DAY 01:2022
Exam Pattern
40 questions
9 ques at level1 ( recall definition )
31 ques at level 2 ( describe explain)
1 Hr to complete
65% to pass (26 from 40)
Evolution of ITIL
1989 - First version
2000
2007
2011
2016
2018 - Service value system
Service Value System [SVS] - overview
Opportunity
Service value chain
Value
Guiding principles
Governance
SVC
Practices
Continual Improvement
Four Dimensions of Service Management
Organizational & People
Information & technology
Partners & suppliers
Value Streams & processes
Key concepts of Service Management
Service Management :
If there is only one service or only one customer the ITIL is not worth implementing. ITIL comes into play when there are two or more services and customers are in play.
Value:
It differs from customer to customer, what is the valuable service for them according to their requirement.
Stakeholders
Organization:
A person or couple of people or group
Service Providers
The provider can be - External consumer or internal
Service Consumers
Who are receiving services from the provider.
Customer
Mostly defines the requirements
User
The role that uses services
Sponser
The role approves the budget.
Service
Enabling value co-creation by facilitating outcomes & within acceptable costs and risks.
Product :
Designed to offer value to customer
Service Offering
A portfolio
Components of a Service
Goods
Ownership is transferred
Access to resources:
Ownership is not transferred
Service action:
To address a consumer need
Service relationship definitions
Service relationship
Service consumption
Service relationship management
Service provision
Output Vs Outcome
Output
- a result of certain work taken place
Outcome
- desired result for a stakeholder
Types of Risk:
Risk - Possible event
Utility Vs Warranty
Utility
Functionality offered by the product
Warranty
Assurance that a product or service will meet the agreed requirements.
Exercise 1
Service consumers - C
Service provider - E
Employees - A
Society - F
Charity - D
Shareholders - B
Four dimensions of service management
Organizational and People
Roles and responsibilities
Information and technologies
Necessary for the Management of services
Technologies supporting IT services
Technologies supporting service management
Partners and Suppliers
Relationships with other organizations
Value stream and processes
Series of steps undertaken to create
PESTLE model
Political
Economical
Social
Seven Guiding Principles
This was introduced in 2016
Focus on value
Start where you are
Progress iteratively with feedback
Collaborate and promote visibility
Think and work holistically
Keep it simple and practical
Optimize and automate
Focus on value
Value must be in consumers' needs.
Value changes over time.
Start where you are
Don't start over without first considering what is already available
Assess where you are and understand the current state.
Progress iteratively with feedback
Iterations can be sequential or Simulations like agile sprints for 4 weeks max
Collaborate and promote visibility
Involve the right people, inclusion is better than exclusion
Decisions can only be made on visible data
Think and work holistically
No service, practice or process or department or supplier stands alone.
Keep it simple and practical
Always use the minimum number of steps to accomplish an objective.
Optimize and automate
If a process, service, action, or metric fails to provide value or produce a useful outcome, then
eliminate it.
Minimum number of steps
Continual Improvement Model
What is the Vision : Vision should support org goals & objectives
Where are we now : Define current state
Where do we want to be : define target state, Critical success factors, KPI’s
How do we get there : define specific route, create plan for addressing the challenges
Take action : Plan is acted upon
Did we get there : checking the desired point has been reached.
The Service Value System [SVS] : Service Value Chain
Service value Chain
Demand -> Engage-> Plan/ Improve - /[obtain/build- /design -transition / Deliver & support ] -> Products & Services -> Value -> -> Demand
Service value Chain - Engage
To provide good understanding of stakeholders needs, transparency, and continual engagement and good relationships with all stakeholders
Service value Chain - Plan
Ensure shared understanding of the vision
Service value Chain - Design & transition
services continually meet stakeholder expectations for Quality, costs and to time-to-market
Service value Chain - Obtain/ build
Service components are available when and where they are needed
Service value Chain Deliver & support
Service value Chain - Improve
DAY 02: 2022
The Service Value System [SVS] : Practices
7 Key Practices
Continual improvement
Service level management
Incident management
Problem management
Service desk
Service request management
Change enablement
Continual improvement
Must be embedded into every fibre of the organization
Align the Organizational Practices and services with changing business.
Continual Improvement Register - CIR
Encouraging continual improvement
Securing time and budget
Assessing and prioritizing
Planning and implementing
there should at least be a small team dedicated full-time to leading continual improvement efforts
Service level management
Customer will be the key words
set clear business-based targets
Must be related to a defined ‘service
Should relate to defined outcomes
Must be simply written
Be aware of The Watermelon effect!
Customer engagement:
Customer feedback:
Operational metrics
Business metrics
Incident Management
Incident Vs Problem
Incident - is to put the fire out
Problem - is to find the root cause
Incident
- An unplanned interruption to a service, or reduction in the quality of a service
To minimize the negative impact of incidents by restoring normal service operation as quickly as possible
Log and manage incidents
Major incidents/Security incidents: separate processes
Major incidents: often require a temporary team
Disaster recovery may be invoked in extreme cases (Service continuity)
Problem management
Cause is the key word to look for
To reduce the likelihood and impact of incidents by identifying actual and potential causes of incidents, and managing workarounds and known errors
Problem: A cause, or potential cause, of one or more incidents
Known error: A problem that has been analyzed and has not been resolved
Problem Identification -> Problem Control -> Error Control
Closely linked to incident management
Interfaces with risk management
Service desk
Key words: user
To capture demand for incident resolution and service requests. Single point of contact for the IT or service organization
To provide a clear path for users to report issues, queries and requests, and have them acknowledged, classified, owned and actioned
Service desks provide a variety of access channels
Phone calls
Service portals and mobile applications
Chat: live chat and chatbots
Tangible team in a single location
Training:
Empathy
Incident analysis
Service request management
The purpose of the service request management practice is to support the agreed quality of a service by handling all predefined, user-initiated service requests in an effective and user friendly manner.
Service request - A request from a user or user’s authorized representative that initiates a service
action that has been agreed as a normal part of service delivery
Fulfillment of service requests may include changes to services or their components; usually these are standard changes
Each service request may include one or more of:
A request for a service delivery action
Standardise and automate as much as possible
Set policies for approval / authorisation required
Opportunities for improvement should be identified and implemented
Policies and workflows for redirecting requests that should be managed as incidents or changes
Change enablement
To maximize the number of successful IT changes by ensuring that risks have been properly assessed, authorizing changes to proceed, and managing a change schedule
Change - The addition, modification, or removal of anything that could have a direct or indirect effect on services
Change authority:
The person or group who authorizes a change
Essential to assign the correct change authority to each type of change
Change models are based on the type of change, and will determine the Change authority for assessment and authorization.
Change enablement types
Standard changes – low risk, pre-authorized, well understood, fully documented (e.g. installing
known, trusted software app onto a standardized device)
Normal changes - need to be scheduled, assessed and authorized following a standard process (e.g. a request for an app that’s never been used in the organization before)
Emergency changes - must be implemented as soon as possible, (e.g. to resolve an incident or
implement a security patch)
Change schedule - used to help plan changes, assist in communication, avoid conflicts and
assign resources (mostly normal)
Other practices
Information security management
To protect the information needed by the organization to conduct its business
Managing risks to the confidentiality, integrity and availability of information
Authentication and non-repudiation
Relationship management
Strategic is the key word
to establish and nurture the links between the organization and its stakeholders at strategic and tactical levels. It includes the identification, analysis, monitoring and continual improvement of relationships with and between stakeholders
Supplier management
to ensure that the organization’s suppliers and their performance are managed appropriately to support the provision of seamless, quality products and services
Includes creating closer, more collaborative relationships with key suppliers to uncover and realize new value and reduce the risk of failure.
Monitoring and event management
To systematically observe services and service components, and record and report selected changes of state identified as events
An event can be defined as any change of state that has significance for the management of a
configuration item (CI) or IT service
DAY 03: 2022
IT Asset Management
plan and manage the full lifecycle of all IT assets, to help the organization: maximize value, control costs, manage risks, support decision-making about purchase, reuse and retirement
of assets, meet regulatory and contractual requirements
IT a$$et - Any financially valuable component that can contribute to the delivery of an
an IT product or service
Service configuration management
To ensure that accurate and reliable information about the configuration of services and the CIs that support them, is available when and where it is needed. This includes information
on how Cis are configured and the relationships between them.
Configuration item (CI) - Any component that needs to be managed in order to deliver an IT
service
Release management
To make new and changed services and features available for use
Release - A version of a service or other configuration item, or a collection of configuration items, that is made available for use
Deployment management
To move new or changed hardware, software, documentation, processes, or any other component to live environments (it may also be involved in deploying components to other environments for testing or staging)
Deployment management may also be involved in deploying components to other environments for testing or staging
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