Module 8 presentation it services

Chief Information OfficersChief Information Officers
(CIO)(CIO)

Module 8
IT SERVICE MANAGEMENT

Objective of Module 8
To present the basic concepts and tools for IT
Services Management within the ITIL Framework
and to explore their applicability in the context of
the E-Government Programme of the Government
of Iraq.

Scope of Module 8
ITIL Framework
IT Service Life Cycle
IT Service Strategy
Service Planning
Service Design and Operations
Service Metrics

EVOLUTION OF ITIL
ITIL - Information Technology Infrastructure Library
History
Originally created in late 80s by the UK government
Now truly global and applicable to all IT Services
Focus on process and roles rather than organisation
Version 1 in 1991- focused on UK Government
Version 2 in 2000 - Industry wide and took into account changes in
technology
Version 3 in June 2007 – Life Cycle Approach
OGC
Office of Government Commerce – UK Treasury ministry
ITSMF
The driver behind all things ITIL taken over from OGC
Global
 USA, Canada, Mexico, Argentina, and Brazil - Americas
 Australia, India, Singapore - Asia Pacific
 Denmark, France, Germany, Netherlands, Sweden, UK - EMEA

Is a collection of books which contain
recommendations & suggestions to improve
provision of IT Services
Not a standard but a Best Practices Framework
Needs to be adopted and/or adapted
ITIL …

Benefits of ITIL framework:-
increased user and customer satisfaction with IT
services
improved service availability, directly leading to
increased business profits and revenue
financial savings from reduced rework, lost time,
improved resource management and usage
improved time to market for new products and
services
improved decision making and optimized risk.

Standards based on ITIL
ITIL
BS 15000 ISO 20000
•BS15000 the first standard derived from ITIL
•ISO 20000: ISO standard derived from ITIL

The Four P’s
The implementation of ITIL as a practice is about
preparing and planning the effective use of The Four
Ps:
People
Processes
Products
Partners

Key CONCEPTS.…….
Service & Service Owner
Service Management
Process & Process Owner
Functions, Staff, Roles
Metrics, Interfaces
RACI
PDCA
Compliance & Governance
Concept of Caps

RESPONSIBILITY ACCOUNTABILITY CONSULTED INFORMED
MATRIX
Key:
R = Responsible; performs the task
A= Accountable; ultimately answerable for
completion of task (only 1 person per task)
C= Consulted; provides information or
assistance
I = Informed; kept apprised of the activity LOS Mgr PM SDM Client
1.1 Internal Kick off A
1.2 Offshore Resource requirement
projection/Approval
A R I
1.3 Travel Plan A
1.4 Resource Readiness R A
1.5 Knowledge Transfer (KT) Transition C I C
1.6 Conduct Lesson learned C A C
1.7 Sign off R A R

Continuous step by
step improvement
Consolidated of the
level reached
(e.g. ISO 9001)
PLAN DO CHECK ACT (Deming’s Cycle for Improvement)

Module 8 presentation it services

ACTIVITIES OF SERVICE STRATEGY
Identify market & define your target area
Decide what services you want to offer & who can be
the potential customers
Develop your service offerings
Build on/improve your services
Develop strategic assets
Develop new services
Help clarify the relationships between different services,
processes, strategies etc.

SERVICE STRATEGY
1.Demand Management
2.Service Portfolio Management
3.Financial Management

SERVICE STRATEGY 1 OF 3
DEMAND MANAGEMENT

Simply Speaking
Demand Management = Know your customer and
then identify his / her requirements

BASIC CONCEPTS OF SERVICE STRATEGY
Utility – It is derived from the attributes of service which have
a positive effect on the performance
What does the service do?
Functional requirements
Features, inputs, outputs
Fit for purpose
Warranty – It is derived from positive effect being available
when needed, in sufficient capacity & magnitude &
dependably in terms of Continuity & Security
How well service does it
Fit for use

OBJECTIVES
 To understand customer’s current requirements
 Trend of requirements over a period/business cycle
 Match the customer’s expectations with organization's
capabilities of providing services
 Ensure Warranty & Utility are in alignment with customer’s
needs

KEY CONCEPTS
• Core service vs. Supporting Service
• Pattern of Business Activity (PBA), User profile
• Service Package (SP) vs. Service Level Package (SLP)
• Business Relationship Management

Core Service vs Supporting Service
Core Service is the service which actually brings ‘value’ to the
customer.
It’s a service which is KEY from organization's perspective as
well
E.g. for a Banking customer, the core services provided will be
all financial services
Supporting Service ‘supports’ or enhances the core services
It’s like an added feature which may not be desired but
important to have
Many times it becomes necessity
E.g. supporting services in above case could be providing a
helpdesk which helps/troubleshoots any issues/queries faced by

Pattern of Business Activity (PBA) & User Profile
Represents change in pattern of customers demands as
explained by organization
Important to track as it helps organization identify
improvements in existing services or identify future
opportunities
Also important to study customer’s business & changing
business needs
User Profile
Demand patterns shown by users
Users means people or even processes/functions etc.
Is usually associated with/is subset of PBA

SP vs SLP
Service Package is a bundle of core services and/or
supporting services which is offered to customer
SP Includes Service Level Package
SLP has a defined level of Utility & Warranty for a
given SP
E.g. Buying 100 servers is a SP deal but some of
them could be under Gold/Silver SLP

Business Relationship Management
Customer centric activities
Constant communication with customer
Helps to know the improvements & future scope for
business
Usually the First Point of contact for the customer
especially for a first time/new business

METRICS
• Accurate understanding of customer’s business needs
• Loss of Business to competitors especially for a new
services
• Improved Customer Relationships

ROLES & RESPONSIBILITIES
Business Relationship Manager
Documenting the customer’s business needs, PBAs,
User Profile etc.
Ensure SLP matches customer’s needs
Discussions with internal teams for setting up new
SLPs or establishing the existing once
Analyze potential SLP improvements ,
Look for future business opportunities with customer
He may have a team working with multiple customers

SERVICE PORTFOLIO MANAGEMENT

Simply Speaking
SPM = How to bundle/package the services

OBJECTIVES
• Plan for services you can offer
• Record of all the services including current, expired &
in Pipeline
• Provide information/guidance to Service Design

KEY CONCEPTS
• Service Portfolio, It’s Components & structure
• Business Service, Business Service Management
• Business Service vs. IT Service

Service Portfolio
It describes how the services are bundled & packaged
Takes care of Marketing components such as
What is the REASON customer will buy these
services?
What is the REASON customer will buy these
services from US?
SWOT analysis for our Organization’s service
capabilities
What could be our pricing models
How best to allocate resources & capabilities

ACTIVITIES
• DAAC (Based on DMAIC cycle)
• Define
• Take Service Strategy as input, Define Inventories, Business Case,
Validation of Data
• Analyze
• Decide Value Proposition, Prioritization, Balance of Demand &
Supply
• Approve
• Authorize / Finalize the Portfolio, Services, Resources
• Charter
• Communicate information / decisions, Resource allocation,
Chartering of services
• Continually Update/ Improve the portfolio – begins next DAAC

METRICS
• How Accurate & Up-to-Date Portfolio is
• Is the information contained is relevant from Market
perspective
• Is it in alignment with customer needs

• Product Manager
• Create Business case
• Evaluate Marketing Opportunities
• Deploy new services/retire the old ones
• Manage a set of related services
• Business Relationship Manager
• First Point of Contact
• Document Customer needs

FINANCIAL MANAGEMENT

Simply Speaking
Financial Management = Getting the Deal ($$$) right

OBJECTIVES
To serve as strategic tool to align IT services with
Financial Decisions
To balance the Cost & Price as appropriate
Accounting for IT Services
Facilitate Accurate Budgeting
Finalize Financial Policies (e.g. Charging)
Financial Review & Control

COST VS PRICE
Cost = Actual Expenditure of providing IT Services
Price = The amount at which one Sells IT Services
Hence Price – Cost = Profit

KEY CONCEPTS
Service Valuation (Previously known as Charging)
Service Investment Analysis (Previously known as
Budgeting)
Accounting

SERVICE VALUATION (CHARGING)
A mechanism which helps organization to recover at
least the expenditure incurred on providing IT services
with additional monitorial profits as applicable
Types
◦ Cost Recovery (Actual)
◦ Cost Plus Fixed Fee
◦ Cost Plus % of Costs
◦ Cost Plus Incentives
◦ Notional Charging
◦ Fixed Price
◦ Time & Material

SERVICE INVESTMENT ANALYSIS
• Was termed as Budgeting in v2
• It is a Time phased allocation of Funds
• It helps Track & Control the expenditure pattern
• Also guide how to utilize the funds

ACCOUNTING
A mechanism to track WHAT has been spent & WHERE it
has been spent
Maintain accounts of all incoming and outgoing
monetary fund

ACTIVITIES
• To design mechanisms for service valuation,
Investment Analysis & Accounting
• To align IT Business with Finance Policies
• Ensure the accuracy in implementing financial controls
• Bill Payments & Collections
• Updating the Finance Policies as per Organizational
needs

METRICS
Accuracy in Budgeting, Forecasting & Controls
Quick & Effective financial decision making
Proper IT Accounting
Ensure Timely Bill Payments & Collections
Overall performance of Finance Dept.

Finance Manager / Dept./ Controller
To Lay Financial Policies & document
To ensure that the policies are adhered to
Implement proper financial controls
Look for Continual Improvement
Note – Every individual manager has some financial
responsibility within his area of control

ACTIVITIES
• Design services to meet Business Objectives
◦ Design Secure & Resilient IT Infrastructure
◦ Identify, remove the risks from the services before they go
live
◦ Create & maintain IT plans, policies, technical & process
framework (Design tool ensures standards are adhered to)
◦ Design measurement methods & metrics for assessing
effectiveness of processes
◦ Design Effective & efficient processes for design, transition
& operation phases
◦ Scope includes new services & improvements as may be
needed over a service lifecycle

SERVICE DESIGN
Service Catalog Management
Service Level Management
Availability Management
Capacity Management
Supplier Management
Information Security Management
Service Continuity Management

SERVICE DESIGN 1 OF 7
SERVICE CATALOG MANAGEMENT

Simply Speaking
Service Catalogue Management = Services Ready to
Use

OBJECTIVES
Create & Manage Service Catalog
Keep Service Catalog Up to Date with latest information
Continual Improvement in Management of Service
Catalog

KEY CONCEPTS
What is Service Catalog?
Service Catalog vs. Service Portfolio
Types of Service Catalog

• What is Service Catalog?
◦ A single source of information for all the service offerings
◦ Includes Operational & in Transition Services
◦ E.g. Menu Card in a Hotel
• Service Catalog vs. Service Portfolio
◦ Service catalog is a part of Service Portfolio
◦ Service Portfolio depicts the services in their Business Value
Terms i.e. Why customer would buy it from us
◦ Service Catalog depicts what service would you like to offer
to customer (which will be based on customer needs)
◦ Service Portfolio is not usually available to be viewed by
Customer or public whereas Service Catalog may be

Types of Service Catalog
Business Service Catalog
Used by Relationship Manager to win a business
Consists list of all IT services which are important for
Customer’s Business Process
Visible to customer (or even to common public)
Technical Service Catalog
Used by Relationship Manager to know the capabilities
& limits of Business Service Catalog
Contains all the Backup/Supporting services for
services shown in BSC

METRICS
Accuracy of Information within Service Catalog
Number of corrections made
Customer Feedback
Number of successful / lost proposals

Service Catalog Manager
Establish & maintain Service Catalog
Ensure all the information is accurate & up-to-date
Oversee all the other aspects of service catalog. E.g.
Information contains all applicable operational & in
Transit services etc.
Work on Continual Improvement of Service Catalog

SERVICE LEVEL MANAGEMENT

Simply Speaking
Service Level Management = Negotiate & Agree
Service Levels with client

OBJECTIVES
To Negotiate, Agree & Document the Service Levels
To balance the customer expectations &
organization’s capabilities
To measure, report & continually maintain/improve
service level
To manage the performance as per agreed service
levels
To manage the customer relationship

Service Scope and description
Service hours
Measures of availability and reliability
Support details – who to contact, when and how
Respond and fix times
Deliverables and time scales
Change approval and implementation
Reference to IT Service Continuity Plan
Signatories
Responsibilities of both parties
Review process
Glossary of terms
ELEMENTS OF SLA

SLA,OLA,UC
Organization Management
Customer
Org’s Internal Teams
Vendors
SLA
OLA
UC

METRICS
Clearly Defined SLAs, OLAs and UCs
Performance against agreed SLAs
Shortfalls in SLA and consequent SIPs
Number & severity of service breaches
Improvement in customer satisfaction

Service Level Manager
Process Owner
Review & Reporting
Maintaining an effective Service Level Management
process by defining SLAs, OLAs and UCs
Updating the existing SLAs, SIPs, OLAs and UCs
Reviewing and improving the performance of the IT
organization to meet agreed service levels

AVAILABILITY MANAGEMENT

Simply Speaking
Availability Management = Ensure IT is working as
agreed

OBJECTIVES
To ensure agreed Availability Level is met or exceeded
The Availability Management process plays an
important role in ensuring that a defined level of IT
services is continuously accessible to customers, in a
cost-effective manner
Continually Optimize & Improve the availability by
preparing Availability Plan

Availability
Reliability
Maintainability
Serviceability
Vital Business Function (VBF)
High Availability
Fault Tolerance
KEY CONCEPTS

• The ability of a service, component or
configuration item to perform it’s agreed &
expected function when required
• Usually expressed as Percentage
Availability= (AST-DT) X 100
-----------------
AST
AST = Agreed Service Time
DT = Downtime
AVAILABILITY

Reliability
Implies how long the specified service is available
for the required period without any interruptions
or failures
Serviceability
Ability of the 3rd
party supplier to provide the
expected service to service provider
Maintainability (or Recoverability)
How easy it is to maintain or recover a service,
component or configuration item

Availability Metrics
MTRS- Mean Time to Restore Service (Down Time) =
Relates to Maintainability (Also has an element of Serviceability)
Detection
Diagnosis Recover
Restoration
Incident
Occurred
MTBF- Mean Time
Between Failures(Uptime)
= Availability
MTBSI – Mean Time Between system Incidents = RELIABILITY
Time
Incident
Occurred
Repair

Vital Business Function (VBF)
A critical function or business process
High Availability
Minimizing the impact of component failure
Fault Tolerance
Ability of a service to continue to be available even
after component(s) failure

METRICS
• Uptime per service or group of Users
• Downtime duration
• Downtime frequency
• Number of failures beyond ‘X’ time

• Availability Manager
◦ Process Owner
◦ Ensure the agreed levels of service availability
◦ Create & manage Availability Plan
◦ Continual improvement in process/results

CAPACITY MANAGEMENT

Simply Speaking
Capacity Management = Ensure IT is sized in optimum &
cost effective manner

OBJECTIVES
Provide the required IT Infrastructure in a cost
effective manner while also meeting it’s
requirements
Ensure optimum utilization of IT infrastructure
Work on current & future needs
Produce & regularly upgrade Capacity Plan

KEY CONCEPTS
Business , Service & Component Capacity Management
Capacity Management Information System
Capacity Plan
Performance Management, Modeling, Application
Sizing

• Business Capacity Management
• Trend, forecast model and developing the Capacity Plan to
understand future business needs
• Modeling to estimate the best alternative for Capacity deployment
• Service Capacity Management
• Understand the functioning of the IT services, resource usage and
variations to ensure that appropriate service agreements can be
designed
• Report on Service profile of use of services, manage demand for
service
• Component Capacity Management
• Using and monitoring of all components of the IT infrastructure
• Optimize use of the current IT resource components such as
bandwidth, network capacity etc.

• Capacity Plan
• Time (or trigger) phased plan to maintain/increase
the utilization of IT Infrastructure by maintaining or
adding IT infrastructure components
• Capacity Management Information System (CMIS)
• A system which holds the data needed &
maintained by all the capacity sub
processes/activities

Performance Management
– Monitoring
– Tuning
Modeling
– Mathematical models for determining the benefits
and costs of varying capacity
– Simulation and Analytical techniques
Application Sizing
– For determining the hardware capacity required to
support new/modified applications

METRICS
Performance trends after estimates
Reduction in rushed purchases
Reduction in expensive overcapacity
Reduction in number of incidents due to
performance plans

Capacity Manager
Monitors the Process
Capacity Plan Creation
Update the Capacity Management Database
Supported by
Technical & Application Management
To provide capacity requirements via capacity
incidents & problems
Other day to day capacity management activities

SUPPLIER MANAGEMENT

Simply Speaking
Supplier Management = Manage Supplier Relationship
& Performance

OBJECTIVES
Manage supplier relationship & performance
Ensure the Right & Relevant contracts with supplier
Manage the contracts throughout their lifecycle
Create & maintain Supplier Policy, List & Contracts
Database

Supplier Selection
Request Supplier
Responses
Requirement of 3rd
party supplier
Select Suppliers
Analyze Supplier
Capabilities
Contract with
Supplier (UC)
Supplier provides
Services
Manage Suppliers SCD
Update
supplier’s
records

Supplier – Contracts Database (SCD)
Supplier Contracts
Database
Organization’s Supplier
Policy & Strategy
Contracts categorization
According to Types of services,
Owner, expiry date, value etc.
Fresh/Renewed
Contracts
Existing
Contracts
Records of
Past/Expired Contracts
Contracts Modification/Termination
Supplier’s performance
Against contract terms

METRICS
Relevance of contracts in terms of SLM
Performance of suppliers
Accuracy of information in SCD

Supplier Manager
Process owner
Deliver expected supplier performance
Create, establish & maintain SCD
Manage the contracts in conjunction with
SLM

INFORMATION SECURITY MANAGEMENT

Simply Speaking
ISM = Protect your Data & Information

OBJECTIVES
To prevent Unauthorized Access (& allow Authorized
Access)
To provide effective security measures at Strategic,
Tactical & Operational organizational Levels
To enable organization to do a business “Safely”
To comply with Security Requirements as per SLA

KEY CONCEPTS
Confidentiality, Integrity, Availability, Non-
Repudiation
Information Security Policy
Security Analysis & Controls

• Confidentiality
• Information is accessible to only those who are authorized to
view it
• Integrity
• Information, especially while being communicated, is protected
against unauthorized modification
• Availability
• Information is invulnerable to attacks or is recoverable in
secured way i.e. it is available (only to authorized) when it should
be
• Non-Repudiation
◦ Sender of information can not deny that information has NOT
been sent by him

• Information Security Policy
• A policy of an organization which ensures the
compliance to Information Security Objectives &
Guidelines
• Security Analysis & Controls
• To Analyze the threats to organization’s
data/Information & to eliminate/minimize the
same
• To provide security controls (checkpoints) at
various levels so that reduce the impact of security
breaches

METRICS
Effectiveness of Security Measures / Controls
Number of Security Breaches , Attacks
Business Losses incurred due to security malpractices
Adherence /Compliance to Security Standards
Security Audits reports

• Security Manager
◦ Process Owner, Planning for Security
◦ Design & Monitor Security Policy / Analysis / Controls
◦ Oversee entire security aspect of the organization
◦ Overall Improvement
• Security Officer
◦ Mediator between Security manager & Customer / Users
◦ Assist Implementation of security policies/measures etc.

SERVICE CONTINUITY MANAGEMENT

Simply Speaking
• Service Continuity Management = Recover from disaster
Z
as per agreed & applicable SLA

OBJECTIVES
• To create & manage IT service continuity & recovery
plans
• To reduce potential disaster occurrence
• To negotiate & manage necessary contracts with 3rd
parties
• Balance SLAs & Cost factors while planning for service
continuity

KEY CONCEPTS
Business Continuity Strategy
Life Cycle Approach to ITSCM
Assessment of Changes for impact on ITSCM
Dormant Contracts
Negotiated/Compromised SLAs
Regular Testing – Ongoing as a part of Lifecycle
approach

LIFE CYCLE APPROACH TO ITSCM
Initiate ITSCM
Gather requirements
Plan for implementation
Implementation
ORR (Operation Readiness Review)
Mock Testing
Go Live /Sign Off for ITSCM Structure
Ongoing regular testing & updates to ITSCM structure

POSSIBLE RECOVERY OPTIONS
• Do nothing
• Manual Workarounds
• Reciprocal arrangements (Less Frequently used)
• Immediate recovery – hot standby (24 hours)
• Mirrored business systems on an alternate site
• Intermediate recovery – warm standby (24-72 hrs)
• Similar to immediate but critical systems need to be
recovered and run
• Gradual recovery – cold standby (72 hrs)
• Empty facility with utilities
• Fortress Approach
• Dormant contracts
• Insurance

• Business Continuity Strategy
• Aims at reducing risks by developing recovery plan(s) to
restore business activities if they are interrupted by a
disaster
• Assessment of Changes for impact on ITSCM
• To study & mitigate the impact of any changes in IT
Infrastructure on ITSCM
• Dormant Contracts
• Contracts with 3rd
parties which become active only when
triggered by a disaster
• Negotiated/Compromised SLAs
• To negotiate appropriate SLAs with customer which will be
applicable only during disaster

METRICS
Number of shortcomings
Cost to company due to loss if no recovery Plan
Cost in Time, resources and money to restore IT
Services

ITSCM Manager
Owns entire ITSCM process
To manage & upgrade ITSCM Plans

ACTIVITIES
• Plan & Implementation of all the releases /
Services (Applies to new & existing services)
◦ Ensure that the changes as proposed in Service
Design are realized
◦ Authorize, Package, Build, Test & Deploy the
releases into production
◦ Transition of services to & from other
Organizations
◦ Decommission or Termination of services

SERVICE TRANSITION
Service Asset &Configuration Management
Change Management
Release & Deployment Management
Knowledge Management

SERVICE TRANSITION 1 OF 4
SERVICE ASSET & CONFIGURATION MANAGEMENT

Simply Speaking
SACM = Know what you have

OBJECTIVES
Identify, Record & Provide accurate information of the
Configuration Items (CI = IT components)
Provide the Logical Model for IT infrastructure correlating
the IT services & their components
Protect Integrity of the CIs
Create & maintain Configuration Management System
Manage Service Assets (Service CIs)
Perform regular audits / status accounting activities for all
the CIs

KEY CONCEPTS
Configuration Items, Baseline, Variant
Types of CIs
Configuration Management System

• Configuration Item
• A uniquely identifiable entity/item which needs to be
controlled
• Baseline
• Snapshot of a CI or a group of CIs at a given time or stage
• Variant
• A baseline with minor differences
• Configuration Management System
• It is a system which controls & maintains the record if all CIs in
a structured manner in 1 or more databases known as CMDB
• Stores Attributes of CIs, Relationship between CIs
• Consists of Multiple layers like Integration Presentation etc.

CONFIGURATION MANAGEMENT SYSTEM
CMDB1
Services
CMDB2
H/W
CMDB3
Policies
Data/Source information gathering
Knowledge & Logic processing
Presentation Layer /User Interface
NOTE – CMDB can be any Database,
or even Excel File

TYPES OF CIs
• Service Lifecycle CIs
• Business Case, Service Portfolio, Service Design Package
• Service CIs
• Service Capability /Resource Assets, Service Model
• Organization CIs
• Organization Policies, documentations
• Internal CIs
• Internal to individual projects which are required to maintain IT
• External CIs
◦ Customer Agreements & Requirements

ACTIVITIES
Planning
Identification
Status Accounting
Control
Verification and Reporting

Defining the strategy, policy and objectives for the
process
Analyzing the information, Identifying the tools and
resources available for the process
Creating interfaces with other ITIL processes,
projects and third party suppliers
Planning

To identify the associated IT services and components, which
need to be controlled by the Configuration Management
process.
Define the Scope of the process
IT Services, Hardware, Software and Documentation,
Specific Areas
Specify the Level of Detail for information recording
Identify the Relationships of the CIs
Determine the depth of information to be recorded
Naming Conventions, Attributes covered
Identification

The next activity after Identification is Status Accounting of the IT
component through its life cycle. A status code is assigned to each
of the statuses for easy identification.
Typical Statuses
New CIs
In Order, Tested, Accepted
Existing CIs
Received, RFC open for the CI new version requested,
Down, Phased Out, Undergoing maintenance
All CIs
In Stock, Order received, Under test, Released for
Installation, Live, Spare
Status Accounting

Configuration Management controls all the IT
components received by the organization Control.
Who can Access, who can modify
Control

Audit and Verification
• Does the CMDB reflect reality?
• The activities includes verifying and auditing the details in the CMDB.
• For example, audit tools can be used to automatically analyze workstations
and report on the current situation and status of the IT infrastructure.
• Accuracy is improved by
• Active rather than passive CMDB
• Automatic updating
• Integration with other processes
• Automatic checks
Reporting
Assess the efficiency and effectiveness
Through Regular MIS reports
Scheduled reviews of the expected growth in demand of Configuration
management activities

METRICS
Number of occasions on which a
– "Configuration" was found to be unauthorized
– Number of refused RFCs as a result of
incomplete data in the CMDB
– Number of changes to the CMDB because of
identified errors in the CMDB
– Unauthorized IT components detected in use

Service Asset Manager
Configuration Manager
These are responsible for their own processes
Implementing policy
Agree scope, processes & procedures
Define necessary controls
Oversee collection & management of data
Audits
Produce management reports

CHANGE MANAGEMENT

Simply Speaking
Change Management = Minimize the Impact of
Change

OBJECTIVES
Study the adverse Impact of change & minimize it
Create & maintain a Change Management process
Prevent Unauthorized changes
Prepare Change (& Back out) Plans via FSC & provide PSA
Post Implementation Reviews of Changes
Maintain a record of all changes
Note - Change Management does NOT implement change

KEY CONCEPTS
Scope of Change Management
Change Types , RFC, Change Classification & Prioritization,
Change Models
CAB, ECAB, FSC, PSA, Back out Plans

Scope of Change Management
Scope of Change Management process is restricted to
IMAC of IT Infrastructure Components including
documentation
Strategic, Tactical & Operational changes
Out of Scope
Business Strategy & Processes
Implementation of changes
Any other task documented as out of scope

Change Types
• Standard Changes
• Routine Changes that follow an established procedure
& do not disrupt It services
• E.g. updating the Anti-Virus software is a standard
Change
• Emergency Changes
◦ Crucial to an organization and have to be implemented
immediately.
◦ Emergency Changes are disruptive and prone to failure
◦ E.g. the some ports in critical switch has gone down.
Therefore, a new switch needs to be installed

• Request for Change (RFCs)
• Incidents, upgrades to the infrastructure, or changes
in the business requirements generate the need for a
Request for Change (RFC)
• Change Classification & Prioritization
• To classify & plan changes in the order of their impact
& urgency
• Change Models
◦ Predefined way or procedure for handling known type
or complexity
◦ Automated as far as possible
◦ Allow for scalability to create a new model

• Forward Schedule of Changes (FSC)
• Contains details of all approved changes and their
implementation dates for an agreed period
• Detailed short term schedules and less detailed for
longer term planning
• Projected Service Availability (PSA)
• To determine the best time for a change
implementation
• Both the FSC and PSA are agreed with the customers
• Back Out Plan
• It is executed if the Change can not happen as per plan
• Usually but not necessarily the typical back out plan is
to bring the systems back to original state it was in
before the change started

Change Advisory Board (CAB)
CAB approves Changes after assessing and prioritizing the
RFCs.
CAB members should have sound technical knowledge and
good business perspective.
Change Manager is the only permanent member on the CAB &
ECAB
CAB/Emergency Committee
To review urgent changes
Few members required (typically Senior Managers from
concerned dept)
Availability after shift hours

Change Management Process Flow
Request For
Change (RFC)
Change
Manager
Line Manager
Approval
CAB
Meeting
Post Change
ReviewFSC/PSA
Implement
Change
Update CMDB &
Change Records
Failure
Back out Plan
Success
Problem Management
Customer
or other teams
SCM, Capacity, BRM,
ISM,SLM, R&D, Customer etc.
Consult
Invitations as applicable
Customer
Sign Off

ACTIVITIES
Record RFC
Review RFC
Assess & Evaluate Change – 7 Rs of Change
Authorize Change
Issue Change Plan (to R& D Team)
Support/Coordinate Change
Implementation
Post Change Review

7 Rs of Change
Who RAISED it
What is REASON for change
What is the RETURN expected from change
What could be the RISKS involved in change
Which RESOURCES are needed to implement
change
Who (which R&D Team) is RESPONSIBLE for
build, test & implement change
Is there (or what) any RELATIONSHIP between
this change & other changes

METRICS
Number of Rejected RFCs
Number of Incidents occurring due to implemented
Changes
Number of successful changes
Number of unsuccessful changes
Number of backed out changes
Average Time needed to implement a Change
Number of incidents resolved by implementation of
a Change

• Change Manager
• Chairperson of the CAB
• Filtering and accepting RFCs
• Primary Responsibility of planning and coordinating implementation of
changes
• Obtaining authorization for change
• Reviewing Implemented Changes
• Convening emergency CAB meetings
• Generating Change Management reports
• May have Change coordinators to support
• CAB Member
◦ Belongs to the CAB and participates in all CAB meetings
◦ Helps in reviewing all RFCs to estimate impact
◦ Participates in Scheduling Changes

RELEASE & DEPLOYMENT MANAGEMENT

Simply Speaking
R & D Management = Bring in the change Carefully

OBJECTIVES
Implementing the authorized changes as per
Change plan
Plan, Design, Build, Test & Install Hardware &
Software components
Skills & Knowledge Transfer to enable
Customers & users the optimum use of service
Operations & support staff to run & support the
service

KEY CONCEPTS
Release
Release Units
Release Identification
Types of Release
Release Methods

Release
A collection of authorized Changes to an IT Service
A Release is defined by the RFCs that it implements
A Release could consist of a number of Problem fixes
and enhancements to a service.

• A Release unit describes the portion of the IT infrastructure
that should be released together.
• Depending on the type or item of software and hardware, the
size of the unit can vary. An example of hardware Release
Unit can be changes to the complete PC or Processor. An
example of a s/w release unit could be changes made to a
system, suite, program or module.
• Including too many changes in one release can be too
complex for safe implementation while too many releases
affect user dependency on the stability of the service.
Release Units

• The status of a Release alters according to its current
environment. Release identification means
determining the status of a Release in different
environments. The environments in which a Release
can be categorized are:
– Development
– Test
– Live
– Archive
Release Identification

• Depending on the number of changes that should be included in one Release, a
Release can be of the following type:
 Delta Release
 Just a few changes normally a quick fix
 Package Release
 You use a Package Release when you Release a group of software.
Each of the software in the package depends on the other software in
the group for its performance.
 For example, scheduled upgrades to third-party software, such as
Systems software and Office applications are appropriate for Package
Releases.
 Full Release
 When a program is released in its entirety, including the parts that
were not changed.
 A number of similar Changes can be implemented together in this
Release
 More preparation and resources are required for a Full Release
Release Types

METRICS
◦ Number of Incidents by Back Out
◦ Number of accurate and timely release at remote
sites
◦ Number of unused software that have
unnecessary costs, e.g. Licence fees
◦ Number of times unauthorised software is used
◦ Number of times CMDB status is updated/not
updated

 The Release & Deployment Manager coordinates the
implementation of the process with other teams.
◦ Prepares Release Plan
◦ Authorises the Release Build and Configuration
◦ Communicates Release to other groups
◦ Coordinated final Implementation of Release
◦ Member of the CAB.
 The Test Manager ensures that the release is tested
and signed off by proper authorities.
◦ Successful testing of the release before sign-off
◦ Ensure Testing environment is same as Live
environment
◦ Preparing roll-out Plan with Release Manager

KNOWLEDGE MANAGEMENT

Simply Speaking
Knowledge Management = Gather, Analyze, Store &
Share the knowledge

OBJECTIVES
 Improve the efficiency by reducing the need to Re-
discover the knowledge
 Create, Maintain & update Service Knowledge
Management System
 Make sure that a Right & Relevant information at
Right time is available for organization’s
requirements (e.g. Customer details, contract/SLA
data)

KEY CONCEPTS
D-I-K-W Structure
DML
DML & CMDB
SKMS

Data - Information – Knowledge - Wisdom
 Data
◦ A set of discrete facts about the events
◦ Usually large amount of data is/can be
collected
 Information
◦ The data is arranged/sorted in appropriate
context & manner so that it’s easy to
locate/work on
◦ Answers questions like Who, what, when,
where?

Knowledge
Created based on the information/data or own
expertise
Answers How?
Is dynamic & context based
Helps in decision making
Wisdom
Gives detailed understanding
Arriving at the judgment
Helps finalize future decisions/actions
Data - Information – Knowledge - Wisdom

Definitive Media Library
Store Master copies of all the S/W assets
In house, external, Trail, Commercial Of The
Shelf
Licenses, Scripts & codes
Is controlled by Service Asset & Configuration
Management process
Serves as the only source for build & distribution for
Release & Deployment process

DML & CMDB
CMDB stores the information about all the
CIs (H/W & S/W)
DML stores the actual CIs (S/W only)
(earlier DSL and DHS)
Both are controlled by SACM process
Both form part of SKMS

Service Knowledge Management
System - SKMS
Services H/W Policies
Presentation Layer /User Interface
SCDCDBDML
CMS
Service Knowledge Base
Knowledge & Logic Processing

ACTIVITIES
Keeping services into Operations
◦ Ongoing day to day activities
◦ Ensure that services are delivered at agreed levels
(SLA)
◦ Continual Improvement in meeting the SLAs &
management of operations
Involves Management of
◦ Services
◦ Service Management Processes
◦ People
◦ Technology

SERVICE OPERATION
Service Desk (FUNCTION)
Incident Management
Event Management
Request Fulfillment
Access Management
Problem Management
Technical Management (FUNCTION)
IT Operations Management (FUNCTION)
Application Management (FUNCTION)

SERVICE OPERATION 1OF 9
SERVICE DESK (FUNCTION)

Simply Speaking
Service Desk = Single & the First Point Of
Contact

OBJECTIVES OF SERVICE DESK
To serve as FIRST Point of Contact (FPOC)
Play a vital role in achieving Customer Satisfaction
First Level Fix (FLF) & First Level Diagnosis (FLD)
To coordinate the activities between End User & IT
Service Provision Teams
To OWN the Logged Request & ensure the Closure.
Escalate as appropriate
To support other IT Provision Activities on need
basis

Help Desk Versus Service Desk
End User
Agent
Help Desk
Help Me!!
Reactive
Culture
Focus on
Restoration

Help Desk Versus Service Desk
End User
Agent
Service DeskHelp Me!!
Inform Me!!
Educate
Me!!
Change
Me!!
Service
Me!!
Inspire
Me!!
Proactive
Culture
Business
Focus
Focus on
Preventative
Awareness

KEY CONCEPTS OF SERVICE DESK
Logging the call with service desk
Types/Models/Structures of Service Desk
Skills required for Service Desk Personnel

LOGGING THE CALL WITH SERVICE DESK
Who – End users, All other relevant teams, Events, Service
Desk Team itself
NOTE: Not every call logged is an incident
Why – As a part of responsibility, as a proactive measure
How – Telephone, Emails, Alerts, Web Console etc.
What is an Incident?
An occurrence of event(s) which disrupts or can
potentially disrupt the normal service operation
What is problem?
Unknown underlying cause of one or more incidents

TYPES / MODELS / STRUCTURES OF
SERVICE DESK
Central Service Desk
Local or Distributed Local Service
Desk
Virtual Service Desk
Follow the Sun Model
Specialized Service Desk

CENTRAL SERVICE DESK
Single Service Desk at a possible central location
Can be a group of service desks Integrated at a
single location
Advantage
Cost cutting
Centralized control
Disadvantage
Some Local presence may still be required for
Physical support

Centralized Service Desk
ABC Ltd.
Delhi
ABC Ltd.
Hyderabad
ABC Ltd.
Bangalore
ABC Ltd.
Pune
Helpdesk
011-232425
H
elpdesk
011-232425
Helpdesk
011-232425

LOCAL OR DISTRIBUTED SERVICE DESK
The desk is co-located within or physically
close to user premises
Advantage
◦ Useful in case of multilingual / multi location
organizations
◦ Faster response wherever Physical presence is
necessary
Disadvantage
◦ May prove Expensive
◦ Difficult to manage multiple desks

Local or Distributed Service Desk
ABC Ltd.
Delhi
ABC Ltd.
Hyderabad
ABC Ltd.
Bangalore
ABC Ltd.
Pune
SD
SD
SD
SD

VIRTUAL SERVICE DESK
By using the extensive technology, an appearance of a
single / centralized desk
Primarily used in Off-shoring kind of services
Advantage
Maximum use of technology so minimum personnel
involvement
Less number of requests go Unregistered
Disadvantage
Expensive to use
Physical support may not be possible

Virtual Service Desk
ABC Ltd.
Delhi
ABC Ltd.
Hyderabad
ABC Ltd.
Bangalore
ABC Ltd.
Pune
SD
London
SD
Sydney
SD
Beijing
SD
New York
Network
Cloud
1800XX
1st
Caller
Answer to
1st
Caller
1800XX
3rd
Caller
Answer to
3rd
Caller 1800XX
2nd
Caller
Answer to
2nd
Caller
1800XX
4th
Caller

FOLLOW THE SUN MODEL
24 Hrs of Desk
Team which is in Day time picks up the call
Advantage
◦ Best for 24 Hrs kind of support
◦ Less desk staff attrition due to working time
Disadvantage
◦ Expensive due to use of technology
◦ Multiple control points so difficult to manage

Follow the SUN
Indian Standard Time
Responding SD Region
10 AM 3 PM 8 PM 1 AM5 AM
AUS
USA
EST
UK
IND
USA
PAC

SPECIALIZED SERVICE DESK
Expert Staff specialized in their respective fields
Advantage
◦ Faster & accurate resolution of request
Disadvantage
◦ Difficult to get skilled staff

Specialized Service Desk
Service Desk
Menus
User
calls
DBA
Network
Admin
Windows
Team
Email
Team

NOTE
In practical world, most of the
organizations use a mixture of service
desk types/models/structures.

SKILLS REQUIRED
Communication
Interpersonal Skills
Business / IT Understanding
Professionalism
Customer Focus
Subject Knowledge (for a Specialist Service
Desk)

ACTIVITIES OF SERVICE DESK
Receive & Log the calls from End Users, events etc.
Provide Preliminary level of diagnosis as applicable
Categorize the incident as possible
Assign to relevant Incident Team
Follow up with Incident Team
Update status regularly & communicate to user as
applicable
Keep an eye on agreed SLAs
Escalate as & when appropriate
Confirm with user before closing the incident
Provide Service Desk Metrics Reports to Service Desk
Manager

METRICS FOR SERVICE DESK
Average call resolution/duration
% of calls picked up in 3 rings, % Unattended
Accuracy of updating ticket status
Number of SLA breaches
Timely Escalations
Customer Satisfaction

ROLES & RESPONSIBILITIES IN SERVICE DESK
 Service Desk Staff
◦ To Perform all the activities of Service Desk as
applicable
 Service Desk Manager
◦ To Oversee the functioning of Service Desk
◦ To build Service Desk Team for new services
◦ To Monitor the performance of Service Desk on
regular basis
◦ To identify & work on the Continual Improvement of
Service Desk

SERVICE OPERATION 2 OF 9
INCIDENT MANAGEMENT

Simply Speaking
Incident management = Restore Service ASAP

OBJECTIVES
To restore NORMAL service operation as quickly as
possible
◦ NORMAL means as agreed in SLA
To log & Track incidents wherever applicable (e.g.
Proactive measure)
To deal with all incidents consistently
To assist Problem Management team as required
To assist Service Desk/ Release Team for any RFCs

KEY CONCEPTS
 Incident
◦ An occurrence of event(s) which disrupts or can
potentially disrupt the normal service operation
 Problem
◦ Set of incidents with similar underlying
“unknown” cause(s)
◦ (A root cause of one or more incidents)
 Priority
 Escalation Mechanism
 Incident Lifecycle

Impact
Evidence of effect upon business activities
Urgency
Evidence of effect upon business deadlines
Priority = Impact X Urgency

Functional Escalation
 Through various functions or support group levels
Hierarchical Escalation
 Through organizational hierarchy
Escalation Mechanisms

Incident Detection & Recording
Classification & Initial Support
Investigation & Diagnostics
Resolution & Recovery
Incident Closure
Request Fulfillment Procedure
Is it a
Request?
Ownership,
Monitoring,
Tracking &
Communication
YES
NO
Incident Life Cycle

MAJOR INCIDENTS
These are incidents which have a short
timescale target & higher urgency
Major Incident NEED NOT BE A Problem

METRICS
Number/Percentage of proactively recorded
Incidents
Average time to resolve Incidents
Number of Incidents/workstation within
SLAs
Percentage of Incidents resolved at First
Line, Second Line Support
Total no. of Remote resolution of Incidents

Incident Manager : who is the overall in-charge of the Incident
Management process and is responsible for:
Creating Process Reports
Organising Management Information
Recommending measures
Usually this role is assigned to Service Desk Manager
Support Groups
Level 1 to Level n
Tech Specialist Group
Super Users
They act as a link between IT & Service Desk
Manage expectations of users in terms of SLAs & Service Desk
Training & Encouraging users for minor incident resolutions
Involvement in new releases/roll outs

EVENT MANAGEMENT

Simply Speaking
• Event Management = Detect Events & decide appropriate
Actions

OBJECTIVES
Detect Events, Make Sense/Analyze them & Decide
the appropriate action
Monitor, Record & filter the relevant events
Trend Analysis as a Proactive Measure/Study
purpose
Contributes to maintain SLAs.

• Event
• A notification or alert created by IT Service, CI or
Monitoring Tool
• Event Management
• A process of managing the events throughout their
lifecycle
• Typically done by IT Operation Staff
• Alerts
• An occurrence of something which triggers event or a
call for action or a human intervention

Information
An event which is only meant to provide
information
E.g. Backup job completed
Usage
To check status of activity, device
To get statistics
Informational events are usually recorded for a
pre-determined period
Types of Events

Type of Events….contd
• Warning
• Event meant as a proactive measure to indicate that
service or device is reaching a threshold
• E.g. Network traffic reaching a congestion point
• Exception
• Event which indicates that a service or a device is
behaving abnormally (against a defined behavior)
• E.g. Hdd1 in RAID has failed

ACTIVITIES
• Recording, Filtering Events
• All Events usually get recorded in a log file
• Events are filtered according to their types either automatically
or manually
• Prioritization of Events
• Events are prioritized based on their importance & their types
• Based on SLAs, some events can always get high priority
• Exceptions Management
• Exception is usually converted into Incident or problem or RFC
• Exception does NOT necessarily represents Incident/problem

METRICS
• Effectiveness of Event Management
• How best are the events designed
• Are they in alignment with SLAs?
• Are they monitored, recorded, filtered correctly?
• How well the events data is maintained
• How many incidents are logged proactively based on
Warnings/Exception

• Usually NOT a dedicated role such as Event Manager
• Event Management is conducted by staff in
• Service Desk
• Less Involvement.
• Typically involved for logging incidents based on Exceptions
• Technical & Application Management
• Both Application & Technical Management value add to
event management during Service Design, Service Transition
& Service Operation
• IT Operations Management
• Usually clubbed with Technical or Application management
• Typically do Monitoring & First-Lie responses

REQUEST FULFILLMENT

Simply Speaking
• Request Fulfillment = Provide a quick response to
standard service requests.

OBJECTIVES
• To communicate (or make available) the information
regarding existing Standard services & the procedures
• To provide channel & mechanism for users to avail these
standard services
• Users need to raise a Service Request for the same
• To provide the standard services to users
• May need to work in background as well for e.g.
procurement of h/w (like mouse) for standard services
• To assist for general queries, updates on standard services
NOTE - Request Fulfillment derives guidance from Change Management

KEY CONCEPTS
Service Requests & Standard Service
Components of Standard Services
Request Model

• Service Request
• A request from users for Standard service
• Standard Service
• Typically involves a routine type of change
• Although may be managed by Service Desk, it is NOT treated
as Incident
• E.g. Change of Mouse, Resetting password
• Components of Standard Service
• Pre-defined process
• Some changes can be pre-approved (or Auto Approved) e.g.
Requesting stationary
• Some changes may require additional or special approvals

• Request Model involves a process-flow for Request
Management
• Make Self-Help available
• Typical process flow would be
• User initiates request
• Request is accepted (or rejected as per process) by Service
Desk
• Necessary Approvals (if not pre-approved) are sought by SD
• SD may also order the components (h/w or s/w) if out of
stock
• When approvals and components are ready, SD delivers the
service to user
• Service request is closed by SD

METRICS
User Satisfaction Survey feedback
Number of Requests fulfilled

Usually NOT a dedicated role such as Request
Manager
Request Fulfillment is managed by staff in
Service Desk, Incident team or other team as
designated by organization
Typical responsibilities as per Request Process
Flow
Mostly Service Desk Manager is accountable

ACCESS MANAGEMENT

Simply Speaking
Access Management = Manage the Access to Services

OBJECTIVES
• Granting authorized users the access to their Required
services
• Ensure that the access provided is of Right level
• Revoke the access after getting the necessary &
relevant approvals
• Prevent non-authorized access (from possible sources)
NOTE – Access management derives guidance from Information Security Management

KEY CONCEPTS
Access
Level & Extent of functionality that users can enjoy
Identity
Unique Information about the user which confirms his status
within the organization
Rights
Actual settings which ensure that users get the required access
Service & Service Groups
Set of services to which users can get the access in one go
Directory Services
A specific type of tool to help manage the Access or Rights

ACTIVITIES
• Request Access
• Users can request access via, RFC or Service Request via
Request Fulfillment or Helpdesk Menu
• Verify User Identity
• Access Management Team ensures that users are who
they say are & they have legitimate requirement for
service
• Provide Rights
• Access team provides the rights to users as per Policies of
the organization

Monitor Identity Status
Monitor users identity status, their change of roles,
expiry of valid account etc.
Log & Track the Access
Ensure the Accesses are logged & data is
maintained as per organizations policies
Revoke or Restrict Access
Revoke/Restrict or modify the rights as per user
status & as directed by policies

METRICS
Meeting Access SLAs
Accurate levels of Access Management
Any other metrics as asked by Information Security
management

• Usually NOT a dedicated staff
• Typically carried out by Service Desk staff
• May also be managed by
• IT Operations Management Staff
• Technical Management Staff
• Applications Management Staff

PROBLEM MANAGEMENT

Simply Speaking
Problem Management = identify Root Cause of the
incident(s)

OBJECTIVES
To ensure that problems are identified and
resolved
To eliminate recurring incidents
To minimize the impact of the incidents or
problems that can not be prevented

KEY CONCEPTS
• Problem
• A root cause of one or more incidents
• Problem Model
• A model/ set of guidelines to deal with the problems which
can not be prevented
• Workaround
• A temporary solution / Quick Fix which enables to user to
continue using the service even though the root cause is not
identified/removed
• Usually Problem Team suggests workaround & Incident
team implements it

KEY CONCEPTS…CONTD
• Known Error
• A Problem for which the root cause is identified and
a temporary Work-around has been made available
• A Known Error is resolved by eliminating the root
cause permanently (E.g. via RFC)
• Known Error Database
• The purpose of this database is to maintain a record
of all the previous incidents, problems & known
errors

• Reactive Problem Management :
• The Reactive Problem Management activities help in
identifying the root causes of the Incidents.
• Then, these help in suggesting permanent solutions
so that these Incidents do not recur.
• Proactive Problem Management :
• The Proactive Problem Management activities aim at
preventing Incidents before they occur. This activity
helps identify weaknesses in the IT infrastructure
and suggests methods to eliminate these
PROBLEM MANAGEMENT TYPES

METRICS
Number of Incidents reduced by resolving Problems
Time needed to resolve Problems
% of Problems re-occurred
Well maintained KEDB

• Problem Manager : who is the overall in-charge of the Problem
Management process and is responsible for:
• Developing and maintaining the process
• Assessing effectiveness of the process
• Managing the Problem Support staff
• Providing MIS to management
• Allocating resources to the Support activities
• Support Groups : Are the Support Group Personnel who help the
Problem Manager in Reactive and Proactive Problem Management
through
• Identifying and recording problems
• Advising Incident Management team about workaround and fixes
• Identifying trends and potential sources of problems
• Submitting RFCs to prevent the occurrence
• Prevent the replication of problems to multiple systems

IT OPERATIONS MANAGEMENT (FUNCTION)

Simply Speaking
IT Operations Management = Support day-to-day basic
level operational activities

OBJECTIVES
Ensure the Infrastructure Stability by performing basic
level jobs
Support day to day operational activities
Identify the opportunities to improve overall
operational performance & saving costs
Initial level diagnosis (& resolution) of operational
incidents

ACTIVITIES
• Basic level activities such as
• Backup & Restore jobs, Tape Management
• On call (telephone) or Remote Control (Vnc, netmeeting)
resolution
• Outlook configuration
• Facilities Management (e.g. Printer management)
• Basic H/W & S/W installations/configurations

• IT Operation Manager
• Leadership/Management activities
• Management Reports
• Shift Leader
• Overall in-charge of shift activities
• Roaster plans, reports, updates etc.
• Analysts
• Senior staff with more important workload
assigned
• Operators
• All basic level jobs/ activities

TECHNICAL MANAGEMENT (FUNCTION)

Simply Speaking
Technical Management= Maintain Technical Knowledge &
Expertise

OBJECTIVES
Design of efficient, resilient & cost-effective IT Infrastructure
for the organization
Maintain Technical Knowledge & Expertise as required to
manage this IT Infrastructure
Ensure availability of actual technical resources when
required especially during failure
Other activities/roles within other ITIL processes or as
directed by organization
Provide technical resources for complete lifecycle i.e. design,
build , test, transition , implement & improve

KEY CONCEPTS
Technical Management Alignment
Alignment as per Technical lines for e.g.
Mainframes, Networks etc.
Activities
Manage lifecycle of Organization's IT
Infrastructure
Maintain Knowledgebase
Constantly update Technical expertise

Technical Managers/ Leads / Analysts / Operators / Specialists
Leadership/management activities
Arranging Trainings, other activities to update the technical
knowledge
Reporting to senior management
Ensure policies/processes are in place for maintaining the
technical data/knowledge

APPLICATION MANAGEMENT (FUNCTION)

Simply Speaking
Application Management = Managing Application throughout their
Lifecycle

OBJECTIVES
Identify the requirement of Applications
Design efficient, resilient & cost effective applications for
managing IT Infrastructure
Ensure availability, security of the applications
Maintain the operational applications & their day-to-day
activities
Provide support during Application Failures
Improve the functionality of applications as per organization’s
needs

ACTIVITIES
Manage applications throughout their lifecycle
Assist Design, Build, Test & implement applications
Maintain knowledge & expertise for Managing the
applications
Make Application resources available
May be involved in Development project but it’s
not their primary responsibility

• Application Managers / Team Leaders
• Leadership & management activities
• Reporting to Senior Management
• Trainings & other activities to improve expertise &
knowledgebase
• Application Analysts / Architect
• Work with first level users to capture & manage their
requirements
• Created & maintain standards for Application sizing,
performance modeling etc.
• Coordinate with Technical Management team as
applicable

5. CONTINUAL SERVICE IMPROVEMENT

KEY CONCEPTS
CSI Model
Service Measurement
VDJI Structure
Types of Metrics
7 Step Improvement Process

Continual Service Improvement Model

Service Measurement
Ability to capture the performance of an End to
End service against Targets/Standards
Also helps in prediction of future performance
Produces management reports for comparison /
Trend

Why do we measure?
Organization’s
Measurement
Framework
Strategic
Vision
To Validate
Changes
Corrective
Actions
ToIntervene
Factual
Evidence
ToJustify
Targets
Metrics
To Direct

Types of Metrics
• Technology based Metrics
• Typically used for applications, components etc.
• E.g. Performance, Downtime
• Process based Metrics
• Focused on Customer, Processes
• E.g. KPI, CSF
• Service based Metrics
• End to End services
• Focused on Supplier
• E.g. Gold/bronze package service

• Service Manager
◦ Oversee the development, implementation, Evaluation
& Ongoing management of all new & existing products
& services
◦ Develops Business Case, Product Line strategy &
Architecture
◦ New Service Deployment & lifecycle Schedules
◦ Perform Service Cost Management
◦ Instill a Market Focus

7 Step Improvement Process
1.Define What
You should
measure
2.Define What
You can
measure
3.Gather the
Data
4.Process the
Data
5.Analyze the
Data
6.Present & use
the Information
7.Implement
corrective
Actions
Goals

• CSI Manager
• Drive, Communicate & Coordinate CSI Vision &
Initiatives in organization throughout service lifecycle
• Oversee & be Accountable for the success of all
Improvement initiatives
• Constantly work with Process/Service owners to identify
Scope of Improvement
• Build effective relationships with the Business & IT
managers
• Ensure Monitoring is in place to gather Data

SUMMARY OF ITIL v3 PROCESSES & FUNCTIONS

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