Itil certification course by makemewise

ITIL® 2011 Foundation Certification

Module 1: ITIL Introduction Based on AXELOS ITIL® material. Material is reproduced under license from AXELOS. All rights reserved. ITIL® is a registered trade mark of AXELOS Limited, used under permission of AXELOS Limited. All rights reserved. The Swirl logo™ is a trade mark of AXELOS Limited, used under permission of AXELOS Limited. All rights reserved. MakeMeWise™ Education Services Pvt Ltd is the Accredited Training Organization (ATO) of PEOPLECERT®

PEOPLECERT® is the accredited Examination Institute (EI) of AXELOS Limited

Why ITIL • ITIL is the most widely recognized framework for ITSM in the world. • ISO/IEC 20000 provides a formal and universal standard for organizations seeking to have their service management capabilities audited and certified.

ITIL Qualification Scheme •

The Qualification Scheme, as approved by the ITIL Qualification Board, is based on content of the core ITIL Service Management Practices publications, namely service strategy, service design, service transition, service operation and continual service improvement.

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With completion of ITIL foundation you become eligible to go for ITIL intermediate level certification.

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ITIL foundation gives you 2 credits and you need minimum 22 credits to be called as qualified ITIL Expert.

ITIL Foundation Exam Details â&#x20AC;˘

The target group of the ITIL Foundation certificate in IT Service Management is drawn from individuals who require a basic understanding of the ITIL framework and IT professionals who have adopted and adapted ITL.

Questions

Multiple Choice 40 Questions, No Negative Marking

Total Time Allowed

60 Minutes (75 Minutes if candidates are appearing for exam in a language other than native language)

Maximum Marks

Exam

Closed Book / Supervised

Passing Scores

65%

Major Examination Bodies EXIN, APMG, PEOPLECERT, ISEB, TUV

ITIL Core and Complementary Publications Core Publications • The ITIL core consists of five lifecycle publications. Each provides part of the guidance necessary for an integrated approach as required by the ISO/IEC 20000 standard specification: • ITIL Service Strategy • ITIL Service Design • ITIL Service Transition • ITIL Service Operation • ITIL Continual Service Improvement Complementary Publications

• Complementary ITIL publications provide flexibility to implement the core in a diverse range of environments • Complementary set of ITIL publications providing guidance specific to industry sectors, organization types, operating models and technology architectures. MakeMeWise. All Rights Reserved ©2015 MakeMeWise. All Rights Reserved. Visit our website: www.makemewise.org

Why ITIL is so successful Vendor Neutral

• ITIL service management practices are applicable in any IT organization because they are not based on any particular technology platform or industry type. Non-Prescriptive • ITIL offers robust, mature and time-tested practices that have applicability to all types of service organization. It continues to be useful and relevant in public and private sectors, internal and external service providers, small, medium and large enterprises, and within any technical environment. Best Practice • ITIL represents the learning experiences and thought leadership of the world’s best-in-class service providers.

Public Framework • ITIL is owned by the UK government and is not tied to any commercial proprietary practice or solution. MakeMeWise. All Rights Reserved ©2015 MakeMeWise. All Rights Reserved. Visit our website: www.makemewise.org

IT Service Management Outcome • The result of carrying out an activity, following a process, or delivering an IT service Service • A means of delivering value to customers by facilitating outcomes customers want to achieve without the ownership of specific costs and risks. Service Management • A set of specialized organizational capabilities for providing value to customers in the form of services. IT Service Management • The implementation and management of quality IT services that meet the needs of the business. MakeMeWise. All Rights Reserved ©2015 MakeMeWise. All Rights Reserved. Visit our website: www.makemewise.org

Types of Services Core • Core Services deliver the basic outcomes desired by one or more customers. They represent the value that the customer wants and for which they are willing to pay. • Core services anchor the value proposition for the customer and provide the basis for their continued utilization and satisfaction Enabling

• These are services that are needed in order for a core service to be delivered. • These may or may not be visible to the customer, but the customer does not perceive them as services in their own right. They are ‘basic factors’ which enable the customer to receive the ‘real’ (core) service. Enhancing • Enhancing services are services that are added to a core service to make it more exciting or enticing to the customer. • These are not essential to the delivery of a core service, and are added to a core service as ‘excitement’ factors, which will encourage customers to use the core service more (or to choose core service of one company over its competitors). MakeMeWise. All Rights Reserved ©2015 MakeMeWise. All Rights Reserved. Visit our website: www.makemewise.org

Stakeholders Customers • Those who buy goods or services. The customer of an IT service provider is the person or group who defines and agrees the service level targets. • This term is also sometimes used informally to mean user – for example, ‘This is a customer-focused organization.’

Users • Those who use the service on a day-to-day basis. • Users are distinct from customers, as some customers do not use the IT service directly Suppliers • Third parties responsible for supplying goods or services that are required to deliver IT services. • Examples of suppliers include commodity hardware and software vendors, network and telecom providers, and outsourcing organizations. MakeMeWise. All Rights Reserved ©2015 MakeMeWise. All Rights Reserved. Visit our website: www.makemewise.org

Types of Service Providers and Customers Internal Service Providers

Internal Customers

• An internal service provider that is embedded within a business unit.

• These are customers who work for the same business as the IT Service Provider • If IT charges for its services, the money paid is an internal transaction in the organization’s accounting system, not real revenue.

Shared Service Providers • An internal service provider that provides shared IT services to more than one business unit. External Service Provider • A service provider that provides IT services to external customers.

External Customers • These are customers who work for a different business from the IT service provider. • External customers typically purchase services from the service provider by means of a legally binding contract or agreement.

Sources and Enablers for Best Practices

Service Assets Assets

Capabilities

Resources

• Any resource or capability used by organizations to create value in the form of goods and services. • Customer Assets are the assets used by used by a customer to achieve a business outcome. • Service Assets are the assets used by a service provider to deliver services to a customer.

Management

Financial Capital

Organization

Infrastructure

Resources

Applications

• Resources are direct inputs for production. • It is relatively easy to acquire resources compared to capabilities

Process

Capabilities Knowledge

Information

People

• Capabilities represent an organization’s ability to coordinate, control and deploy resources to produce value. • Capabilities are typically experience-driven, knowledgeintensive, information-based and firmly embedded within an organization

Service Utility-Warranty, Value Creation Value creation from utility and warranty becomes the basis of differentiation in market space UTILITY

Performance supported?

T/F

Constraints removed?

Business Outcome & Customer Perception & Customer Preference

Fit for purpose? T: True F: False

Available enough?

Value-created

AND Fit for use?

T/F

Capacity enough?

AND Continuous enough?

Secure enough?

Utility • Functionality offered by produce or service from customer perspective • What customer gets • Fit for purpose • Increases performance average

T/F WARRANTY

Warranty • Promises that the product or service will meet agreed requirements • How service is delivered • Fit for Use • Reduces performance variation

Service Value Creation Values are defined by customers. A service should have an affordable and best mix of features

How value of service gets defined • Defined in terms of business outcome, customer preferences and customer’s perception • Changes over time and circumstances

What Value of service helps you answer • What services does IT provide • What di service achieve • What is the cost of a particular service What factors influences customer’s perception of value • Service features • Present or past experiences • Self image • Peers • Position in the market MakeMeWise. All Rights Reserved ©2015 MakeMeWise. All Rights Reserved. Visit our website: www.makemewise.org

Service Management Technology Automation Automation is considered to improve the utility and warranty of services. It can particularly significant impact on the performance of service assets such as management, organization, people, process, knowledge and information. Areas of Automation • Design and modelling • Service catalogue • Pattern recognition and analysis • Classification, prioritization and routing • Detection and monitoring • Optimization

Benefits of Automation • Capacity adjustment in response to demand variation • Serve demand across time-zones by automated responses • Measure and improve service processes • Measure cost-quality impact due to varying capability • Capture the knowledge that is consistent and distributable • Address optimizations beyond human capacity

Process • A process is a structured set of activities designed to accomplish a specific objective. A process takes one or more defined inputs and turns them into defined outputs. • Processes define actions, dependencies and sequence. • Well-defined processes can improve productivity within and across organizations and functions MakeMeWise. All Rights Reserved

Process Characteristics Measurability • It is performance driven. Variables such as cost, quality, duration and productivity are used to measure the process in a relevant manner. • process is considered effective if it can be repeated, measured and managed to achieves the required outcome. If the activities of the process are carried out with a minimum use of resources, the process can be considered efficient

Specific results • Process deliver a specific result which is individually identifiable and countable. • Process output conforms to operational norms derived from business objectives

Customers • Every process delivers its primary results to a customer or stakeholder to meet their expectations. Customers may be internal or external to the organization. Specific Trigger

Functions A function is a team or group of people and the tools or other resources they use to carry out one or more processes or activities. Functions give structure to the organization.

In larger organizations, a function may be broken out and performed by several departments, teams and groups, or it may be embodied within a single organizational unit

In smaller organizations, one person or group can perform multiple functions â&#x20AC;&#x201C; e.g. a technical management department could also incorporate the service desk function

For the service lifecycle to be successful, an organization will need to clearly define the roles and responsibilities required to undertake the processes and activities involved in each lifecycle stage These roles will need to be assigned to individuals, and an appropriate organization structure of teams, groups or functions will need to be established and managed MakeMeWise. All Rights Reserved ÂŠ2015 MakeMeWise. All Rights Reserved. Visit our website: www.makemewise.org

Roles • A role is a set of responsibilities, activities and authorities granted to a person or team. • A role is defined in a process or function. • One person or team may have multiple roles

Service Owner • A role accountable for managing one or more services throughout their entire lifecycle. • Service owners are instrumental in the development of service strategy and are responsible for the content of the service portfolio. Service Manager • Service manager is a generic term for any manager within the service provider. • The term is commonly used to refer to a business relationship manager, a process manager or a senior manager with responsibility for IT services overall. MakeMeWise. All Rights Reserved ©2015 MakeMeWise. All Rights Reserved. Visit our website: www.makemewise.org

Roles Process Owner • This role is accountable for ensuring that a process is fit for purpose. • This role is often assigned to the same person who carries out the process manager role, but the two roles may be separate in larger organizations. • This role is accountable for ensuring that process is performed according to the agreed and documented standard and meets the aims of the process definition. Process Manager • This role is accountable for operational management of a process. • There may be several process managers for one process, for example regional change managers or IT service continuity managers for each data centre. • The process manager role is often assigned to the person who carries out the process owner role, but the two roles may be separate in larger organizations. Process Practitioner • This role is responsible for carrying out one or more process activities. • In some organizations, and for some processes, the process practitioner role may be combined with the process manager role, in others there may be large numbers of practitioners carrying out different parts of the process ©2015 MakeMeWise. All Rights Reserved. Visit our website: www.makemewise.org

RACI  Roles are accountable or responsible for an activity. They may also be consulted or informed.  The RACI model, provides a useful way of defining and communicating roles and responsibilities  RACI models should be designed in the service design lifecycle stage, and tested and deployed in service transition. In service operation, people assigned to specific roles will perform the activities in the RACI matrix.

Responsible

• The person or people responsible for correct execution – for getting the job done

Accountable

• The person who has ownership of quality and the end result. Only one person can be accountable for each task

Consulted

Informed

• The people who are consulted and whose opinions are sought. They have involvement through input of knowledge and information

• The people who are kept up to date on progress. They receive information about process execution and quality

Service Lifecycle

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