7 Key ITIL Management Practices Flashcards
What are the 7 key management practices?
Service level management.
Service request management.
Service desk.
Change enablement.
Continual improvement.
Property management.
Incident management.
Incident management
The purpose of incident management practice is to minimise the negative impact of incidents by restoring normal service operation as quickly as possible.
An incident is an unplanned interruption of a service or over reduction in the quality of a service.
Incident Management guidance:
Design for different types of incidents based on varying impact, e.g. major incident or information security incident.
Prioritise incident: based on agreed classification. Resolve higher business impact incident first.
Use a robust tool to log and manage incidents: linking to CI, changes, problems, known errors, and knowledge, and automate, matching incidents to relate incidents, problems or known errors.
Good collaboration tools might be needed ensure effective collaboration between everyone working on an incident.
Types of incidents:
Those resolved by uses themselves using self-help.
Those resolved by the service desk.
More complex incidents which will usually be escalated to support team.
Those escalated to suppliers or partners who office support for their products and services.
The most complex incidents, and all major incidents, which often require a temporary team to collaborate to identify the resolution.
Extreme cases, with disaster risk recovery plans might be invoked .
Swarming
Swarming involves many different stakeholders working together initially, until it is clear which is best place to continue, and which can move on. This can help manage certain incidents.
SVC contribution:
High: engage, deliver and support
medium: design and transition, obtain/build, improve
Low: plan
Service request manage
The purpose of the service request management practice is to support the agreed quality of a service by handling all predefined, user-initiated service request in an effective and user-friendly manner.
Initiation – approval – fulfilment.
A service request is a request from a user or a uses authorised representative that initiates a service action which has been agreed as a normal part of service delivery.
Step should be well-known and proven, agree, times for fulfilment, and provide clear communication of the status.
Request and the fulfilment should be standardised and automated to the greatest degree possible.
Policy should be established.
Times clear set based on what organisation can realistically deliver.
Opportunities for improvement identified and implemented for faster times and automation.
Policies in work included for documenting and redirecting. Any request submitted as service request, but which should actually be managed as incident or changes .
Service request management is dependent upon well designed processes and procedures. Operational lives through tracking and automationtools.
Service request workflows may be simple or complex.
This is the step to fulfil request should be well known and proven.
The service provider agrees to fulfil in times and communicates provides clear status to uses.
Some service request can be completely fulfilled by automation, creating a self service experience.
When new service request need to be added to the service catalogue existing work model should be leverage whenever possible.
SVC contribution:
High: deliver and support and engage.
Medium: obtain and built, and design and transition.
Low: improve
Methods for fulfilling requests
Service catalogues: about service offerings.
Service desk
The purpose of the service desk practice is to capture demand for incident resolution and service request. It should also be the entry point and single point of contact for the service provider with all of its uses.
Automation:
Captures and redirects out of scope issues
Provides a one stop shop for symbol a complex request.
Create a good customer experience.
Service desk provisions:
Chat function.
Email
Walk-in
Social media.
Phone calls
Service and request catalogues.
Service portals/mobile apps.
Service desk, skills and support:
Empathy
Emotional intelligence
Incident analysis and prioritisation.
Effective communication.
Intelligent telephone systems.
Workflow systems for routing an escalation
Knowledge base.
Call recording and quality control.
Remote access tools
Dashboard and monitoring tools
Configuration management systems.
SVC contribution
High: engage, deliver and support.
Medium: improve, design, and transition.
Low: obtain/built
Problem management
The purpose of the problem management practice is to reduce the likelihood and impact of incidents by identifying actual and potential causes of incident and managing workarounds and known errors.
A problem is a cause or potential cause of one or more incidents.
Unknown ever is a problem that has been analysed but has not been resolved.
The phases of problem management:
Problem identification – problem control – error control.
Problem identification can include performing trend analysis of incident records or other analysis of information.
Problem control involves problem analysis documenting, workarounds and known errors.
A workaround is a solution that reduces or eliminates the impact of an incident or problem for which resolution is not yet available. Some workarounds reduce the likelihood of incident.
Our control includes activities such as manage known errors. Identify potential permanent solutions, reassess status of known errors assess impact on customers and identify availability and cost of permanent resolutions.
Are the practices at links with all risk management, change, enablement problem management and continual improvement
SVC contribution:
High:  deliverance, support, improve
Medium: engage
Low design and transition and obtain/build
Continue improvement
The purpose of the continual improvement practice is to align the organisations practices and services, which changing business needs through the ongoing improvement of product, services and practices, or any element involved in the management of products and services.
SWOT:
strength
Weaknesses
Opportunities.
Threats.
What is the vision?
Where are we now?
Where do we want to be?
How do we get there?
Take action.
Do we get there?
Keep the momentum going.
Steps need to be linear; reevaluates/return as needed.
CSFs and KPIs
Critical success factor: unnecessary precondition for the achievement of intended results.
Key performance indicator: an important metric used, evaluate the success in meeting an objective
The take action step, could involve traditional approaches like waterfall waterfall style, or it could be more appropriate to follow an agile approach by experimenting, iterating, changing directions, or even going back to previous steps.
Some methods to continually improve:
Lean
Agile
DevOps
Tracking continue improvement ideas and projects:
Database or structured document called a continual improvement register (CIR)
Multiple CIRs can be maintained a different organisation, levelled, or a master CIR can be used
Ideas are also captured during project, execution or software development activities.
Highest levels of organisation/leaders/everyone is responsible for the CI.
SBC contribution:
Contribute highly to all.
Service level management
The purpose of service of a management practice is to set clear business based targets for service levels, and ensure that deliveryof services is properly assessed, monitored, and managed against these targets.
Service level is one or more metrics that define expected or achieved service quality.
Shared view of target service levels.
Meeting these levels.
Service reviews.
Meeting needs of organisation and customers.
And report on Services issues against defined service levels
Skills and competencies required for service level management:
Relationship management
Business liaison.
Business analysis.
Commercials/supplier management.
Pragmatic focus.
Service level agreements:
A documented agreement between a service provider and a customer that identifies both the services required and the expected level of service.
key requirements for SLAs:
Clearly defined outcomes simply written and easy to understand for all parties.
Watermelon SLA effect refers to where the essay may appear green on the outside, but is red on the inside customer/user satisfaction will be low, even though the SLA was met.
Customer engagement is key to understanding what service level is required.
Customer feedback gathered from several sources, both formal and informal, including services and key business related measures
Metrics
Operational metrics: low level indicators of various operational activities, e.g. availability, response, and resolution times.
Business metrics: any business related activity, deemed useful or valuable by the customer and used as a means of gauging success of the service.
SVC contribution:
High: plan engage improve.
Medium: design and transition, obtain/build, deliver, and support.
Change enablement
The purpose of the change enablement practice is to maximise the number of successful service and product changes by ensuring the risk have been properly assessed, authorising changes to proceed, and managing the change schedule
A change is the addition, modification, or removal of anything that could have a direct or indirect effect on Services.
Each organisation defines its change, enablement scope often as:
Infrastructure
Applications
Documentation
Processes.
Supplier relationships.
Anything directly or indirectly, impacting a product or service.
There is a difference between changing enablement and change management because change management manages. The people aspects of changes change enablement on the other hand is actually focuses focused on change in products and services.
Change authority: the person or group who authorises a change.
Types of change:
Standard change, Laura risk, pre-authorised. Well understood and fully documented does not require additional authorisation.
Normal change: need to be scheduled, assessed, authorise following process.
Emergency change: must be implemented ASAP, e.g. resolve an incident or implement a security patch.
Scheduling:
Can be used to help plan, changes, assist, communication, avoid conflicts, assigned resources, provide info needed for incident management, problem, management and improvement planning.
SVC contribution:
High: design and transition, obtain/build, deliver, and support, improve
Low: plan and engage
