ITIL 3 Flashcards
What is ITIL
a systematic approach to high quality IT service delivery
-dovumented best practice for IT sercvice managment
-provides common lanaguage w well defined terms
-developed in the 1980s by what is now the oofic eof govement commers
itSMF also invovled in mainting best practice in maintiang best practice documentation in ITIL
-itsmf is gloval independetn not for profit
What about v3
ITIL stated in the 80s
-40 publications
v2 came along in 2000-2002
-still large and complex-8 books -talks about what you should do
v3 in 2007
-much simplfies and rationased to 5 books
-much clearer guidance on how to provide service
-esieer, more modular accrddiation path
-keeps tactial operatonl guidance
-gives more proinence to sstategic ITIL guidance relvant to senrior staff
-alsinged with iso2000 standard fo service managment
key concepts
service
-deliver value to customer by facilitating outcomes customers want to achieve withuout owenership of the specifci costs and risks (THE HFS backup services means that you as UNIT ITSS dont have care about how much tapes disks or robots cost and you dont have worry ifone of the HFS staff is off sick or leaves
service leve
-mesurd and reported ahcievment againt one or more service level target
red=1 hr response 24/7
amber -4 horu response 8/5
green = next busniess dat
service level agreement
written andnnegoteatied agreenment betwen service provider and customer documenting agreed service levels and cost
configuartion mangment system
-tools and databases to mange IT service providers for confifuration data
-contains CMDB
which records hardware, software, documentation and anything else important to IT provison
Release
-collection of hardware, software, documentation process or other things require to implent oneor more approved changes to IT service
incident
-unplanned interruprtion an IT service or unplanned reduction in its quality
work-around
-reducing or elimainting the impact of an incident without resolving it
problem
-unknown underlying cause of one or more incidents
4ps of manamgent
people-skills, training, communication
processes -actions, activities, changes goals
-products-tools, moniotr, measrue, improve
-partners-specialist suppliers
service delivery strategeus
in sourcing - all parts inernal
out soutsing - external resources for specic and defines area (contract cleaneers)
co-sourcing- mixture of intenral an external resources
knowledge process outsouring(domain based business expertise)-outsourcing of partcipular process with additional expertise from the provder
appliction outsourcing-external hosting on shared
appliction outsouing-external hositng on shared comptuers application on emans(Survery meet o manic)
busniess process outsouring-outsorucing of specifc processes (HR libary circulation, payroll)
partnership-multisourcing - sharing service provsion over time with two or more organizaions (shared IT corpus)
service lifecycle
Service strategy
-strategy generation
-fiancial maang
-service portfio mangment
-demand managment
Service design
-capacitty, availablity, info securirty manamgnent
-service level and supplier manamget
Service transition
-planning and support
-release and demployment
-asset and config mangment
-change managment
-knowledge mangment
service operation
-problem and incident mangment
reuest fulfillment
event and access managment
Contiual service improvment
-service mesurement and rpeorting
-7 step imprvoment process
service strategy
- What are we going to provide?
- Can we afford it?
- Can we provide enough of it?
- How do we gain competitive advantage?
- Perspective
– Vision, mission and strategic goals - Position
- Plan
- Pattern
– Must fit organisational culture
Has 4 activities
-define the market
-develop the offerings
-develop strategic assets
-prepare for execution
Service Assets
-Reoruces (thing you buy or pay for, IT infrsture, people, money, tangible assets)
Capabilites(thing you grow, ability to carry out a activity, intangible assettrnsform resoures,transform resources into services)
Service portfolio managment
-priroritieses and manges invesmtnet and resource alloction
-proposed services are proepry assessed(Business case)
existing services assed outcomes(repalce, rationalise,renw, retire)
dmeand managment
-ensures we dont waste money with excess capacity
enerusres we have enoguh capcit to meet demand agreed quality
patterns of business activity to be considered (economy 7 electricity, cogestion charging)
service design
-how we going to provide, build,test and deploy it? hoslitic approact to determine the impact of change indrouction the exisitng services and mangment proccesses
processes in sd:
avaialbity magment
capcity manamenget
diaster recovery itscm
supplier mangment
service level managment
IS managment
service cataglogue managment
SLA
operation level agreements which internal
underpinning contractact external organizatiiion supplier mangment
can be an enexxe to contract
should be clear fand fair
KPI
how many services have slas
how dos the number of breaches of SLA change over time
in sla u may find customer resopnsibles, service distriputon, change response time
Types of SLA
* Service-based
– All customers get same deal for same services
* Customer-based
– Different customers get different deal (and
different cost)
* Multi-level
– These involve corporate, customer and service
levels and avoid repetition
Right cpacity right time right cost
this is cpacity mangment
valances cost against capacity so minimises chile maianitng a quaity of service
- Ensure that IT services matches or exceeds
agreed targets - Lots of Acronyms
– Mean Time Between Service Incidents
– Mean Time Between Failures
– Mean Time to Restore Service - Resilience increases availability
– Service can remain functional even though one or
more of its components have failed
TSCM – what?
* IT Service Continuity Management
* Ensures resumption of services within agreed
timescale
* Business Impact Analysis informs decisions
about resources
– E.g. Stock Exchange can’t afford 5 minutes
downtime but 2 hours downtime probably wont
badly affect a departmental accounts office or a
college bursary
Standby for liftoff…
* Cold
– Accommodation and environment ready but no IT
equipment
* Warm
– As cold plus backup IT equipment to receive data
* Hot
– Full duplexing, redundancy and failover
Information Security Management
* Confidentiality
– Making sure only those authorised can see data
* Integrity
– Making sure the data is accurate and not
corrupted
* Availability
– Making sure data is supplied when it is requested
service trainsition
build
deploy
testing user acceptance
bed in
set cusotmer exp
enable relatse integation
reduce perfomance varioantion
document and reduce known errors
minimize risk
ensure proper use of services
soemthings exlduded
-swapping failed devic
-adding new user
-installaing standard software
knowlege mangment
vital to enablgin the rightifno to b proveded at therght timepace ant the right time to the right person to enable ifnormed decison
stops data being locked awy w indivuals
ovious organization adb
data info know wisdom
wdsom cannot be assit by tehcnology only comes w experience
service knowledge info
mangmetn system is cruatiral retain val info
sevice asset and congig
maging these porpery is key
provides locial modes of infra accuration info
control assets
minimised costs
enables proper change and relasse magn
speeeds incident and problem resolution
confiugration ms
rleae data
asset and config chang edata document
- A Baseline is a “last known good
configuration” - But the CMS will always be a “work in
progress” and probably always out of date.
But still worth having - Current configuration will always be the most
recent baseline plus any implemented
approved changes
Respond to customers changing business
requirements
* Respond to business and IT requests for change
that will align the services with the businessneeds
change types
normal non urgent requries approval
stnadard non urgent fowlowsi s=extalpbed path no approval needed
emergy requries approval but too urgent fro normal proecduere
* Roles
– Change Manager
– Change Authority
* Change Advisory Board (CAB)
* Emergency CAB (ECAB)
* 80% of service interruption is caused by operator
error or poor change control (Gartner)
- Change Manager (VITAL)
- One or more of
– Customer/User
– User Manager
– Developer/Maintainer
– Expert/Consultant
– Contractor - CAB considers the 7 Rs
– Who RAISED?, REASON, RETURN, RISKS, RESOURCES,
RESPONSIBLE, RELATIONSHIPS to other changes
Release Management
* Release is a collection of authorised and tested
changes ready for deployment
* A rollout introduces a release into the live
environment
* Full Release
– e.g. Office 2007
* Delta (partial) release
– e.g. Windows Update
* Package
– e.g. Windows Service Pack
Phased or Big Bang?
* Phased release is less painful but more work
* Deploy can be manual or automatic
* Automatic can be push or pull
* Release Manager will produce a release policy
* Release MUST be tested and NOT by the
developer or the change instigator
serv operation
matinenance
magtm
relasies strategic objetices and where value is seen
process
icidnet mgmg
problem mgmnt
event mgns
request fulfilement
access mangment
functions in serv operation
service desck
tehc magt
it operation mangment
application mangagmetn
balance btw reactice proative
repsonsivenes stability
cost qualit
internl external
Incident Management
* Deals with unplanned interruptions to IT
Services or reductions in their quality
* Failure of a configuration item that has not
impacted a service is also an incident (e.g.
Disk in RAID failure)
* Reported by:
– Users
– Technical Staff
– Monitoring Tools
event magment
3 types of events
info
warning exception
Need to make sense of events and have
appropriate control actions planned and
documented
Request fulfilment
Information, advice or a standard change
* Should not be classed as Incidents or Changes
* Can we give more examples?
problem mangment
aimins to precent probls and resulting incidetns
eliminating recurring incidents
proactive prob manament
idetifeis areas of poetential weakness
idefieies workarounds
reactive probme mangment
ideitnifes underlying causes of incidets
-identifies changes to prevent recurrence
access mangment
right thngs for users at right time
Concepts
– Access
– Identity (Authentication, AuthN)
– Rights (Authorisation, AuthZ)
– Service Group
– Directory
Service Desk
* Local, Central or Virtual
* Examples?
* Single point of contact
* Skills for operators
– Customer Focus
– Articulate
– Interpersonal Skills (patient!)
– Understand Business
– Methodical/Analytical
– Technical knowledge
– Multi-lingual
* Service desk often seen as the bottom of the pile
– Bust most visible to customers so important to get rig
Continual Service Improvement
Focus on Process owners and Service Owners
* Ensures that service management processes
continue to support the business
* Monitor and enhance Service Level
Achievements
* Plan – do –check – act (Deming)
Service Measurement
* Technology (components, MTBF etc)
* Process (KPIs - Critical Success Factors)
* Service (End-to end, e.g. Customer Satisfaction)
* Why?
– Validation – Soundness of decisions
– Direction – of future activities
– Justify – provide factual evidence
– Intervene – when changes or corrections are needed
7 steps of oimprovment
-what should we measure
-what can we mesure
-gather
process data
-analyse data
presetn and use info
corrective action
ITIL roles
process owner-ensures fit for purpose
proces manger-montiora and reports on process
service owenr-accountable for delviery
servemanager-resposnible for inatiaon, transition, and maintenance
brm
servise asset and configuariton
-service asset manager
-service knowledge manger
-configuration manger
-configuartion analust
-confiuration libararina
-cms tools adminstraitor
Process
structuree set of activies designed to accomplish defined objectece
-inputs and outputs
-measurable
ficntion
team or group of people and tools they use to carry out one or more porcess or activies
-own practices and knowledge body
ITIL4
best practice guidance for IT service mgmt
