owner
Service owner ensures ongoing delivery and support, works with BRM, identified improvements, negotiates SLA, OLA.
Process owner defines process strategy, ensures documentation is available, audits.
A group of people and their tools to carry out a process.
Service Desk, App Management, Tech Management, IT Ops
Service Life Cycles
Build, Operate, Decomission
Service Strategy Objectives
Understand, identify, define how value is created and delivered, ident opportunities, clear provision model, understand organizational capability.
Utility + Warranty
Fit for purpose by removing constrains and supporting performance.
Fit for use by having availability, capacity, continuity, and security.
Value of Service Strategy
Quicker response to changes in environment, understanding of level of service to please customer, create portfolio of services for ROI, facilitates customer communication.
Where are questions of utility and warranty addressed?
Strategy addresses utility, Design addresses Warranty
Service Portfolio Management Objectives
Determine services to provide and acceptable risk. Evaluate how services achieve strategy and change to respond. Track investment through lifecycle.
Process, part of Service Strategy, by which appropriate level of funding to design, develop, and deliver the strategy of the organization. Acts as a gatekeeper, acts as a balance between cost and quality.
Financial Management Objectives
Define and maintain cost framework, evaluate financial impact, secure funding, facilitate good stewardship, understand relationships, manage expenditure, recover costs.
Business Relationship Management
Process, part of Service Strategy, by which a relationship is established between the customer and business based on understanding needs that responds to changes.
Business Relationship Management Objectives
Understand outcomes customer wishes to achieve.
Process, part of Service Strategy, by which an understanding of customer demand and provision of capacity to meet it is identified.
Demand Management Objectives
Minimize uncertainty of demand, provide reliable planning data for capacity, avoid unused excess capacity and insufficient capacity.
Patterns of Business Activity
Customer assets all periderm business activities which tend to be in patterns can be evaluated.
A profile of a role and associated with one or more Patterns of Business Activity.
Service Strategy Processes
Strategy, BRM, Demand, Service Portfolio, Financial
Service Design Processes
Design Coordination, SLA, Capacity, Availability, IT Service Continuity, InfoSec, Supplier, Service Catalog
Service Design Objectives
Design any service or process, including Service Strategy, to satisfy objectives, minimize costs, design secure and resilient infrastructure, design measurement methods and objectives, produce plans and documentation.
Value of Service Design
Reduce TOC, improved quality and consistency of service, easier implementation of new or changed services, more effective service performance, improved governance.
4 P's of Service Design
Process, Product, Partners, Peoplr
5 Aspects of Service Design
Service solutions, management info systems and tools, architectures, measurement methods, required processes. If an aspect is changed, we have to check for changes to other aspects.
Service Design Package
Set of documents defining all aspects of a service and its requirements through each stage of the lifecycle.
Design Coordination Management
A process of the Service Design stage that ensures the goals are met by providing and maintaining a single point of coordination and control for all activities within this stage.
Service Catalog Management
Single point of consistent information on all operational services and those being prepared to run operationally.
Design Coordination Objectives
Ensure consistent design of services, tools, architectures, metrics, and processes. Coordinate all design activities across projects and mitigate conflicts. Plan and coordinate resources. Produce SDP.
Service Catalog Management Objectives
Agree and document service definitions, interface with Service Management Portfolio, interface with IT Service Continuity Management, teams, suppliers, and Configuration Management, BRM, SLM
Service Level Management
Process within Service Design phase that ensures all current and planned services are delivered to agreed upon achievable targets. Achieved through cycle of negotiating, monitoring, reviewing targets and achievements.
Service Level Management Objectives
Define, document, agree, monitor, measure, report, review level of services. Provide and improve relationships. Ensure the targets are developed for all services. Monitor and improve customer satisfaction. Ensure that customers have unambiguous expectations. Ensure improvement.
Types of SLAs
Service-based, Customer-based, Multi-Level
Service Level Management Activities
Define, negotiate, agree, monitor, measure, report, review.
Which process identifies patterns of business activity?
Ensuring high levels of satisfaction is an objective of which process?
Business Relationship Management
Financial management is part of which stage?
Sources of Best Practice
Standards, Industry Practices, Academic Research, Training and Education, Internal Experience
Ensures current and future capacity and performance demands of the customer are delivered against justified costs, and IT capacity in all areas always exists matched to current and future business needs.
Capacity Management Objectives
Produce a capacity plan, provide guidance on performance issues, assist with resolution of capacity or performance issues, assess impact of changes, ensure improvements.
Capacity Management Scope
Performance and capacity issues, space and environmental capability, monitoring and tuning, understanding and influencing demand, planning, identifying trends.
Service Level Scope
Cooperation with BRM, negotiation and agreement of SLR and SLA, develop OLA to align with SLA, review, renew, revise agreements.
Design Coordination Scope
Assist supporting each project or other change through all Service Design activities, maintain policies, standards, and budgets for Service Design activities, review, measure, improve Service Design performance, ensure the production of SDP.
Which process is the BEST choice for diagnosing performance issues?
Ensure level of availability delivered in all services meets the agreed needs of the business.
Availability Management Objectives
Produce and maintain availability plan m, provide guidance on availability issues, ensure meeting targets.
Availability Management Scope
Monitor, maintain measurement techniques, participate in risk assessment, produce a plan, influence design.
Availability Management Concepts
Availability, Reliability, Maintainability, Serviceability
What is MTBSI, MTBF, MTRS?
Meantime between service incidents, failures, restore service
How is availability calculated?
((Agreed service time - downtime)/ast)*100
IT Service Continuity Management
Process within Service Design that ensures provider can always provide minimum agreed upon business continuity related service levels.
IT Service Continuity Management Objectives
Develop continuity plans, complete regular BIA exercises, conduct risk management exercises.
IT Service Continuity Management Scope
Align with BCM, focus on disaster events, support service requirements, set critical requirements for survival.
Business Impact Analysis
Quantifies the impact of loss of service, categorizes hard or financial impact, or soft or other impact.
Information Security Management
Ensure the confidentiality, integrity, availability of an organization's assets match needs of business.
Information Security Management Scope
Produce, maintain, and enforce a security policy, understand security environment, manage supplier contracts regarding security, manage breaches.
Process within Service Design that negotiates value for money from third-party entities.
Supplier Management Objectives
Obtain value for money via contracts, ensure contracts aligned with business with help of SLM, manage relationships with suppliers and supplier performance.
Supplier Management Scope
Management of all contracts, provide insight in impact of contracts on services, understand how groups of contracts contribute to value creation, supplier improvement plans.
Operational, tactical, strategic.
Service Transition Processes
Transition Planning and Support, Change, Service Validation and Testing, Release and Deployment, Change Evaluation, Service Asset and Configuration Management, Knowledge
Service Transition Purpose
Deploy new or changed services.
Service Transition Objectives
Plan and manage changes, manage risk related to new or retired services, deploy the service, manage performance expectations, ensure changes produce business value, provide quality knowledge and information for use across the organization.
Service Transition Scope
Provides guidance for develop and improvement of capabilities for transitioning new or changed services, ensures requirements successfully realized while controlling for risk of failure, includes release planning, testing, evaluation, and deployment.
Service Transition Value
Improve control of assets, higher volumes of successful change, reduce delays from unexpected dependencies, improve management of stakeholder expectations, increase confidence in delivery, ensure services will be maintainable and cost-effective.
Transition Planning and Support Purpose
Process within Service Transition that provides overall planning for service transitions and coordinate required resources.
Transition Planning and Support Objectives
Coordinate activities across projects, suppliers, and teams, manage costs, quality, and time estimates, establish new or modified told, processes, and measurement tools, ensure reusable processes and supporting systems, identify, manage, and control risk, monitor and improve performance of the stage.
Transition Planning and Support Scope
Maintain policies, standards, models for ST activities and processes, coordinate efforts to enable multiple concurrent transitions, prioritize conflict requirements for ST resources, planning budget and resources needed for figure ST requirements, review and improve performance, coordinate with project management.
Change Management Purpose
Control the lifecycle of all changes, enabling minimal disruption. Change is the addition, modification, or removal of anything.
Change Management Objectives
Respond to requests for change, ensure changes are recorded, evaluated, prioritized, ensure all changes to CIs are recorded in the CMDB, optimize overall risk, respond to customer's changing requirements while maximizing value and reducing incidents.
Change Management Scope
Service solutions for new or changed services, management information systems and tools (eg, the service portfolio), technology architectures required to provide the services, processes needed to design, transition, operate, and improve services, measurement systems, methods, and metrics.
Change Management Value
Protect the business during change, implement change to meet service requirements and optimizing costs, reducing failed changes, access risk associated with transition of services, improving productivity of staff by minimizing disruption.
Change Management Concepts
Create culture of zero tolerance of unauthorized change, align change management process with business, ensure changes that create value, integrate with other service management processes to establish traceability.
Types of Change
Emergency - must be implemented ASAP, high risk; Standard - preauthorized, low risk, common; Normal - unique, risk must be evaluated, follow change management process steps.
Deals with a category of change, includes steps to take, order, responsibilities, timescales and thresholds, escalation procedures.
Actions taken to recover after a failed change or release. A requirement of any change before authorization. Change implementation needs to include milestones and triggers for remediation.
Request for Change
Formal proposal for a change, including details for the change and must be recorded.
A document that includes a high level description of a service introduction or significant change, along with business case. Normally created by service portfolio management process and passed to change management for authorization.
Normal Change Lifecycle
Create and record change, review, assess and evaluate, authorize build and test, coordinate build and test, authorize deployment, coordinate deployment, review and close record.
Change Advisory Board
Support authorization of changed and assist change management, prioritization, and scheduling.
Change Advisory Board Attendees
Composed of any stakeholder, can vary by meeting, should reflect user and customer views, likely to include Problem Manager, Service Level Manager, and Customer Relations staff.
Change Advisory Board Agenda
Change proposals from Service Portfolio Management, RFCs, outstanding changes, accomplishments.
Release and Deployment Management Purpose
Plan, schedule, and control the build, test, and deployment of releases and delivery of new functionality while protecting existing service integrity. Establish policies to balance cost, stability, and agility.
Release and Deployment Management Objectives
Define policies, create and test release packages, ensure integrity of a release package, ensure all release packages can be tracked, installed, tested, verified, and backed out of. Enable knowledge transfer to service operations for delivery and support.
Release and Deployment Management Scope
Includes process, systems, and functions required to package, build, test and deploy a release into the live environment, establish the derive in specified in the SDP and formally hand the service over the Service Operation.
Phases of Release and Deployment Management
Release and deployment planning, release build and test, deployment, close. Passes through Change Management at each step through the process.
Service Asset and Configuration Management Objectives
Identify, control, record, report, audit, verify services and other CIs. Maintain accurate CI. Establish and maintain accurate and complete CMS. Support efficient and effective service management processes by providing accurate CI. Work with Change Management to ensure only authorized components used.
Definitive Media Library
All encompassing software library, associated configuration items, and licensing information.
Service Asset and Configuration Management Scope
Ensures CIs are identified, baselined, maintained so that changes are controlled. Includes management and planning, configuration identification, configuration control, status accounting and reporting, verification and audit.
Any resource or capability that contributes to the delivery of a service.
A service asset that needs to be managed in order to deliver an IT service.
Configuration Management Database
One or more databases used to store configuration records throughout their lifecycle.
Configuration Management System
A set of tools, data, and information used to support SACM.
Service Knowledge Management System
A set of tools and databases used to manage knowledge, information, and data.
Knowledge Management Purpose
Share perspectives and ideas to ensure that these are available in the right place at the right time to enable informed decisions.
Knowledge Management Objectives
Increase satisfaction and reduce need to rediscover knowledge, provide controlled access to knowledge, information, and data. Improve quality of decision making by ensuring availability of reliable and secure knowledge, information, and data.
Knowledge Management Scope
Full lifecycle support, oversight of SKMS, relevant to Service Transition to make sure operations has full knowledge.
Data, information (who, what, when, where), knowledge (how), wisdom (why). Arranged on axis of context and understanding.
Service Operations Processes
Event, Incident, Request Fulfillment, Access, Problem, plus 4 functions
Service Operation Purpose
Coordinate and carry out activities and processes required to deliver and manage services at agreed levels to users and customers.
Service Operation Objectives
Maintain business satisfaction and confidence in IT, ensure effective and efficient delivery and support of agreed IT services, minimize impact of service outages, ensure access to service is provided to those authorized to receive it.
Service Operation Value
Reduce unplanned labor and costs, reduce duration and frequency of outages, provide operational results and data used to define improvement opportunities, meet goals and objectives of security policy, provide quick access to standard services, provide basis for automated operations.
Event Management Purpose
Detect events, make sense of events, determine appropriate action.
Event Management Objectives
Detect significant change of state, determine appropriate control actions, provide entry point for other processes, provide means to compare performance, provide basis for service assurance, reporting, and improvement.
Event Management Scope
Can be applied to any aspect that needs to be controlled and can be automated such as CIs, environmental conditions, software license monitoring, security.
Incident Management Purpose
Restore normal operation as quickly as possible.
Incident Management Objectives
Increase visibility and communication of incidents, enhance business perception of IT, align incident management and priorities with business, maintain user satisfaction, ensure standard methods used to manage incidents.
Incident Management Scope
Triggers for incident management include any event that disrupts or could disrupt service, those communicated by a user, or reported by technical staff.
Any detectable occurrence in the IT infrastructure.
An administratively defined threshold.
Failure of an IT service or a reduction in the quality of an IT service.
The underlying or root cause of one or more incidents.
Temporary way of overcoming incidents or problems.
Known Error Database
Contains all known error records.
A problem with a root cause and a workaround.
Incident Management Method
Categorize the incident, prioritize, initial diagnosis, escalation, investigation and diagnosis.
Sub processes of Capacity Management
Business Capacity Management, Service Capacity Management, Component Capacity Management
Service Desk Function Roles and Objectives
Single point of contact between customer and IT, log incidents, provide first line investigation, escalate, closes resolved incidents, updates the CMS under control of SACM.
Types of Service Desk
Local service desk - inefficient and expensive to operate; Centralized - more efficient and cost effective; virtual service desk - multiple physical locations; Follow the Sun - 24 hour support with no one desk working more than one shift.
What is the output of Demand Management?
PBAs and UPs
Technical Management Function Role and Objectives
Custodian of technical knowledge and expertise related to managing the infrastructure. Plan, implement, and maintain a stable technical infrastructure to support organization's business practices by using well designed, highly resilient and cost effective topology, use of adequate skills.
What is the trigger for Service Transition?
What is the trigger for Service Strategy?
Application Management Function Role and Objectives
Custodian of technical knowledge and expertise related to managing applications. More warranty focused, specifically "does it do what it needs to do stably, consistently, and reliably".
What are the two components of a known error?
A root cause and a workaround.
Request Fulfillment Purpose
Dealing with Service Requests from users.
Continual Service Improvement Purpose
Align and realign services to the changing business needs by identifying and implementing improvements to the services that support the business processes.
What is a benefit of using an incident model?
Provides pre-defined steps for handling particular types of incidents.
Incident Model Activities
Identification, logging, categorization, prioritization, initial diagnosis, escalation, investigation and diagnosis, resolution and recovery, incident closure
What processes are not concerned with risk?
Processes that deal with operational services.
Problem Management Purpose
Minimize the adverse impact of incidents and problems by identifying root cause and initiating actions for a permanent fix.
Problem Management Objectives
Prevent problems and resulting incidents from happening, eliminate recurring incidents, minimize impact of incidents that cannot be prevented.
What is the difference between reactive and proactive Problem Management?
How the problem was triggered. Reactive is concerned with solving problems in response to one or more incidents and conducted within the scope of Service Operation. Proactive problem management is concerned with problems and known errors before incidents occur and conducted as part of continual service improvement.
Problem Management Scope
Diagnose root cause of incidents and determine resolution, ensure resolution is implemented using appropriate control procedures, maintain information about problems.
Problem Management Concepts
Problems should be tracked separately from incidents, problems should be stored in a single management system, problems should use a standard classification schema.
What is a model?
Steps to be taken, chronological order, roles and responsibilities, timescales and thresholds, escalation procedures, evidence-preservation activities.
Continual Service Improvement Scope
The overall health of ITSM, maturity and capability of the organization.
Continual Service Improvement Objectives
Make recommendations for improvement in all lifecycle phases, review and analyze SLA results, identify and implement activities to improved IT services, improve cost effectiveness without sacrificing customer satisfaction, choose and employ quality management methods, ensure processes have clearly defined objectives that progress toward measurable achievement.
Continual Service Improvement Value
Leads to gradual and continued improvement in service quality, ensure IT services remain continually aligned with business requirements, results in a gradual improvement in cost effectiveness through reduction in cost or increase in capability, use monitoring and reporting to identify opportunities for improvement in structures, capabilities, etc.
Tracks potential improvement opportunities and categorizes and prioritizes them appropriately. Structured database part of SKMS developed by the CSI Manager.
Vision, baseline, measurable targets, service process and improvement, measurements and metrics
7 Step improvement Process
Identify strategies for improvement, define what you will measure, gather data, process data, analyze the information, present and use he information, implement the improvement
7 Step Improvement Process Objectives
Identify opportunities for improvement, reduce cost and ensure alignment with business outcomes, identify actions to establish improvement, understand what and why to measure.
7 Step Improvement Process Scope
Analysis of performance and capabilities, continual alignment of the portfolio of services with business needs, best use of technology, organizational structure, personnel, functions, roles, skills.
Continual Service Improvement Measurement System
Critical Success Factor, Key Performance Indicator, Baseline
Critical Success Factor
An event that must occur for a service, process, plan, or project to succeed.
Key Performance Indicator
Metrics used to measure achievement of Critical Success Factor.
A snapshot taken at a point in time to use as a comparison.
Types of Continual Service Improvement Metrics
Service Metrics, Technology Metrics, Process Metrics
Indicate the result of an end-to-end service availability over any given time.
Component and application based.
CSF's and KPI's that indicate the health of a process.
What are the areas that may benefit from automation?
Design and modeling, service catalog, pattern recognition and analysis, classification, prioritization, and routing, detection and monitoring, optimization.
What happens to a workaround if it goes through Change Management?
It becomes a new CI.
Request Fulfillment Objectives
Maintain customer satisfaction, provide channel for user requests, information about service availability, source and deliver components of standard services, assist with general complaints or comments.
Request Fulfillment Scope
The process to fulfill a request will typically vary, may be handled through Incident Management, each organization must decide which requests will go through other processes such as BRM.
Access Management Purpose
Provides the rights for users to be able to use a service or group of services. Monitors use of services, records access, and removes access when no longer required.
Access Management Objectives
Manage access to services based on policies and actions defined in Information Security Management, respond to requests for granting, changing, and removing access rights, oversee access to services and ensure rights are not improperly used.
Access Management Scope
Executes policies set forth in Information Security Management, enables management of confidentiality, availability, and integrity of data and intellectual property. Ensures users are given rights, but not access availability at a given time.
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