IT4 Foundation vir kahoot v22.3.pptx

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1. ITIL ® 4 Foundation ITIL® is a registered trade mark of AXELOS Limited, used under permission of AXELOS Limited. The Swirl logo™ is a trade mark of AXELOS Limited, used under permission of AXELOS Limited. All rights reserved. The ITIL Accredited Training Organization logo is a trade mark of AXELOS Limited, used under permission of AXELOS Limited. All rights reserved. Copyright © ALC Trainin Pty Ltd and AXELOS Limited 2022. All rights reserved. Material in this document has been sourced from the Official ITIL® 4 Managing Professional Suite Version 22.3

2. Housekeeping

3. Name Company or Organisation Work Role ITIL Experience or Knowledge Course Objectives Introduction and Background

4. The purpose of the ITIL 4 Foundation course is to introduce attendees to the ITIL 4 Foundation publication and prepare them for the examination. This course introduces attendees to the management of modern IT enabled services, provide them with an understanding of the common language and key concepts and show them how they can improve their work and the work of their organisation with ITIL 4 guidance. Provide an understanding of the ITIL 4 framework and how it has evolved to adopt modern technologies and ways of working. Explain the concepts of the service management framework to support candidates studying for the ITIL Foundation exam. Act as a reference guide that practitioners can use in their work, further study and professional development. Learning Objectives

5. Understanding the fundamentals: Key concepts of Service Management Key Concepts of Creating Value with Services Key Concepts of Service Relationships Four Dimensions Service Value System Guiding Principles Service Value Chain ITIL Practices I TIL Terms and Definitions Learning Objectives

6. Exam Details Closed book 1 hour 40 multiple choice questions Pass mark 26/40 = 65% ITIL Foundation Exam Exam Registration Step 1: Visit http://www.peoplecert.org/ Step 2: Create your PEOPLECERT profile. If you already have one, please log in and use the exam voucher code sent to you by PeopleCert (check you spam folder if you haven’t received it) Step 3: Select your time zone and time for the exam Step 4: Download the run file and check out your device prior to the exam time. You will need a working webcam, microphone and speakers and admin access Step 5: The exam will be proctored by a PeopleCert person over your webcam

7. Maintaining your ITIL knowledge after the exam One year’s subscription to ITIL Membership is included with your ITIL Foundation certificate. What is ITIL Membership? ITIL Membership is an online subscription enabling you to apply what you’ve learnt in your ITIL Foundation course into the workplace, as well as developing your skills and knowledge in line with future innovations in IT service management. What are the benefits? Access to the ITIL 4 official guidance and templates Exclusive industry white papers CPD tools to map out a professional development path Professional endorsement through a digital badge aligned to your ITIL Foundation certificate. Did you know?

8. How do you claim ITIL Membership? When you register for the exam, make sure you opt-in to AXELOS’ Successful Candidates Register If you have already registered for the exam, log back into your PeopleCert online portal to amend this or contact PeopleCert directly Successful candidates will be contacted by AXELOS with a discount code and joining instructions. Any questions? Contact [email protected] or visit www.axelos.com/membership for more information.

9. ITIL 4 Certification Copyright © AXELOS Limited 2019. Used under permission of AXELOS Limited. All rights reserved

10. Introduction

11. Information Technology Infrastructure Library Trademarked Often referred to as IT Service Management Best practice ITIL represents the learning experiences and thought leadership of the world’s best-in-class service providers. These practices are applicable to any IT organisation. What is ITIL?

12. Created in late 1980 ’s by CCTA (became OGC) on contract to the UK Government. 44 publications, describing IT management best practice 1999/2000 (v2) release introduced (books become chapters) 8 publications, focussing on processes from a Business Perspective to ICT Infrastructure Management 2007 (v3) release based on the Service Lifecycle, 5 core publications (books) Service Lifecycle introduced 2011 updated edition of v3 2016 ITIL Practitioner released 2019-2020 ITIL 4 publications released Guiding Principles Service Value System Alignment to DevOps, Agile and Cloud solutions ITIL ® is a Registered Trade Mark of AXELOS Limited . ITIL History

13. Technology is advancing faster than ever before. Developments such as cloud computing, infrastructure as a service, machine learning and blockchain have opened fresh opportunities for value creation and led to IT becoming an important business driver and source of competitive edge. Almost all organisations are IT dependent. Almost all services are IT enabled. ITIL 4 provides organisations with comprehensive guidance for the management of IT-enabled services in the digital economy. The need for Service Management

14. Service Management definition A set of specialised organisational capabilities for enabling value for customers in the form of services. Developing these specialised organisational capabilities requires an understanding of: The nature of value The nature and scope of the stakeholders involved How value creation is enabled through service Service Management as a Practice

15. A service: is a means of enabling value co-creation to customers by facilitating outcomes that the customers want to achieve without the customer having to manage specific costs and risks . Output: is a tangible or intangible deliverable of an activity. e.g. photo album Outcome: is a result for a stakeholder enabled by one or more outputs. e.g. preservation of memories and facilitating ease of recall What is a Service?

16. Service consumers will use services to create new resources and services that they can provide to their customers Service Relationship Model Copyright © AXELOS Limited 2019. Used under permission of AXELOS Limited. All rights reserved

17. Service relationship: A co-operation between a service provider and a service consumer. Includes: Service relationship management Service offering Service provision Service consumption Service Relationships

18. Service relationship management: Joint activities performed by a service provider and service consumer to ensure continual value co-creation based on agreed and available service offerings. Service offering: A description of one or more services, designed to address the needs of a target consumer group. A service offering may include goods, access to resources and service actions. Service Relationships

19. Service provision: Activities by an organisation to provide services. Includes: Management of the providers resources, configured to deliver the service Access to these resources for users Fulfillment of the agreed service action Service level management and continual improvement Service Relationships

20. Service consumption: Activities by an organisation to consume services. Includes: Management of the consumers’ resources, needed to use the service Service use actions performed by users including: Utilising the provider’s resources Requesting service actions to fulfil Service Relationships

21. Organisation : A person or group of people that has its own functions, responsibilities, authorities and relationships to achieve its objectives. Organisations: Vary widely in complexity and size Depend on other organisations for their operation and development Organisation .

22. Consumer: A generic term that could refer to a sponsor , customer or user Sponsor: The role that authorises budget for service consumption. Customer: The role that defines the requirements for a service and takes responsibility for the outcomes of service consumption. User: The role that uses services. Service consumer Who has teenage children? Do they have a mobile phone? Who uses the phone? Who decides the payment plan? Who authorises funding?

23. Value is the perceived benefits, usefulness and importance of something. Value Copyright © AXELOS Limited 2019. Used under permission of AXELOS Limited. All rights reserved

24. Costs Cost: is the amount of money spent on a specific activity or resource. . Costs removed (part of value proposition): Costs of staff, technology and other resources the consumer does not need to provide. Costs imposed: Costs of the price charged for the service and other associated costs such as staff training, procurement costs, network costs.

25. Risk is defined as a possible event that could cause harm or loss, or make it more difficult to achieve objectives. Risk can also be defined as uncertainty of outcome and can be used in the context of measuring the probability of positive as well as negative outcomes. Managing risks needs to consider: Risks removed from a consumer (part of the value proposition) Risks imposed on a customer Risk management will include analysing likelihood of a risk occurring and the impact if it does occur. Risk

26. Risk Analysis and Management Assets Threats Vulnerabilities Risks Countermeasures x x Copyright © ALC Group 2022

27. The service consumer contributes to the reduction of risk by: Definition of requirements Clarification of required outcomes Communicating critical success factors (CSFs) Communicating constraints Ensuring service provider access to necessary resources Risk

28. Utility and Warranty Utility (fit for purpose): Functionality offered by a product or service What the service does Warranty (fit for use): Assurance that a product or service will meet agreed requirements Often relates to service levels very closely linked to Service Level Management

29. From the customer’s perspective, value consists of two primary elements: utility or fitness for purpose and warranty or fitness for use. Value Creation Copyright © AXELOS Limited 2014. Used under permission of AXELOS Limited. All rights reserved

30. Confirmation of understanding: Provide a non- IT related scenario that explains Utility and Warranty. Decide on a non-IT related service (Avoid anything with a manufactured outcome). Identify the Utility (or Utilities) that the service provides to customers Identify issues around the assurance of levels of service that the customer might expect. Duration: 15 minutes Discuss results in class Exercise 1

31. Kahoot! is an interactive quiz tool: To Join in: Open a new web browser window and use url ‘Kahoot.it’ If possible use a separate device and that saves switching screen during the quiz (i.e. mobile phone) Enter the session ID and your name Once started: The question will appear in the training window (Zoom/ Webex / Teams) Select your answer in the Kahoot! session on your web browser or mobile phone Questions have a time limit You will see how you are doing against other course attendees The winner is eligible to receive an ALC Achievement Award | Digital Badge Kahoot! session 1 Kahoot! and the K! logo are trademarks of Kahoot! AS.

32. Four Dimensions Copyright © AXELOS Limited 2019. Used under permission of AXELOS Limited. All rights reserved

33. The complexity of organisations is growing, and it is important to ensure that the way an organisation is structured and managed, as well as its roles, responsibilities, and systems of authority and communication, is well defined and supports its overall strategy and operating model. Positive leadership styles Motivate people to work in desired way Promote culture of trust and transparency Promote communication and collaboration Individuals understand their roles and contribution Well defined roles and responsibilities, skills and competencies Four Dimensions – Organisations and people

34. When applied to the Service Value System (SVS), the information and technology dimension includes the information and knowledge necessary for the management of services, as well as the technologies required. It also incorporates the relationships between different components of the SVS, such as the inputs and outputs of activities and practices. Information managed as part of service provision Use of information Security requirements, including how they are protected Policies and architectures Technology used by services Compliance to organisation architectures Futureproof levels Other opportunities for use of systems Four Dimensions – Information and technology

35. The partners and suppliers dimension encompasses an organisation’s relationships with other organisations that are involved in the design, development, deployment, delivery, support and/or continual improvement of services. It also incorporates contracts and other agreements between the organisation and its partners or suppliers. Type of relationship needs to be established Goods supply – Supplier responsible for outputs, customer responsible for outcomes. e.g. procurement of PCs Service delivery – Provider responsible for outputs , customer responsible for outcomes. e.g. cloud infrastructure as a service Service partnership – Shared responsibility between provider and customer for outputs and outcomes. e.g. employee onboarding shared between HR and IT Four Dimensions – Partners and suppliers

36. A value stream is a series of steps that an organisation uses to create and deliver products and services to a service consumer. A value stream is a combination of the organisation’s value chain activities. Definition: Value Stream A series of steps an organisation undertakes to create and deliver products and services to consumers. Definition: Process A set of interrelated or interacting activities that transform inputs into outputs. A process takes one or more defined inputs and turns them into defined outputs. Processes define the sequences of actions and their dependencies. Four Dimensions – Value streams and processes

37. The ITIL SVS describes how all the components and activities of the organisation work together as a system to enable value creation. Each organisation’s SVS has interfaces with other organisations, forming an ecosystem that can in turn facilitate value for those organisations, their customers and other stakeholders. Service Value System (SVS)

38. Service Value System Copyright © AXELOS Limited 2019. Used under permission of AXELOS Limited. All rights reserved

39. Opportunity and demand trigger activities within the ITIL SVS, and these activities lead to the creation of value. Opportunity and demand are always entering into the system, but the organisation does not automatically accept all opportunities or satisfy all demand. SVS – Opportunity/demand and value

40. A guiding principle is a recommendation that guides an organisation in all circumstances, regardless of changes in its goals, strategies, type of work, or management structure. A guiding principle is universal and enduring. SVS - Guiding Principles Guiding Principles are reflected in many other frameworks.

41. Agile Software development methods that focus on delivering incremental changes to software products while responding to the evolving needs of the users. ITIL & Agile work together to: Streamline practices such as change enablement. Establish procedures to prioritise the management of unplanned interruptions (incidents) and to investigate the causes of failure. Separate interactions between systems of record from systems of engagement. Other frameworks - ITIL & Agile

42. DevOps A cultural movement that focuses on communication, collaboration and integration between professionals involved in the development and technical operations. ITIL & DevOps work together to: Create fast feedback loops from delivery and support to support development and technology operations. Streamline value chain activities and value streams so that demand can be converted to value. Differentiate deployment management from release management. Advocate a “systems view” that emphasises close collaboration between enterprise governance, service teams, software development and technology operations. Other frameworks ITIL & DevOps

43. SVS - 7 Guiding Principles Copyright © AXELOS Limited 2019. Used under permission of AXELOS Limited. All rights reserved

44. Focus on value: Everything should map to value for the stakeholders Includes the experiences of customers and users Steps Understand who is the service consumer Understand the consumer’s perspective of value Define the customer experience Apply the principle SVS - Guiding Principles

45. Start where you are: Do not start from scratch Fully understand the current state Utilise existing assets that are useful Steps Assess where you are Understand the role of measurement to support, not replace, what is observed Apply the principle SVS - Guiding Principles

46. Progress iteratively with feedback: Organise work into smaller manageable sections Review after each iteration to identify improvements Faster responses to customer and business needs Ability to discover and respond to failures earlier Steps Understand the role of feedback Iterate and time box with feedback loops Apply the principle SVS - Guiding Principles

47. Collaborate and promote visibility: Work together across organisational boundaries (internal and external) Understand and trust all collaborators Avoid hidden agendas Results in better information available for decision making Steps Identify who to collaborate with Communicate for improvement to each stakeholder group Increase urgency through visibility Apply the principle SVS - Guiding Principles

48. Think and work holistically: No service can exist in isolation Consider the end to end life of a service Coordinate the four dimensions of service management Coordinate the following to provide a defined value Information Technology Organisation People Practices Partners Agreements SVS - Guiding Principles

49. Keep it simple and practical: Remove anything that fails to add value – eliminate waste Every activity should contribute to the creation of value Use minimum numbers of steps while still achieving objective Use practical solutions Steps Judge what to keep – everything should add value Manage conflicting objectives – the organisation should balance between these Apply the principle – avoid over complicated solutions SVS - Guiding Principles

50. Optimise and automate: Using automation Typically refers to the use of technology Identify standard and repetitive tasks as opportunities Applying the principle Simplify and/or optimise as much as possible before automating (streamline) Define your metrics Use the other guiding principles when applying this one SVS - Guiding Principles

51. Optimise and automate: The road to optimisation Understand and agree the context in which the proposed optimisation exists. Assess the current state of the proposed (start where you are). Agree what the future state and priorities of the organisation should be, focusing on simplification and value. Ensure the optimisation has the appropriate level of stakeholder engagement and commitment Execute the improvements in an iterative way (progress iteratively with feedback) . Continually monitor the impact of optimisation . SVS - Guiding Principles

52. Optimise and automate: Eliminate anything that is truly wasteful (keep it simple and practical) Where possible use technology (to improve efficiency) Human intervention should add value SVS - Guiding Principles

53. A new joint venture has just been formed between three separate companies, (namely: Space Aromatics, Tubular Galactic and Red Origins) with the purpose of enabling human habitation and exploitation of Mars. Each company has both a one third share in the joint venture and a veto capability for any strategic decision. In your teams identify one point from each of the ITIL guiding principles that will be relevant in the formative period of this joint venture. Prepare to discuss the results in class Duration: 15 minutes in teams Exercise 2 – Guiding Principles

54. Kahoot! is an interactive quiz tool: To Join in: Open a new web browser window and use url ‘Kahoot.it’ If possible use a separate device and that saves switching screen during the quiz (i.e. mobile phone) Enter the session ID and your name Once started: The question will appear in the training window (Zoom/ Webex / Teams) Select your answer in the Kahoot! session on your web browser or mobile phone Questions have a time limit You will see how you are doing against other course attendees Kahoot! session 2

55. Every organisation is directed by a governing body, i.e. a person or group of people who are accountable at the highest level for the performance and compliance of the organisation. All sizes and types of organisations perform governance activities; the governing body may be a board of directors or executive managers who take on a separate governance role when they are performing governance activities. The governing body is accountable for the organisation’s compliance with policies and any external regulations. SVS - Governance

56. Evaluate: Regular evaluation of the organisation strategy, portfolio and relationships with other parties. Direct: Set the direction of priorities for organisation activity and future investment. Define policies for expected organisational behaviour. Monitor: Monitor organisation performance to ensure it is in line with policies and direction. SVS - Governance

57. The six SVC activities represent the steps an organisation takes in the creation of value and acts as an operating model for an IT organisation. Each activity contributes to the value chain by transforming specific inputs into outputs when activated by triggers Inputs could be demand from inside the value chain Customer requirements are an external input to the service value chain Each service value chain activity uses a combination of practices Each practice could be used across a number of service value chain activities SVS - Service Value Chain (SVC)

58. SVS - Service Value Chain Copyright © AXELOS Limited 2019. Used under permission of AXELOS Limited. All rights reserved

59. 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 four dimensions and all products and services across the organisation. Improve: The purpose of the 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. SVS – Service Value Chain

60. Engage: The purpose of the engage value chain activity is to provide a good understanding of stakeholder needs, transparency, and continual engagement and good relationships with all stakeholders. Design and transition: The purpose of the design and transition value chain activity is to ensure that products and services continually meet stakeholder expectations for quality, costs, and time to market. SVS – Service Value Chain

61. Obtain/build: The purpose of the obtain/build value chain activity is to ensure that service components are available when and where they are needed, and meet agreed specifications. Deliver and support: The purpose of the deliver and support value chain activity is to ensure that services are delivered and supported according to agreed specifications and stakeholders’ expectations. SVS – Service Value Chain

62. Continual improvement applies to all areas and levels of an organisation Each person should consider and identify improvement opportunities Improvement initiatives should use the guiding principles Continual improvement model can be used to guide improvement initiatives SVS – Continual improvement

63. SVS – Continual improvement model Copyright © AXELOS Limited 2019. Used under permission of AXELOS Limited. All rights reserved

64. SVS – Continual improvement model What is the vision?: Improvement initiatives should support the organisation’s goals and objectives First step is to define the vision of the initiative at a high level Where are we now?: Define the starting point of the improvement initiative (assess current state) Measures give a baseline Subsequent improvements can then be quantified

65. SVS – Continual improvement model Where do we want to be?: Define target state of improvement Define target measures Perform a gap analysis How do we get there?: Plan improvement actions If unclear plan series of iterations Review after each iteration

66. SVS – Continual improvement model Take action: Execute improvement plan Regular measurements showing movement towards target Did we get there?: Measure to ensure targets have been achieved Identify future actions if objectives not achieved

67. SVS – Continual improvement model How do we keep the momentum going?: Communicate successes Reinforce new methods Review lessons learned Improve for next iteration

68. Your company uses cloud service provider AusPayNow for its payroll services. The IT organisation manages the relationship with AusPayNow . In your teams identify which service chain activities will be relevant for your IT organisation when one of the payroll staff contacts the Service Desk to report a fault with the service. Prepare to discuss the results in class Duration: 15 minutes in teams Exercise 3 – Service Value Chain / Value Streams

69. Practices Copyright © AXELOS Limited 2019. Used under permission of AXELOS Limited. All rights reserved

70. A practice is a set of organisational resources designed for performing work or accomplishing an objective. These resources are grouped into the four dimensions of service management. SVS - Practices Practice types: General management Service management Technical management

71. SVS - Practices General management practices: Adopted/adapted from general business management domains Service management practices: Developed in service management and ITSM industries Technical management practices: Adopted/adapted from technology management domains

72. ITIL Practices General management : Architecture management Continual improvement Information security management Knowledge management Measurement and reporting Organisation change management Portfolio management Project management Relationship management Risk management Service financial management Strategy management Supplier management Workforce and talent management Technical management: Deployment management Infrastructure and platform management Software development and management Service management: Availability management Business analysis Capacity and performance management Change enablement Incident management IT asset management Monitoring and event management Problem management Release management Service catalogue management Service configuration management Service continuity management Service design Service desk Service level management Service request management Service validation and testing Practices in bold have their purpose statements covered included in the foundation syllabus. Practices in bold italics and underlined are covered in more detail in the syllabus.

73. The purpose of IT asset management is to plan and manage the full lifecycle of all IT assets, to help the organisation: Maximise value Control costs Manage risks Support decision-making about purchase, reuse and retirement of assets Meet regulatory and contractual requirements IT asset management

74. An IT asset is defined as any financially valuable component that can contribute to delivery of an IT product or service. IT asset management

75. The purpose of service configuration management is to ensure that accurate and reliable information about the configuration of services and the configuration items (CIs) that support them is available when and where it is needed. A configuration item is defined as any component that needs to be managed in order to deliver an IT service. Service configuration management

76. A set of tools, data and information that is used to support service configuration management. Holds all the information for CIs within the designated scope. Maintains the relationships between all service components and any related incidents, problems, known errors, change and release documentation. May also contain corporate data about employees, suppliers, locations and business units, customers and users. At the data level, may take data from several physical Configuration Management Databases (CMDBs), which together constitute a federated solution. Is of benefit to all other practices. Configuration Management System (CMS)

77. Service configuration management Copyright © AXELOS Limited 2019. Used under permission of AXELOS Limited. All rights reserved

78. Kahoot! is an interactive quiz tool: To Join in: Open a new web browser window and use url ‘Kahoot.it’ If possible use a separate device and that saves switching screen during the quiz (i.e. mobile phone) Enter the session ID and your name Once started: The question will appear in the training window (Zoom/ Webex / Teams) Select your answer in the Kahoot! session on your web browser or mobile phone Questions have a time limit You will see how you are doing against other course attendees Kahoot! session 3

79. The purpose of the Service Desk is to capture demand for incident resolution and service requests. The Service Desk Is a vitally important part of an organisation’s IT Department. Shall be the single point of contact for IT users on a day-by-day basis. Handles all incidents and service requests, usually using specialist software tools to log and manage all such events. Needs to work in close collaboration with support and development teams. Service Desk

80. Incident analysis skill is most important and includes a practical competency in: Interpersonal – empathy is important Technical – NOT specialised / detailed technical knowledge Business Service Desk Staff Skills

81. Phone calls Service portals and mobile applications Live chat and chatbots Email Walk-in Text Social media and discussion forums Service Desk Access Channels

82. Centralised In a single location Virtual Geographically dispersed Requires more sophisticated technology Service Desk Structures

83. Intelligent telephony Computer telephone Interactive voice response Automatic call distribution Workflow systems Knowledge base Call recording and quality control Remote access tools Dashboard and monitoring tools Configuration management system Service Desk technologies

84. The purpose of monitoring and event management is to systematically observe services and service components and record and report on changes of state as an event. Establish the appropriate response to these events, including responding to conditions that could lead to potential faults or incidents. Monitoring and e vent management

85. An event is defined as any change of state which has significance for the management of a configuration i tem (CI) or IT service. Events are typically recognised through notifications created by an IT service, CI or monitoring tool. Events typically require automatic management by operational tools or operations personnel to take actions. They often lead to incidents being logged, which may be automatic via configured tools. Monitoring and event management

86. The purpose of i ncident m anagement is to minimise the negative impact of incidents by returning normal service as quickly as possible. Scope Any event which disrupts, or which could disrupt a service. Includes events which are communicated directly by users, either through the Service Desk, through an interface or from the Monitoring and Event Management practice to Incident Management tools. Incident management

87. An incident is defined as an unplanned interruption to a service or a reduction in the quality of a service. Incidents need appropriate management: Low impact incidents should be managed efficiently to avoid over consumption of resources. Larg er impact incidents may require more resources and complex management. Major and information security incidents usually have a separate process or procedure. Resolution targets setting customer and user expectations. Incident management

88. Some incidents are resolved by the user with the aid of self-help tools. Use of self-help records should be captured for improvement activities. The service desk will resolve some incidents. More complex incidents are usually passed to a support team (2 nd and 3 rd level). Categorisation will help identify the correct support team. Support teams could be internal or external (suppliers or partners) to the organisation. Major and complex incidents may require a temporary team for management and resolution. In extreme cases the disaster recovery plan may be invoked. Typically scripts will be in place for initial incident logging and resolution of simple incidents. Complicated incidents require knowledge and expertise rather than detailed procedure steps. Incident Resolution

89. Collaboration between groups will enable more efficient and effective management Service Desk Technical support Application support Third party vendors and partners Incident Resolution

90. Incidents should be fully logged with information stored in a suitable tool. Ideally tools provide ability to log: Symptoms. Business impact (in collaboration with Service Level Management) used to assess priority. Links to related Configuration Items, Incidents, Problems and Known Errors. Automated matching of incidents to other incidents, problems and known errors. Incident Tools

91. Do the following questions from Official Sample Paper 1 2, 5, 6, 7, 9, 11, 12, 14, 16, 17 18, 21, 22, 24, 25 27, 28, 29, 33, 34, 35, 37, 38, 39, 40. Day 1 Homework

92. Kahoot! is an interactive quiz tool: To Join in: Open a new web browser window and use url ‘Kahoot.it’ If possible use a separate device and that saves switching screen during the quiz (i.e. mobile phone) Enter the session ID and your name Once started: The question will appear in the training window (Zoom/ Webex / Teams) Select your answer in the Kahoot! session on your web browser or mobile phone Questions have a time limit You will see how you are doing against other course attendees Kahoot! session 4

93. The purpose of problem management is to reduce the likelihood and impact of incidents by identifying the actual and potential cause of incidents, and managing workarounds and known errors. Prevent problems and resulting incidents from happening; Essential for continual improvement. Minimise the impact of incidents that cannot be prevented. Problem management

94. Problem : A cause, or potential cause, of one or more incidents (could be prior, current or future). Known Error: A Problem that has been analysed but has not been resolved. 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 an incident. The effectiveness of a workaround should be assessed each time it is used. Workarounds can be documented at any stage in the life of a problem. Definitions

95. Problem identification Trend analysis of incident records Information analysis Problem control Problem analysis and documentation of workarounds and known errors Error control Regular reassessment of known errors and their status Problem Management – Phases Copyright © AXELOS Limited 2019. Used under permission of AXELOS Limited. All rights reserved

96. Trend analysis of incident records Detection of duplicate and recurring issues Major incidents Analysing information from internal teams Analysing supplier and partner information Other information sources (e.g. forums) Problem identification

97. Problem analysis Initial documenting of workarounds and known errors. Problems are prioritised based on risk and are managed as risks Impact Probability Consider all four dimensions (i.e. root cause may not be technical). Problem control

98. Initial analysis is complete, faulty components have usually been identified. Identification of potential permanent solution and raising change request. Periodic re-assessment of workarounds and unresolved known errors. Error control

99. Incident Incident Incident Incident Incident Problem Known Error analyse RFC Problem Known Error RFC Incident – Problem – Known Error - Change Incident Management Fighting Symptoms Problem Management Change Enablement Finding underlying cause Releasing the Change Copyright © ALC Group 2021.

100. The purpose of service request management 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. A service request is defined as a request from a user or user’s authorised representative that initiates a service action that has been agreed as a normal part of service delivery. Service request management

101. Typical Service Requests: Request for service delivery action Provide a report Replace a toner cartridge Providing standard IT Services for a new User Access to file, folder or service Request for a standard change e.g.: Provision of phone or laptop Standard software on the desktop Assist with general information Feedback; compliments and complaints Service request management

102. The activities vary depending upon what is requested. Each type of request will have these pre-defined. Typical flow: Menu selection (user self-help) Financial approval Other approval i.e. wider business approval Fulfilment of defined procedure that is well-known and proven Closure Service request management

103. For success these guidelines should be followed: Standardised and automated to greatest possible degree. Policies defined on which can be fulfilled with limited or no approval. Realistic fulfillment times clearly set enabling the setting of user expectation. Improvement opportunities identified. Policy definition stating what is a service request compared to incidents or changes. New service requests should leverage existing workflows where possible. Service request management

104. In your own words describe in either IT or Non IT An Event An Incident A Problem A Known Error Duration 5 minutes And if you are feeling adventurous: A Workaround that will address the Incident A Change that will address the Problem / Known Error Exercise 4

105. Kahoot! is an interactive quiz tool: To Join in: Open a new web browser window and use url ‘Kahoot.it’ If possible use a separate device and that saves switching screen during the quiz (i.e. mobile phone) Enter the session ID and your name Once started: The question will appear in the training window (Zoom/ Webex / Teams) Select your answer in the Kahoot! session on your web browser or mobile phone Questions have a time limit You will see how you are doing against other course attendees Kahoot! session 5

106. The purpose of change enablement is to maximise the number of successful service and product changes by ensuring that risks have been properly assessed, authorising changes to proceed and managing a change schedule. A change is defined as the addition, modification or removal of anything that could have a direct or indirect effect on services. Change enablement

107. Scope: Each organisation will define what is in the scope of change enablement. Typically included: Infrastructure Documentation Processes Supplier relationships Anything else that can directly or indirectly impact a product or s ervice Organisation change management (people aspects) is outside the scope of change enablement. Change enablement

108. Balance: The need to make beneficial changes that will create additional value should be balanced against the need to protect customers and users from the potential adverse effect of change. The risk of making a change needs to be assessed against the risk of not making the change. Change enablement

109. Change authority: A person or group of people who authorises a change is known as the change authority. Correct change authorities will ensure: Change enablement is efficient and effective. Unnecessary delays are not introduced. Risks are managed. Communicate change information. Change enablement

110. Normal Change Follows a set process of scheduling, assessment and authorisation based on change priority. These changes are authorised by the appropriate change authority. Emergency Change Reserved for changes intended to repair an error in an IT service that is negatively impacting the business to a high degree. Expedited assessment and authorisation by the appropriate change authority. Standard Change A change for which the approach is pre-authorised. An accepted and established procedure exists to meet a specific change requirement. No risk assessment is needed after the standard change procedure has been ratified. i.e. risk assessment is done as part of approval as a standard change. Change Types

111. Change schedule: Document that outlines when changes are planned. Helps communication, avoiding conflicts and resource planning. Typically features normal changes although some standard may appear. Provides useful information to incident and problem management. Change enablement

112. The purpose of deployment management is to move new or changed 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. Deployment management works closely with release management and change enablement. D eployment management

113. The purpose of release management is to make new and changed services and features available for use. A release is defined as the version of a service or other configuration item, or a collection of configuration items, that is made available for use. Release management

114. Release management Waterfall approach Agile/DevOps approach Copyright © AXELOS Limited 2019. Used under permission of AXELOS Limited. All rights reserved

115. The purpose of service level management is to set clear business-based targets for service performance, so that the delivery of a service can be properly assessed, monitored and managed against these targets. Service level management involves the definition, documentation and active management of service levels. A service level is defined as one or more metrics that define expected or achieved service quality. Service level management

116. End to end visibilit y of services: To achieve this : Establish a shared view of the services and target service levels with customers. Ensure the organisation meets the defined service levels through the collection, analysis, storage and reporting of the relevant metrics for the identified services. Performs service reviews to ensure the current set of services continues to meet the needs of the organisation and its customers. Captures and reports on service issues; includes performance against defined service levels. Service level management

117. A Service Level Agreement (SLA) is a documented agreement between a service provider and a customer that identifies both services required and the expected level of service. Requirements for successful SLAs include They must be related to a defined service in the service catalogue. They should relate to defined outcomes and not simply operational metrics. They should reflect an agreement between a service provider and the service consumer. They must be simply written and easy to understand and use for all parties. Service Level Agreement

118. Underpinning agreements Agreements are needed with both internal teams and suppliers to underpin SLA Business Service Level Manager SLA Vendors Internal IT Units OLA UC Business Service Provider SLA Suppliers Internal IT Units Internal Contracts SLR Copyright © ALC Group 2019.

119. Focus and effort is required to engage and listen to the requirements, issues, concerns and daily needs of customers. These are skills needed to enable this effectively; Interpersonal Relationship management Business liaison and analysis Commercial management Service level manage ment – skills and competencies

120. Customer engagement : Listening, discovery and information capture using open questions : What does your work involve? How does technology help you? What are your key business times, areas, people, and activities? What differentiates a good day from a bad day for you? Which of these activities is most important to you? What are your goals, objectives, and measurements for this year? What is the best measure of your success? How do you base your opinion and evaluation of a service or IT/technology? How can we help you more? Service level management

121. Customer feedback : Gathered from numbers of sources : Surveys Key business-related metrics Operational metrics : System availability Incident response and fix times Business metrics : Successful passenger check-ins Point of sale terminal availability during key business hours Service level management

122. Kahoot! is an interactive quiz tool: To Join in: Open a new web browser window and use url ‘Kahoot.it’ If possible use a separate device and that saves switching screen during the quiz (i.e. mobile phone) Enter the session ID and your name Once started: The question will appear in the training window (Zoom/ Webex / Teams) Select your answer in the Kahoot! session on your web browser or mobile phone Questions have a time limit You will see how you are doing against other course attendees Kahoot! session 6

123. The purpose of supplier management is to ensure that the organisation’s suppliers and their performance are managed appropriately to support the provision of seamless, quality products and services. This can include creating closer, more collaborative relationships with key suppliers to uncover and realise new value and reduce the risk of failure. Supplier management

124. Supplier m anagement Supplier strategy and policy Definition of new supplier and contract requirements Evaluation of new suppliers and contracts Establishment of new suppliers and contracts Management of supplier and contract performance Contract renewal or termination Supplier and contract categorization and maintenance of the SCMIS Supplier and contract management information system Supplier reports and information Copyright © AXELOS Limited 2014. Used under permission of AXELOS Limited. All rights reserved

125. The purpose of information security management is to protect the information needed by the organisation to conduct its business. This includes understanding and managing risks to confidentiality, integrity, availability, authentication and non-repudiation. Information security management

126. Confidentiality : Information is only available to those authorised to access it. Integrity: Information is accurate and up to date. Availability: Information is available when needed. Authentication: Someone is who they claim to be. Non-repudiation: Someone cannot deny that they took an action. Information security management

127. The purpose of relationship management is to establish and nurture the links between the organisation and its stakeholders at strategic and tactical levels. Relationship management Relationships with and between stakeholders Identification Monitoring Continual Improvement Analysis

128. The purpose of continual improvement is to align the organisation’s practices and services with changing business needs through the ongoing identification and improvement of services, service components, practices or any element involved in the efficient and effective management of products and services. Continual improvement

129. Key activities : Encouraging continual improvement across the organisation Securing time and budget for continual improvement Identifying and logging improvement opportunities Assessing and prioritising improvement opportunities Making business cases for improvement action Planning and implementing improvements Measuring and evaluating improvement results Coordinating improvement activities across the organisation Continual improvement

130. Methods, models and techniques : Lean methods to eliminate waste Agile methods on making improvements incrementally DevOps methods working holistically and ensuring efficient application SWOT (strengths, weaknesses, opportunities, threats) analysis Maturity assessments Balanced scorecard reviews (financial, customer, internal, people) Quick wins Continual improvement register An organisation needs to develop competence in the methods that meet its needs Continual improvement

131. Continual improvement model - reprise Copyright © AXELOS Limited 2019. Used under permission of AXELOS Limited. All rights reserved

132. Balanced scorecard Copyright © balanced scorecard institute

133. Continual improvement register : Improvement ideas are: Captured Documented Assessed Prioritised Acted upon Multiple registers exist at individual, team, department or organisation level. Provide visibility of improvement opportunities. Re- prioritisation occurs as new improvement ideas emerge. Continual improvement

134. Leaders Continual improvement team Everyone in the organisation Embedding continual improvement in the way people think and work Leading effort and advocating continual improvement across the organisation Active participation in continual improvement is part of everybody’s job Continual improvement – at all levels Partners and suppliers Contracts should include how suppliers and partners measure, report and improve Copyright © ALC Group 2021.

135. Do the following questions from Sample Paper 1 1, 3, 4, 8, 10, 13, 15, 19, 20, 23 26, 30, 31, 32, 36. Day 2 In Class

136. Exam Preparation

137. Sample Exam Questions

138. Read the question carefully Careful with words such as correct and incorrect Read all answers Think of an answer before looking at the alternatives Delete the obviously incorrect answers When faced with two “correct” answers, select the one that will always be correct The first impression is often the best Ensure you answer all questions Start with the easy questions/do not get stuck on a hard question but return to it later Later questions can sometimes give you a clue to the answer of an earlier question At the end, take a guess if you don’t know, there are no negative scores for wrongs answers Answering Questions

139. Post-course Support Service Feeling overwhelmed? [email protected]

140. Course Evaluation

141. Thank you