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ITIL 4.0 Foundation 1556088170980 (Key concepts of service management…

- - - - Design & Transition
        The purpose of design and transition value chain activity is to ensure that products and services meet stakeholders expectations for quality, costs, and time to market
      - Engage
        The purpose of engage value chain activity is t provide a good understanding of stakeholders needs, transparency, and continual engagement and good relationships with all stakeholders
      - Obtain/build
        The purpose of obtain/build value chain activity is to ensure that services components are available when and where they are needed, and meet agreed specifications
      - Plan
        The purpose of the plan value chain activity is to ensure a shared understanding of the vision, current status, and improvement direction for all dimensions and all products and services across the organization
      - Deliver & support
        The purpose of deliver and support value chain activity is to ensure that services are delivered and supported according to agreed specifications an stakeholders' expectations
      - Improve
        The purpose of improve value chain activity is to ensure continual improvement of products, services, and practices, across all value chain activities and the four dimensions of service management
  - - - Service desk practice
        
        Key message
        
        The purpose of service desk practice is to capture demand for incident resolution and service requests. It should also be the entry point of contact for the service provider with all of its users
        
        - The service desk provides a clear path for users to report incidents, queries and requests. It:
        
        requires active support fringe there departments for escalations
        
        has a practical understanding of the wider organization, business processes, and user needs
        
        provides a self-service online portal for logging of service requests and incident after hours
        
        Channels
        
        Chat
        
        Emails
        
        Service Portals
        
        Walk-in service
        
        Phone
        
        Social Media
        
        Forums
        
        Capabilities and technologies
        
        Configuration management system
        
        Virtual service desks require more sophisticated supporting technology - often cloud-based solutions
        
        Dashboard and monitoring tools
        
        Remote access tools
        
        Call recording and quality control
        
        Knowledge base
        
        Workforce management and resource planning systems
        
        Workflow for routing and escalations
        
        Intelligent telephony systems
        
        Heat map
        
        Engage(3) - main channel for tactical and operational engagement with users
        
        Design and Transition(2) - provides communications for users regarding new or changed services and participate in planning, testing, and early дау support
        
        Improve(2) - activities monitored feedback collected from users to support continual improvement
        
        Obtain/Build(1) - involving in acquiring service components to fulfill service requests and resolve incidents
        
        Delivery and Support(3) - coordination point for managing service requests and incidents
      - Incident management practice
        
        Definition: Incident
        
        An unplanned interruption to a service, or reduction in the quality of a service
        
        Key concepts
        
        Major incidents and security incidents are usually handled by separate processes
        
        Incident are prioritized to provide appropriate management and resource allocation
        
        Target resolution times are agreed, documented and communicated
        
        Every incident should be logged and managed to meet customer and user expectations through a formal logging process
        
        Information about incident should be stored in incident records within a suitable tool. Ideally the tool should be integrated, providing links tolerated CIs, changes, problems and known errors and matching of incidents along within intelligent analysis
        
        How an IT organization manages incidents has an enormous impact on customer and user satisfaction, and on how the service provider is perceived
        
        Effective Incident management requires a high level of collaboration and information sharing within teams, including the service desk, technical support, applications support, and vendors, and good quality updates in a timely fashion
        
        Detailed procedures for how to diagnose, investigate and resolve incidents is usually out of scope for incident management
        
        Key message
        
        The purpose of incident management is to minimize the negative impact of incidents by restoring normal service operation as quickly as possible
        
        Incident resolution
        
        Users, through use за self-help
        
        Service desk agents
        
        Technical and application support teams through escalations
        
        Vendors and partners supporting the service
        
        Major incidents response teams, often assembled and used when a major outage occurs
        
        In extreme cases, disaster recovery teams, if invcident result in a disaster occurring
        
        Heat map
        
        improve(2) - Incident records are key input to improvement; we prioritize on frequency and severity
        
        Engage(3) - incidents are visible to both users and customers; regular communication to understand issues, setting expectations, providing status updates, and confirmation on incident resolution
        
        Design and Translation(2) - incident may occur in test environments as well as during release and deployment, these need to be resolved in timely manner
        
        Obtain/Build(2) - resolve incidents in timely and controlled manner if they occur in development
        
        Deliver and Support(3) - significant contribution, includes resolving incidents and problems
      - Change control practice
        
        Key message
        
        The purpose of change control practice is to maximize the number of successful serviced product changes by ensuring that risks have been properly assessed, authorizing changes proceed, and and managing the change schedule
        
        Definition: change
        
        The addition modification, or removal of anything that could have a direct or indirect effect on service
        
        Key concepts within change control:
        
        Important to distinguish change control from management of organizational change
        
        The scope of change control is defined by each organization
        
        Must balance the need to make beneficial changes that will deliver additional value with needs to protect customers and users from adverse effect of changes
        
        Types of changes
        
        Standard changes
        
        Normal changes
        
        Emergency changes
        
        Heat map
        
        Plan(1) - to control changes to product and service portfolios, policies and practices
        
        Improve(3) - assess and authorize improvements in the same way as the changes
        
        Engage(1) - to inform and consult with customers and users about changes
        
        Design and Transition(3) - many changes are initiated as a result of changed services; change control activity is a major contributor to transition
        
        Obtain/Build(3) - changes to components are subject to change control whether built in-house or obtained from suppliers
        
        Deliver and Support(3) - communicate to personnel involved in this value chain activity. They play a part in assessing and authorizing changes
      - Service configuration management practice
        
        Definition: Configuration item
        
        Any component that needs to be managed in order to deliver an IT service
        
        Key concepts within service configuration management:
        
        Service CIs are stored in a configuration management system, which helps the organization to understand how the CIs work together and how the CIs for particular service are related
        
        The value created by the services configuration management practice is indirect and the effort needed to collect and maintain the information must be balanced against the value the information creates
        
        The service configuration management practice manages information about service CIs, including hardware, software, networks, people, documentation
        
        Key Message
        
        The purpose of the service configuration management practice is to ensure that accurate and reliable information about the configuration of services, and CIs that support them, is available when and where it is needed. This includes information how CIs are configured and the relationships between them
        
        Configuration management system (CMS)
        
        Definition: Configuration management system
        
        A set of tools, data, and information that is used to support service configuration management
        
        Needs processes to:
        
        Identify new CIs and add them to the CMS
        
        Update configuration data when changes are deployed
        
        Verify configuration records are correct
        
        Audit applications and infrastructure to identify any items that are not documented
      - IT asset management practice
        
        Definition: IT asset
        
        The scope of IT asset management includes all software, hardware, networking, cloud services and client devices
        
        Any functionally valuable component that can contribute to the delivery of an IT product oк service
        
        Types of IT asset management
        
        Asset management
        
        IT asset management (ITAM) - a sub-practice of asset management that is specially aimed at managing the lifecycles and total costs of IT equipment and infrastructure
        
        Software asset management (SAM) - an aspect of IT asset management that is specially aimed at managing the acquisition, development, release, deployment, maintenance, and eventual retirement of software assets. SAM procedures provide effective management, control, and protection of software assets
        
        Key message
        
        The purpose of IT asset management practice is to plan and manage the full lifecycle of all IT assets, to help the organization:
        
        control costs
        
        manage risks
        
        maximize value
        
        support decision making about purchase, re-use, and retirement of assets
        
        meet regulatory and contractual requirements
        
        Activities of IT asset management
        
        Hardware assets must be labeled for clear identification. It is important to know where they are and to help protect them from theft, damage, and data leakage
        
        Software assets must be protected from unlawful copying, which could result in unlicensed use. The organization must ensure that license terms are adhered to and that licenses are only re-used in ways that are allowed under the contract
        
        Cloud-based assets must be assigned to specific products or groups so that costs can be managed. Funding must be managed so that the organization has the flexibility to invoke new instances of cloud services when need it, and to remove instances that are no longer used
        
        Client assets must be assigned to individuals who take responsibility for their care. Processes are needed to manage lost or stolen devices
      - Release management practice
        
        Definition: release
        
        A version of service or other configuration item, or collection of configuration items, that is made available for use
        
        Key concepts within release management
        
        A release is comprised of different infrastructure and application components, including documentation and training materials and tools
        
        Releases may vary in size from very small (minor file patch), to very large (entire service)
        
        A release schedule is used to document timing for releases
        
        In some environments, almost all release work takes place before deployment, with detailed deployment plan
        
        Key message
        
        The purpose of the release management practice is to make new and changed services and features available for use
      - Service level management
        
        Definition: service level
        
        One or more metrics that define expected or achieved service quality
        
        Definition: level agreement
        
        A documented agreement between a service provider and customer that identifies both services required and the expected level of service
        
        Key message
        
        Service level management provides end-to-end visibility of the organization's services. It:
        
        Establishes a shared view of the services and targets with the customer
        
        Collects, analyze, stores, and reports on relevant service metrics
        
        Performs service reviews
        
        Catures ans reports service issues
        
        The purpose of the service level management practice is to set clear business-based targets for service performance, so that the delivery of service can be properly assessed, monitored, and managed against these targets
        
        Key requirements for successful SLA:
        
        Relates to defined service in the service catalog
        
        Relates to defined outcomes and not simply focused on operational metrics
        
        Avoids the 'watermelon SLA' effect
        
        Based on agreement between service provider and service consumer
        
        Easy to understand for all parties
        
        SLM - sources of information
        
        Customer Engagement
        
        Customer Feedback
        
        Operational metrics
        
        Business metrics
        
        Heat map
        
        Engage(3) ensures ongoing engagement with customers and users
        
        Design and Transition(2) - receives input from Service Level Management and feedback from customers
        
        Improve(2) - obtains feedback and requirements from users and customers and drives service improvements
        
        Obtain/Build(2) - provide objectives for component and service performance as well as measurement and reporting capabilities
        
        Plan(3) - supports planning of the product and service portfolio and service offerings
        
        Deliver and Support(2) - communicates service objectives and operations and support teams and collects feedback
      - Problem management practice
        
        Definitions
        
        Known error - a problem that has been analyzed but has not been resolved
        
        Problem - a cause, or potential cause, of one or more incidents
        
        Workaround - a solution that reduces or eliminates the impact of an incident or problem for which a full resolution is not yet available. Some workarounds reduce the likelihood of incidents
        
        Key concepts
        
        Problem identification - these activities include identifying and logging problems, including recurring incidents, and issues reported from users, suppliers, developers, test teams and project teams
        
        Problem control - these activities include investigation and analysis the problem, and the documentation of any resolution including workarounds and known errors
        
        Error control - these activities include managing known errors where the initial analysis has been completed but a permanent solution has not been implemented yet; error control may identify the permanent solution
        
        Key message
        
        The purpose of the problem management practice is to reduce the likelihood and impact of incidents by identifying actual and potential causes of incidents, and managing workarounds and known errors
        
        Heat map
        
        Improve(3) - main focus area for problem management and provides the understanding needed to reduce the number of incidents and the impact of incidents that can't be prevented
        
        Engage(2) - problems that significantly impact services will be visible to customers and users. Workarounds are often presented to users via a service portal
        
        Design and Transition(1) - provides information that helps to improve testing and knowledge transfer
        
        Obtain/Build(1) - product defects may be identified by problem management
        
        Deliver and Support(3) - significant contribution by preventing incident repetition and supporting timely resolution of incidents
        
        Examples of problem management interfaces
        
        Implementation of problem resolution is often outside the scope of problem management. Problem management typically initiates resolution via change control and practices in the post-implementation review
        
        Output from problem management includes information and documentation concerning workarounds and known errors. Problem management may utilize information in knowledge management system to investigate, diagnose, and resolve problems
        
        Can be organized as a specific case of risk management to identify, assess, and control risks in any of the four dimensions
        
        Problem management activities can identify improvement opportunities in all four dimensions. Solution can be treated as improvement opportunities and included in the continual improvement register (CIR)
        
        Utilizes incident data to identify the actual and potential causes of incidents and their subsequent resolutions either via workarounds or permanent fixes
      - Monitoring and event management practice
        
        Types of events:
        
        Informational events do not require at the time they are identified
        
        Warning events allow action to be taken before any negative impact is actually experienced
        
        Exception events require action, even though business impact may not yet have been experienced
        
        Key activities of monitoring and event management:
        
        Establishing the strategy for monitoring
        
        Identifying what services, systems, and CIs need to be monitored
        
        Implanting and maintaining monitoring
        
        Establishing and maintaining thresholds for determining events
        
        Establishing and maintaining policies for the handling different events
        
        Implementing processes and automates required to operationalize the different thresholds, criteria and policies
        
        Definition: event
        
        Any change of state that has significance for the management of service of a service or other configuration item (CI). Events are typically recognized through notifications created by an IT service, CI, or monitoring tool
        
        Key message
        
        The purpose of the monitoring and event management porcticу is to systematically observe services and service components, and record and report selected changes of state identified as event. This practice identifies and prioritizes infrastructure, services, business processes, and information security events, and establishes the appropriate response to those events, including responding to conditions that could lead to potential faults or incidents.
    - - Continual improvement practice
        
        Key activities and improvement techniques
        
        Improvement techniques
        
        Balanced scorecard
        
        Assessments and audits
        
        SWOT
        
        Lean methods
        
        Continual improvement model
        
        Agile methods
        
        DevOps methods
        
        Key activities
        
        planing and implementing improvements
        
        making business cases for improvement action
        
        coordinating improvement activities across the organization
        
        assessing and prioritizing improvement opportunities
        
        identifying and logging improvement opportunities
        
        securing time and budget for continual improvement
        
        encouraging continual improvement across the organization
        
        measuring and evaluating improvements results
        
        It is good idea to select few key methods that are appropriate to the types of improvements the organization typically handles and cultivate those methods
        
        Personnel - though they are may be a group of staff focusing on improvement full-time, continual improvement is everyone's responsibility
        
        Key message
        
        The purpose of continual improvement practice is to align the organization's practices and services with changing business needs through the ongoing improvement of products, services, and practices, or any element involved in the management of products and services
        
        Continual improvement register
        
        The CIR tracks and manages improvement ideas from identification through to final action
        
        There can be more then one CIR in an organization, maintained by individuals, teams, departments, business utils, and any other groups
        
        As new ideas are documented and added, CIRs entries can be reprioritized based on current situation
        
        CIRs provides visibility to improvements underway, as well as those being considered and those recently competed
        
        The structure of the CIRs is flexible and should be structured based on context,What's important is the improvement ideas are captured, documented, assessed and prioritized appropriately
        
        Heat map
        
        Improve(3) - structures resources and activities enabling improvement at all levels of the organization and service value system (SVS)
        
        Engage, Design and Transition, Obtain/Build, Deliver and Support(3) - each of this value chain activities are subject to continual improvement, and the continual improvement practice is applied to all of them
        
        Plan(3) - identifying improvements and planing activities, methods and techniques
      - Supplier management practice
        
        Key message
        
        The purpose of supplier management practice is to ensure that the organization's suppliers and their performance are managed appropriately to support the seamless provision of quality products and services. This includes creating closer, more collaborative relationships with key suppliers to uncover and realize new value and reduce the risk of failure
        
        Activities central to supplier management
        
        Negotiations and agreeing contracts and agreements
        
        Managing relationships and contracts with internal and external suppliers
        
        Maintaining a supplier strategy, policy, and contract, management information
        
        Managing supplier performance
        
        Creating of single point of visibility and control to ensure consistency
      - Service request management practice
        
        Definition: service request
        
        A request from a user or user's authorized representative that initiates a service action which has been agreed as normal part of service delivery
        
        Key concepts within service request management:
        
        Service requests may be very simple, like a request for information, or they can be complex, like on boarding of new employee, of a laptop migration. Either way, steps to fulfill the request should be well-known, proven and documented
        
        Service requests are pre-definesв and pre-agreed as a normal part of service delivery, and should include a formal, standard workflow for initiation, approval and management of the service request
        
        Service requests may include routine change requests, like standard changes from users
        
        Key message
        
        The purpose of the service request management practice is to support the agreed quality of a service by handling all pre-defined, user-initiated service requests in an effective and user-friendly manner
        
        Heat map
        
        Improve(1) - provides a channel for improvement initiatives, compliments, and complaints from users and provides feedback regarding trends, quality and information about fulfillment requests
        
        Engage(3) - includes regular communications to collect user specific requirements, set expectations and provide status updates
        
        Design and Transition(2) - standard changes can be initiated and fulfilled as service requests
        
        Obtain/Build(2) - to provide pre-approveв service components needed to fulfill requests
        
        Deliver and Support(3) - to ensure users requests are fulfilled so users can remain productive
        
        Guidelines for service request management
        
        Policies should be established regarding what service requests will be fulfilled
        
        Expectations of users regarding fulfillment times should be clearly set
        
        Service requests and their fulfillment should be standardized and automated
        
        Opportunities for improvement request fulfillments should be continually identified, including ways authorize fulfillments
        
        Policies and workflows for redirecting requests which should have been submitted as incidents or changes
      - Relationship management
        
        Relationship management - key concepts
        
        Customers priorities and business outcomes are effectively established and articulated
        
        Stakeholders complaints and escalations are handled well
        
        Products and services facilitate value creation for service consumers as well as for the organization
        
        Stakeholder satisfaction is high and a constructive relationship is established anв maintained
        
        The organization facilitates value creation for all stakeholders
        
        Customer and stakeholder needs and drivers are understood; products and services are prioritized correctly
        
        Conflicting stakeholder requirements mediated appropriately
        
        Key message
        
        The purpose of relationship management practice is to establish and nurture the links between the organization and its stakeholders at strategic and tactical levels. In includes the identification, analysis, monitoring, and continual improvement of relationships with and between stakeholders
      - Information security management
        
        Information security management balances:
        
        Correction
        
        Detection
        
        Prevention
        
        Key message
        
        The purpose of information security management practice is to protect the information needed by the organization to conduct its business. This includes understanding and managing risks to the confidentiality, integrity, and availability of information, as well as other aspects of information security such as authentication (ensuring someone is who they claim to be) and non-repudiation (ensuring that someone can't deny that they took an action)
    - - Deployment management practice
        
        Deployment approaches:
        
        Continuous delivery - releases are integrated, tested and deployed when needed, allowing frequent opportunities for customer feedback loops
        
        Big bang deployment - releases are deployed on the all targets at same time. This approach is sometimes needed when dependencies prevent the simultaneous use of both old and new versions
        
        Phased deployment - releases are deployed to just part of the production environment at any time. The operation is repeated as many times as needed until deployment is complete
        
        Pull deployment - software is made available in a controlled repository and users download software to client devices when they choose
        
        Key message
        
        The purpose of deployment management practice is to move new or change 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
  - - - Exercise
        
        What are YOUR ideas about optimize and automate?
      - Guidelines for applying the principle
        
        Simplify/optimize before automating
        
        Define your metrics
        
        Use other guiding principles
    - - Excercise
        What ideas/techniques assist you to keep it simple and practical?
      - Guidelines for applying the principle
        
        Ensure every activity contributes to value
        
        Simplicity is the ultimate sophistication
        
        Do fewer things, but do them better
        
        Respect time of other people involved
        
        Easier to understand, more likely to adopt
        
        Simplicity is the best route to achieving quick wins
    - - Applying principle
        
        Collaboration does not mean consensus
        
        Communicate in a way the audience can hear
        
        Decisions can only be made on visible data
        
        Exercise
        
        What are some ideas/techniques for collaboration and visibility?
    - - - Progress iteratively with feedback
        
        Timings improvement iterations
        
        Scoping improvement iterations
        
        Other reflections on progressive iteratively
        
        Exercise
        
        What are some techniques that can be used to progress iteratively?
        
        Guidelines for applying the principles
        
        Comprehend the whole, but do something
        
        Ecosystem is constantly changing, so feedbacks essential
        
        Fast does not mean incomplete
    - - Consider the following:
        
        End of visibility of how demand is captured and translated to outcomes
        
        The four dimensions of service management
        
        External factors (PESTEL)
        
        Service value chain and the SVS
        
        Exercise
        
        How can thinking and working holistically be accomplished?
        
        Applying the principle
        
        Recognize the complexity of the systems
        
        Collaboration is key to thinking and working holistically
        
        Where possible, look for patterns in the needs of and interactions between system elements
        
        Automation can facilitate working holistically
    - - Applying the principle
        
        Look at what exists as objectively as possible
        
        Replicate or extend any successful practices or services
        
        Apply risk management skills
        
        Recognize that, very occasionally, nothing from current state can be reused
      - Excercise
        
        Let's identify where some of that research should take place?
    - - Exercise
        
        Base on the guiding below, what are the areas of value?
        
        Definition: Value
        The perceived benefits, usefulness, and importance of something
      - Guidelines for applying the principle
        
        Know how service consumers use each service
        
        Encourage the focus on value among all staff
        
        Focus on value during the normal operational activity as well as during improvement activities
        
        Includes focus on value in every step on improvement initiative
  - - - What is the Vision?
        Business vision, mission, goals and objectives
        
        Where are we now?
        Perform baseline assessments
        
        Where do we want to be?
        Define measure targets
        
        How do we get there?
        Define the improvement plan
        
        Take action
        Execute improvement actions
        
        Did we get there?
        Evaluate metrics ans KPIs
        
        1 more item...
- - - - The purpose of organization is to create value for stakeholders
    - - The perceived benefits, usefulness, and importance of something
  - - - Service consumer
        Benefits achieved; costs and risks optimized
        
        User
        A person who uses services
        
        Sponsor
        A person who authorizes budget for service consumption
        
        Customer
        A person who define the requirements for a service and takes responsibility for the outcomes and service consumption
      - Society and community
        Employment; taxes; organizations' contribution to the development of community
      - Service provider
        Funding from the consumer; business development; image improvement
      - Charity organizations
        Financial and non-financial contributions from other organizations
      - Shareholders
        Financial benefits such as dividends; sense of assurance and stability
      - Service provider employees
        Financial and non-financial incentives; career and professional development; sense of purpose
    - - A person or a group of people that has its own functions and responsibilities, authorities, and relationships to achieve its objectives
  - - - Goods
        Transferring from the provider to the consumer, with the consumer taking responsibility for future use
      - Access to resources
        Resources granted to the consumers under agreed terms; they remain under the control of the provider
      - Service actions
        Actions performed to address a consumer's need; they are performed by the provider in agreement with the consumer
  - - - Introduced
      - Removed
    - - Affected
      - Supported
    - - Removed
      - Introduced
  - - - Functional requirements
      - Features, inputs, outputs
      - What does the service do?
    - - How well does the service do it?
      - Non-functional requirements
      - Capacity, performance, availability