GOU - ITIL V4 Foundation Training SMN- Module 7.pptx

Information Technology Infrastructure (ITIL) ® Version 4 Foundation Training
Appreciate the value of the ITIL practices
Appreciate the ITIL Practices and how they contribute to the Value Chain activities

1. Information Technology Infrastructure (ITIL ) ® Version 4 Foundation Training 2019

2. 1) Key Concepts 2) Purpose of ITL Practices 3) The Continual Improvement Practice 4) The Change Control Practice 5) The Incident Management Practice 6) The Problem Management Practice 7) The Service Request Management Practice 8) The Service Desk Practice 9) The Service Level Management Practice

3. Appreciate the value of the ITIL practices Appreciate the ITIL Practices and how they contribute to the Value Chain activities

4. Key Concepts In ITIL Practices

5. Key Concepts In ITIL Practices

6. Key Concepts In ITIL Practices

7. ITIL Practices There are 34 ITIL management practices 14 General Management Practices 17 Service Management Practices 3 Technical Management Practices

8. Architecture Management Continual Improvement Information Security management Knowledge Management Measurement and reporting Organizational Change Management Portfolio Management Project Management Relationship Management Risk Management Service Financial Management Strategy Management Supplier Management Workforce and talent Management ITIL Practices J 14 General Management Practices

9. Availability Management Business Analysis Capacity and Performance Management Change Control Incident Management IT Asset Management Monitoring and Event Management Problem Management Release Management Service Catalogue Management Service Configuration Management Service Design Service Desk Service Level Management Service Request Management Service validation and testing ITIL Practices 17 Service Management Practices

10. Deployment Management Infrastructure and Platform Management Software development and Management ITIL Practices 3 Technical Management Practices

11. Information Security Management Purpose

12. Information Security Management To maintain a balance, security should focus on;

13. Relationship Management

14. Relationship Management This Practice ensures that ; Stakeholder needs are understood, and products and services are prioritized Constructive relationships are established between the organization and stakeholders Priorities for new or changed products/services are established and maintained Products and services facilitate value creation for service customers and organizations Organizations facilitate value creation

15. Supplier Management Purpose; Ensure that the supplier and their performance are managed appropriately Create more collaborative relationship with key supplier Uncover and realize new value and reduce the risk of failure Key Activities Create a single point of visibility and control to ensure consistency Maintain a supplier strategy, policy, and contract management information Negotiate and agree contracts and arrangements Manage relationship with internal and external suppliers Manage supplier performance

16. Continual Improvement Key Activities Encouraging continual improvement across the organization Securing time and budget for continual improvement Identifying and logging improvement opportunities Assessing and prioritizing improvement activities Making business cases for improvement action Planning and implementing improving Measuring and evaluating improvement results Coordinating improvement activities across the organization

17. Continual Improvement Date Initiative Size Priority Due Date Team Comment Key Tool: Continual Improvement Register (CIR) CIR is a structured document used to track and manage improvement ideas Organizations capture, document, assess, prioritize and appropriately act on improvement ideas by use of the CIS Sample- Fields of a CIR Value Chain Activity Heat Level (From Low to High) Plan Improve Engage Design and Transition Obtain/build Deliver and Support High-level overview of Contribution of Continual improvement to the overall service chain

18. Continual Improvement- Class work Group 1 Value Chain Activity Heat Level (From Low to High) Plan Improve Engage Design and Transition Obtain/build Deliver and Support High-level overview of Contribution of Continual improvement to the overall service chain What is the relationship between the information and technology Dimension and the CIR What is the Contribution of the continual improvement Practice to the Value Chain activities? Rank them 1 – lowest, 2 – medium, 3- Highest

19. Availability Management

20. Capacity and Performance Management

21. IT Asset Management The IT asset Management practice plans and manages the life cycle of all IT Assets thus; Maximizing Value for Customers Controlling Costs and Budgets Coping with Risks Making decisions in terms of purchase and use Meeting governing and Promised requirements Software and Hardware Networking Cloud Services Devices & Non IT assets

22. Service Continuity Management The Service Continuity Management practice Ensure that the availability and performance of a service is maintained at sufficient levels in the event of a disaster Provides a framework for building organizational resilience, making orgs. capable of producing effective responses that safeguard the interests of key stakeholders, organization’s reputation, brand and value creating activities Provides support to Business Continuity Management (BCM) and planning capability Desired State: Required information technology and services can be resumed within required and agreed business timescales

23. Monitoring and Event Management

24. Release Management Testing Development

25. Service Configuration Management What are CIs? Any component that needs to be managed to deliver an IT service

26. Service Configuration Management A simplified diagram showing how multiple CIs contribute to an IT service Supplier Saas Component Cloud Infrastructure Data Center Local Server Local Storage Local Application User Client app Client device IT Service

27. Change Control

28. Change Control Change requests are assessed and authorized by the change authority e.g. the CAB Types of changes Standard- No authorization required, pre-defined workflow, low-risk e.g. updating virus software Normal- Can pose low to high risk, its impact/risk to org., requires authorization e.g change of functionality of software Emergency- Often high risk, must be implemented ASAP to resolve an incident, a separate change authority may be required e.g replacement of a malfunctioned drive Distinguish between change Control and organizational change management Organizational change mgmt. Change Control Manages the people aspect of the change Ensures improvements and the organizational transformation initiatives and implemented successfully Focuses on changes in products and services Balances the need to make beneficial changes that deliver additional value with the need to protect customers and users from adverse effects of change

29. Change Control - Class work Group 2 What is the Contribution of the Change Control Practice to the Value Chain activities? Rank them 1 – lowest, 2 – medium, 3- Highest Categorize the changes below with justification Replacing a faulty drive Adding a new functionality to an application Changing or adding a report Changing an IP addresses of a server Installing new software package Providing more disk space (within pre-defined limits) Value Chain Activity Heat Level (From Low to High) Plan Improve Engage Design and Transition Obtain/build Deliver and Support High-level overview of Contribution of Continual improvement to the overall service chain

30. Incident Management Purpose: To reduce the undesirable impact of incidents by restoring normal service operations as soon as possible Incident management is an important practice for the service provider to ultimately meet the expectations of users and customers Key activities Every incidents should be logged and managed Target resolution times are agreed, documented and communicated Incidents are prioritized Information about incidents should be stored in incident records

31. Problem Management

32. Phases of Problem Management Phases of Problem Management Relationship of Problem Management with other practices Identify and Log problems

33. Problem Management- Class work Group 3 What is the Contribution of the problem management practice to the Value Chain activities? Rank them 1 – lowest, 2 – medium, 3- Highest Which of these activities are incident Mgt and which are problem Mgt. Rebooting a server to re-establish connectivity Analyzing an event log after a server crash Selecting a supplier to supply a replacement part Asking the user to do a specific function in another way to get the same result Accessing a user’s laptop and resolving the issue remotely Directing a user to an FAQ site where they find a guide to set up their mail Value Chain Activity Heat Level (From Low to High) Plan Improve Engage Design and Transition Obtain/build Deliver and Support High-level overview of Contribution of Continual improvement to the overall service chain

34. Service Request Management This practice seeks to; Provide the promised quality of a service by handling all pre-defined, user-initiated service requests in an effective and comprehensive manner Service requests form a normal part of the service as pre-defined and pre-agreed. Service requests should be formalized with a clear, standard procedure, for initiation, approval, fulfillment and management

35. Service Desk (SD) The purpose of the service desk practice seeks to; Understand the demand for incident resolution and service request Act as the point of contact for the service provider along with its users Provide a clear path for users to report issues, queries, and requests, and acknowledge, classify, own, and take action on them

36. Key Aspects of the Service Desk Supports People and Business rather than providing support for technical issues Arranges, explains and coordinates various matters rather than just fixing broken technology Become a vital part of any service operation Need not to be highly technical Plays a vital role in the delivery of service Should be empathetic and informed link between the service provide and its users Should have a practical understanding of the wider organization, its business processes, and users Works in close collaboration with the support and development teams to presents and deliver a “joined up” approach to users and customers Has a major influence on user experience and how the service provider is perceived by users

37. Channels of Service Desks- examples Chat Email Walk-in service desks Service Portals and Mobile Applications Public and Corporate Social media and discussion forums

38. Service desk Structures A service desk may work at a single or centralized location, which requires various supporting technologies, such as; Intelligent telephony systems Work flow systems for routing and escalation Workforce management and resource planning systems Knowledge base Call recording and quality control Remote access tools Dash board monitoring tools Configuration management systems

39. Service Desk - Class work Group 4 What is the Contribution of the Service Desk practice to the Value Chain activities? Rank them 1 – lowest, 2 – medium, 3- Highest To which value chain activity would you typically assign the following? SD manager compiles feedback from last year’s customer satisfaction survey SD is encouraged to call users to understand their satisfaction with the service received A SD analyst takes part in a release scheduling meeting A SD analyst calls a supplier to order a new hardware that is required to resolve an incident A SD analyst answers a telephone call from a user who is reporting an outage Value Chain Activity Heat Level (From Low to High) Plan Improve Engage Design and Transition Obtain/build Deliver and Support High-level overview of Contribution of Continual improvement to the overall service chain

40. Service Level Management

41. Service Level Mgt. - Class work Group 5 What is the Contribution of the SLM practice to the Value Chain activities? Rank them 1 – lowest, 2 – medium, 3- Highest To which value chain activity would you typically assign the following? The SLM provides a report to executives showing the top performing services, highlighting those that did not do so well in the previous year SLM practice has a regular meeting with customers to discuss achievements and upcoming plans SLM practice provides input regarding recent complaints received about the way a document repository formats documents SLM Practice provides a report regarding a specific component, highlighting performance SLM practice meets the SD team to discuss customer requirements regarding incident resolution targets Value Chain Activity Heat Level (From Low to High) Plan Improve Engage Design and Transition Obtain/build Deliver and Support High-level overview of Contribution of Continual improvement to the overall service chain

42. Deployment Management Deployment management moves new or changed hardware, software, documentation, processes or any other component to the live environment. DM may also deploy components to other environments for testing or staging