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Reservados todos los derechos. El contenido de esta obra esta protegido por la Ley, que establece penas de prisión y/o multas, además de las correspondientes indemnizaciones por daños y perjuicios, para quienes reprodujeren, plagiaren, distribuyeren o comunicaren públicamente, en todo o parte, una obra literaria, artística o científica, o su transformación, interpretación o ejecución artística fijada en cualquier tipo de soporte o comunicada a través de cualquier medio sin la preceptiva autorización. © Copyright 2012

ISBN: 978-84-8414-086-3

Edición noviembre 2012

ITIL® is a Registered Trade Mark of the Cabinet Office.

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ITIL® Intermediate Gestión del Servicio a lo largo del Ciclo de Vida

| manual del alumno |

ITIL® is a Registered Trade Mark of the Cabinet Office The Swirl logo™ is a Trade Mark of the Cabinet Office EXIN is the Examination Institute for Information Science

Gestión del Servicio a lo largo del Ciclo de Vida

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Índice de Contenidos

Introducción

IT Infrastructure Library®

El Esquema de Certificación ITIL®

La Certificación ITIL® Intermediate: Gestión del Servicio a lo largo del Ciclo de Vida

Descripción del Examen

Descripción y Planificación del Curso

Estructura del Curso

PARTE 1: Fundamentos Teóricos para la Gestión del Servicio a lo largo del Ciclo de Vida

Conceptos fundamentales del ciclo de vida

Gestión de la comunicación y de los proveedores

Integración de los procesos de gestión del servicio a lo largo del ciclo de vida del servicio

Gestión de los servicios a lo largo del ciclo de vida del servicio

Gobierno y organización

Métricas

Implementación y mejora de la capacidad de la Gestión de Servicios

PARTE 2: Caso de Estudio y Prácticas de Gestión del Servicio a lo largo del Ciclo de Vida

Presentación

Caso de Estudio

Modelo de Examen de Práctica (Sample Paper) 1

Modelo de Examen de Práctica (Sample Paper) 2

Apéndice A. El Esquema de Certificación en Cifras

Apéndice B. Taxonomía de Bloom

Bibliografía

Introducción Gestión del Servicio a lo largo del Ciclo de Vida

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IT Infrastructure Library® ITIL® (IT Infrastructure Library®) es un estándar público que describe las Mejores Prácticas para la Gestión de Servicios TI. Proporciona un marco de trabajo para el Gobierno de las TI, centrándose en la medición y la mejora continuas de la calidad del servicio entregado, tanto desde un punto de vista empresarial como del destinatario del servicio. Esta perspectiva es uno de los motivos principales del éxito de ITIL® a nivel mundial, y ha contribuido a su uso masivo y a los beneficios clave obtenidos por aquellas organizaciones que han implementado las técnicas y procesos en su actividad empresarial. Algunos de estos beneficios incluyen:

- Aumento de la satisfacción del usuario y del cliente respecto de los servicios TI

- Mejora de la disponibilidad del servicio, lo que redunda en un incremento de ingresos y beneficios

- Reducción de costes financieros derivados de la duplicación/repetición de tareas, pérdida de tiempo, mejora de la gestión de los recursos…

- Ahorro de tiempo para invertir en nuevos productos, servicios y mercados

- Mejora en la toma de decisiones - Optimización del riesgo

ITIL® fue publicado entre 1989 y 1995 por Her Majesty’s Stationery Office (HMSO) en el Reino Unido en representación de la Central Communications and Telecommunications Agency (CCTA) – ahora integrada en la Cabinet Office. Al principio su uso estuvo limitado al Reino Unido y Holanda principalmente. Entre los años 2000 y 2004 se publicó la segunda versión como un conjunto de libros revisados.

La versión inicial de ITIL® consistía en una librería de 31 libros asociados que cubrían todos los aspectos de la provisión de servicios TI. Esta primera versión fue revisada y sustituida por 7 libros mejor conectados y consistentes (ITIL® V2) consolidados en un marco de trabajo global. Esta segunda versión obtuvo aceptación internacional y actualmente es utilizada en muchos países por miles de organizaciones como la base para una provisión de servicios TI eficiente.

En el 2007, ITIL® V2 fue mejorada y consolidada en una tercera versión, como respuesta a los avances significativos en tecnología y a los nuevos retos emergentes para los proveedores de servicios TI en forma de nuevos modelos y arquitecturas: outsourcing, servicios compartidos, utility computing, cloud computing, virtualización, servicios web, y comercio móvil.


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Esta nueva versión consiste en 5 libros principales que cubren el ciclo de vida del servicio, junto con una Introducción Oficial. Cada uno de los cinco libros cubre una fase del ciclo de vida, desde la definición y análisis iniciales de los requisitos de la organización en la Estrategia del Servicio y el Diseño del Servicio, a través de la migración hacia un entorno real en la Transición del Servicio, hasta la operación y mejora en la Operación del Servicio y la Mejora Continua del Servicio. En el 2011, la Cabinet Office publicó una actualización a esta última versión como parte de su compromiso con la mejora continua con el fin de mejorar la consistencia, la claridad y la estructura a lo largo de las 5 publicaciones. El Ciclo de Vida del Servicio ITIL® is a Registered Trade Mark of the Cabinet Office © Crown copyright 2011. Reproduced with permission from the Cabinet Office


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Esquema de Certificación ITIL® El esquema de certificación ITIL® proporciona un enfoque modular al marco de trabajo ITIL® y comprende una serie de certificaciones enfocadas en diferentes aspectos de las Mejores Prácticas de ITIL®.

En este esquema, existen 4 niveles de certificación: - Nivel Fundamentos de la Gestión de Servicios TI con ITIL® - Nivel ITIL® Intermediate (intermedio) - Nivel ITIL® Expert (experto) - Certificación ITIL® Master

La estructura modular del esquema ofrece a los candidatos flexibilidad en cuanto a las diferentes disciplinas y áreas de ITIL®, así como mayor accesibilidad de cara a la obtención de las distintas certificaciones.

El programa de certificación de ITIL® se basa un sistema de créditos. Se requieren al menos 22 créditos para obtener el nivel de certificación ITIL® Expert in IT Service Management.

Nivel Fundamentos de la Gestión de Servicios TI con ITIL® El nivel Fundamentos ofrece una visión general de la estructura, conceptos clave y terminología utilizados en el Ciclo de Vida del Servicio de ITIL®. El objetivo es facilitar una comprensión general de los principales vínculos entre las diferentes fases del ciclo de vida, los procesos utilizados y su contribución a la práctica ITIL® de la Gestión de Servicios.

Concretamente, los candidatos a la certificación obtienen conocimientos en las siguientes áreas:

- La Gestión de Servicios como Práctica - El Ciclo de Vida del Servicio - Principios y modelos genéricos - Conceptos genéricos - Selección de procesos - Selección de roles - Selección de funciones - Tecnología y arquitectura - Esquema de certificación ITIL®

Esta certificación está dirigida a: - Personas que requieren un conocimiento y comprensión básicos del marco

de trabajo ITIL® y cómo se puede utilizar para mejorar la calidad de la gestión de servicios TI en una organización

- Profesionales TI que trabajan en una organización que ya ha adoptado y adaptado ITIL®, y necesitan conocerlo para poder contribuir en el programa de mejora continua del servicio


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El examen del nivel Fundamentos utiliza los niveles 1 y 2 de la Taxonomía de Bloom, y evalúa la capacidad de los candidatos para comprender conceptos básicos, describirlos y demostrar una comprensión básica de las prácticas de ITIL®. (Ver Apéndice B: Taxonomía de Bloom)

La obtención de esta certificación satisface el requisito de acceso al siguiente nivel de certificación del esquema: el nivel Intermediate.

Características del examen: - 40 preguntas de opción múltiple - 60 minutos - Válido 2 créditos para el nivel de certificación ITIL® Expert

Nivel ITIL® Intermediate (intermedio)

El nivel Intermediate comprende dos trayectorias de certificación, cada una de las cuales está basada en una serie de módulos, así como de un módulo final obligatorio. Cada uno de dichos módulos tiene asignado un examen de certificación correspondiente.

- Módulos del Ciclo de Vida del Servicio (5) - Módulos de Capacidad (4) - Módulo Gestión del Servicio a lo largo del Ciclo de Vida (1)

Este nivel de certificación está dirigido a: - Personas que requieren conocimientos avanzados de los elementos de la

práctica de la gestión de servicios ITIL® del ciclo de vida del servicio y cómo implementarlos para mejorar la calidad de la gestión de servicios dentro de una organización

- Profesionales TI que desempeñan roles asociados con la planificación estratégica, la ejecución y el control dentro de un modelo de negocio basado en el servicio, con el fin de obtener una mayor comprensión de las funciones y procesos del ciclo de vida del servicio

- Personas interesadas en obtener el nivel de certificación ITIL® Expert en la Gestión de Servicios TI, para el cual éstos son módulos necesarios

- Personas que quieren progresar hacia el nivel de certificación ITIL® Master en la Gestión de Servicios TI, para el cual la certificación ITIL® Expert es un prerrequisito

- Personas interesadas en especializarse en cualquiera de las áreas del ciclo de vida del servicio o de capacidades

Los exámenes del nivel Intermediate utilizan los niveles 3 y 4 de la Taxonomía de Bloom, y requieren que los candidatos tengan una comprensión profunda de los aspectos objeto de examen y que puedan demostrar cómo aplicar y ejecutar los conceptos en el lugar de trabajo. (Ver Apéndice B: Taxonomía de Bloom)


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- Módulos del Ciclo de Vida del Servicio

La serie de módulos del Ciclo de Vida del Servicio está centrada en cada una de las fases del ciclo de vida del servicio. Los módulos son:

- Estrategia del Servicio - Diseño del Servicio - Transición del Servicio - Operación del Servicio - Mejora Continua del Servicio

Cada módulo de la serie cubre una introducción al Ciclo de Vida del Servicio, los principios, procesos, funciones y actividades dentro de cada fase, junto con consideraciones sobre la tecnología y la implementación.

Cada uno de estos módulos otorga 3 créditos

- Módulos de Capacidad

La serie de módulos de capacidad está centrada en agrupaciones basadas en roles. Cada grupo contiene un combinado de procesos y roles de la gestión de servicios ITIL® con el objetivo de ofrecer a los candidatos un conocimiento equilibrado de las prácticas ITIL® que tienen una interacción y dependencia directas en su uso diario.

Los módulos de Capacidad y sus áreas de conocimiento respectivas son: - Planificación, Protección y Optimización

o Gestión de la Disponibilidad o Gestión de la Capacidad o Gestión de la Mejora Continua del Servicio o Gestión de la Demanda o Gestión de Riesgos o Gestión de la Seguridad de la Información

- Ofertas y Acuerdos del Servicio o Gestión de la Cartera de Servicios o Gestión del Nivel de Servicio o Gestión del Catálogo del Servicio o Gestión de la Demanda o Gestión de Suministradores o Gestión Financiera

- Entrega, Control y Validación o Gestión de Cambios o Gestión de Entregas y Despliegues o Gestión de Validación y Pruebas del Servicio o Gestión de la Configuración y Activos del Servicio o Gestión del Conocimiento


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o Peticiones de Cambio o Evaluación del Servicio

- Análisis y Soporte Operativo o Gestión de Eventos o Gestión de Incidencias o Peticiones de Cambio o Gestión de Problemas o Gestión de Accesos o Centro de Servicio al Usuario o Gestión Técnica o Gestión de Operaciones TI o Gestión de Aplicaciones

Cada uno de estos módulos otorga 4 créditos.

Cada uno de los módulos (ya sean los del Ciclo de Vida o los de Capacidad) constituye una certificación independiente, conducente hacia la certificación ITIL® Expert en la Gestión de Servicios TI.

Tipología de todos los exámenes del nivel ITIL® Intermediate: - Es necesario tener aprobado el examen ITIL® Version 3 Foundation

Examination (o bien el de la versión V2 más el examen puente de actualización V2-V3)

- 8 preguntas de opción múltiple basadas en un caso concreto. Cada pregunta presenta 4 posibles respuestas: una de ellas puntúa con 5 puntos, otra con 3 puntos, otra con 1 punto, y la restante no recibe ninguna puntuación

- 90 minutos - Válidos 3 ó 4 créditos, en función de la trayectorias de certificación a la que

pertenezca el examen

- Módulo Gestión del Servicio a lo largo del Ciclo de Vida

Este módulo completa las trayectorias de certificación del Ciclo de Vida y de Capacidad, centrándose en los conocimientos complementarios necesarios para implementar y gestionar las habilidades asociadas con el uso de las prácticas del ciclo de vida. Incluye aspectos tales como:

- Introducción a aspectos de gestión empresarial para la gestión de servicios TI

- Gestionar la planificación e implementación de la gestión de servicios TI - Gestión del cambio estratégico - Gestión del riesgo - Funciones de gestión - Comprensión de los retos organizativos


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- Evaluación de un proyecto a lo largo del ciclo de vida - Comprensión de las guías complementarias de la industria

Para alcanzar el nivel ITIL® Expert, este examen de certificación es obligatorio para todos los candidatos.

Características del examen: - Es necesario tener el nivel de certificación Fundamentos de la Gestión de

Servicios TI con ITIL® V3 (o bien el de la versión V2 más el examen puente de actualización V2-V3) más los 15 créditos adicionales procedentes de la selección de módulos del nivel Intermediate

- 10 preguntas de opción múltiple basadas en un único caso de estudio, recibido y analizado con antelación, con escenarios breves adicionales que sitúan en contexto cada pregunta. Cada pregunta presenta 4 posibles respuestas: una de ellas puntúa con 5 puntos, otra con 3 puntos, otra con 1 punto, y la restante no recibe ninguna puntuación

- 120 minutos - Válido 5 créditos para el nivel de certificación ITIL® Expert

Nivel ITIL® Expert

El nivel de certificación ITIL® Expert está dirigido a aquellas personas interesadas en demostrar un nivel superior de conocimientos en ITIL®.

Esta certificación se obtiene tras la acumulación de los créditos necesarios en los dos niveles de certificación anteriores del esquema (fundamentos e intermedio), por lo que no es necesario realizar un examen específico.

Los créditos necesarios para este nivel de certificación son 22, 2 de los cuales deben provenir del nivel Fundamentos como primer paso obligatorio, y 5 del módulo Gestión del Servicio a lo largo del Ciclo de Vida, como paso final obligatorio.

Para obtener los 15 créditos restantes, los candidatos pueden escoger entre los módulos del Ciclo de Vida del Servicio (a razón de 3 créditos por módulo) o bien los módulos de Capacidad (a razón de 4 créditos por módulo), esperando que haya un programa equilibrado en su conjunto.

La obtención de este certificado satisface el requisito de acceso para optar al siguiente nivel de certificación ITIL® Master, el nivel más elevado del esquema.

ITIL® Master

Los candidatos al nivel de certificación ITIL® Master deben estar en posesión de la certificación ITIL® Expert. Para obtener este nivel, los candidatos deben ser capaces de explicar y justificar cómo han seleccionado y aplicado una serie de conocimientos, principios, métodos y técnicas de ITIL®, así como técnicas


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de soporte a la gestión, para conseguir los resultados esperados en una o varias actividades de carácter práctico.

Para ello, serán evaluados en diversos aspectos de implementación de la Gestión de Servicios TI en un sentido amplio, tales como (aunque no limitados a):

- Gestión del cambio cultural y organizativo - Responder al cambio en la industria - Capacidad de mejora continua en la gestión de servicios TI - Prepararse para una auditoria y la certificación - Prepararse para actuar como consultor y/o instructor ITIL®

Asimismo, se recomienda que puedan aportar una experiencia en la gestión de servicios TI.

La certificación Master está basada tanto en la teoría de la gestión de servicios TI como en la evidencia experimental, por lo que los sistemas de evaluación pueden incluir:

- Casos de estudio estandarizados - Exámenes escritos en los que es posible consultar literatura - Combinación de preguntas de opción múltiple, de respuesta breve o de tipo

ensayo - Defender una tesis - Simulaciones

El examen utiliza los niveles 5 y 6 de la Taxonomía de Bloom, y requieren que los candidatos sean capaces de identificar soluciones a situaciones realistas. (Ver Apéndice B: Taxonomía de Bloom)


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Sistema de asignación de créditos en el esquema de certificación ITIL®


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Certificación ITIL® Intermediate. Gestión del Servicio a lo largo del Ciclo de Vida El módulo Gestión del Servicio a lo largo del Ciclo de Vida completa la trayectoria de certificación de la serie de módulos del Ciclo de Vida del Servicio. Su estudio garantiza amplios conocimientos de los contenidos de las publicaciones de ITIL®, centrándose en objetivos de gestión y supervisión, en los procesos, las funciones y las actividades, y en las interfaces e interacciones entre los procesos cubiertos en las cinco publicaciones oficiales.

Este curso presenta una perspectiva integral de la Gestión TI y hace uso de todas las actividades del ciclo de vida relacionadas con aspectos de Gestión Empresarial de los Servicios TI, de Planificación e Implementación de la Gestión de Servicios TI, de Gestión del Cambio Estratégico, de Gestión del Riesgo, de Funciones de Gestión, de Retos Organizativos, de Evaluación de Proyectos, así como de las Guías Complementarias de la Industria.

La certificación Gestión del Servicio a lo largo del Ciclo de Vida es especialmente adecuada (aunque no excluyente) para profesionales dedicados a áreas TI, tales como:

- Chief Information Officers (CIOs) - Gestores TI Senior - Responsables TI - Supervisores - Profesionales de las TI - Gestores de Operaciones TI - Personas que necesitan un nivel de conocimientos a nivel de gestión e

implementación del Ciclo de Vida del Servicio con ITIL®, ya sea para implantarlo en una organización, para completar su trayectoria para obtener el nivel de certificación ITIL® Expert o como requisito para progresar hacia el siguiente nivel de certificación ITIL® Master.


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Descripción del Examen: ITIL® Intermediate Qualification: Managing across the Lifecycle El examen ITIL® Intermediate Qualification: Managing Across the Lifecycle Certificate completa la trayectoria de certificación de la serie de módulos del Ciclo de Vida del Servicio, conducentes a la certificación ITIL® Expert in IT Service Management.

El examen está basado en los niveles 4 (Analizar) y 5 (Evaluar) de la Taxonomía de Bloom, por lo que requieren que los candidatos tengan una comprensión profunda de los aspectos objeto de examen y que puedan demostrar cómo aplicar y ejecutar los conceptos en el lugar de trabajo. (Ver Apéndice B: Taxonomía de Bloom)

Tipología del examen

Tipo de Pregunta

Diez (10) preguntas de elección múltiple basadas en un único caso de estudio, recibido y analizado con antelación, con escenarios breves adicionales que sitúan en contexto cada pregunta. Las respuestas obedecen a un tanteo gradual, esto es: cada cuestión tiene 4 posibles opciones de respuesta; la mejor respuesta vale 5 puntos, la segunda mejor vale 3 puntos, la tercera vale 1 punto y la respuesta incorrecta (o distracter) no puntúa.

Duración

120 minutos si se realiza el examen en la lengua materna 150 minutos (30 minutos adicionales) si se resuelve en inglés o en una lengua que no sea la materna (en cuyo caso se permite el uso de un diccionario)

Idioma Disponible en inglés

Formato Online o en papel

Prerequisitos

Curso preparatorio en un centro de formación acreditado (ATO) Certificado ITIL® Version 3 Foundation Examination (o bien el de la versión V2 más el examen puente de actualización V2-V3). 15 créditos adicionales procedentes de la selección de módulos del nivel Intermediate

Supervisado Sí

Libro Abierto No. No es posible consultar literatura ni apuntes

Aprobado 35/50 o 70%

Créditos Válido 5 créditos para la certificación ITIL® Expert in IT Service Management Certificate


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Literatura recomendada para la preparación del examen

- Service Strategy; Cabinet Office - Service Design; Cabinet Office - Service Operation; Cabinet Office - Service Transition; Cabinet Office - Continual Service Improvement; Cabinet Office

Ver también: Esquema de Certificación ITIL®. Nivel ITIL® Intermediate (intermedio)


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Descripción y Planificación del Curso: ITIL® Intermediate. Gestión del Servicio a lo largo del Ciclo de Vida

Objetivos El objetivo de este curso es proporcionar a los asistentes los conocimientos necesarios sobre cuestiones relacionadas con la Gestión del Servicio a lo largo del Ciclo de Vida, tales como:

- Conceptos fundamentales del ciclo de vida - Gestión de la comunicación y de los proveedores - Integración de los procesos de gestión del servicio a lo largo del ciclo de

vida del servicio - Gestión de los servicios a lo largo del ciclo de vida del servicio - Gobierno y organización - Métricas - Implementación y mejora de la capacidad de la Gestión de Servicios

Participantes Este curso está dirigido a profesionales TI, responsables de servicios TI, directores y responsables de Informática, supervisores, gestores de procesos ITIL® y personal de operaciones que necesiten adquirir o ampliar conocimientos en los procesos relacionados con la Gestión del Servicio a lo largo del Ciclo de Vida.

Duración El curso tiene una duración de 30 horas distribuidas según detalle:

- Fundamentos Teóricos para la Gestión del Servicio a lo largo del Ciclo de Vida –15 horas

- Caso de Estudio y Prácticas de Gestión del Servicio a lo largo del Ciclo de Vida – 15 horas

(Ver sección: Estructura del Curso)

Planificación El curso está basado en el Programa de Estudio del certificado ITIL® Intermediate Qualification: Managing across the Lifecycle propuesto por The APM Group Limited - The Cabinet Office's Official Accreditor. Está diseñado desde un punto de vista teórico-práctico, de manera que los fundamentos teóricos reciben una correspondencia práctica que permite analizar y evaluar (niveles 4 y 5 de la Taxonomía de Bloom) los contenidos de acuerdo con una situación (caso de estudio) real.

(Ver Apéndice B: Taxonomía de Bloom)


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Para cada unidad didáctica se detalla la siguiente información:

Nivel de dificultad, de acuerdo con la Taxonomía de Bloom Descripción de la unidad temática Objetivos formativos que se pretende conseguir Contenido de la unidad (puntos a cubrir) Literatura oficial en la que se basan los temas presentados1

Temario

1. Key concepts of the service lifecycle - Nivel de dificultad: 5

This learning unit represents a brief re-cap of key concepts in the ITIL service lifecycle, looked at from a strategic and managerial perspective, as an introduction and foundation for the rest of the syllabus.

This unit considers both the perspective of integrating service management processes across the lifecycle and the perspective of managing services across the lifecycle.

To meet the learning outcomes and examination level of difficulty, the candidate must be able to evaluate, justify, check, co-ordinate, detect, monitor, test, judge, analyse, differentiate, organize, attribute: - Managing services and service management (Any 2.1.1 - 2.1.3) - The service lifecycle:

o The five stages of the service lifecycle and how they interact with each other (Any 1.2)

o Considering services from end-to-end: justification, design, measuring, testing, deploying, operating and looking for ways to improve (Any 2.4)

- Service value across the different stages of the service lifecycle: o How service strategy elements dictate what constitutes value, and how

value is defined and measured (SS 1.1.4, SS 3.2.3) o Realizing business value in service operation (SO section 3 up to and

including 3.1.1) o Testing and demonstrating the service value in service transition (ST

4.6.3) o Monitoring service measurements and using them to support all stages

of the service lifecycle (SO 5.1.2.12)

1 SS, SD, ST, SO, CSI: literatura oficial ITIL® edición 2011: Service Strategy, Service Design, Service Transition; Service Operation; Continual Service Improvement; Cabinet Office


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- Other key concepts:

o Core, enabling and enhancing services (SS 3.2.2.4, SS table 3.5) o Organizing for service management (Any 2.2.3) o Use of the RACI model to define and clarify roles and responsibilities,

particularly in interfaces between processes and between service lifecycle stages (SD 3.7.4.1 – 3.7.4.2)

o Risk assessment and risk management (SS 5.6.5, SD 4.1.5.4, SO 8.3, CSI 5.8.12, Any appendix 'Risk Assessment and Management')

o Sharing knowledge across the service lifecycle, and the use of knowledge management (Any 2.2.5, ST 4.7.4 (not including 4.7.4.3), ST 4.7.5.1, ST 4.7.5.2, CSI 5.8.11)

2. Communication and stakeholder management - Nivel de dificultad: 5

This learning unit covers the value of good communication and ensuring its flow across the service lifecycle. It also addresses the effective co-ordination of interaction with both the business and suppliers as key stakeholders.

To meet the learning outcomes and examination level of difficulty, the candidate must be able to evaluate, check, co-ordinate, detect, monitor, test, judge, analyse, differentiate, organize, attribute: - Co-ordination of business relationship management across the service

lifecycle (SS 4.5.5.5) and the role of business relationship management in communication (SS 6.8.8)

- Stakeholder management and communication (Any 2.1.5, ST 5.3) - The value of good communication and ensuring its flow across the service

lifecycle: o The use of service models to aid communication on service strategy and

value creation (SS 3.4.7, SS 8.3.1.2) o Communication during service design (SD 4.1.5.3, SD 4.2.4.2) o Communication during service transition (ST 5.1) o Communication during service operation (SO 3.6) o Communication during continual service improvement (CSI 8.5)

3. Integrating service management processes across the service lifecycle - Nivel de dificultad: 5

This learning unit addresses how to build service management capabilities in order that services flow through the service lifecycle. It includes interfaces between key processes and lifecycle stages.

To meet the learning outcomes and examination level of difficulty, the candidate must be able to evaluate, check, co-ordinate, detect, monitor, test, judge, analyse, differentiate, organize, attribute:


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- The integration of service management through the service lifecycle (Any

figure 2.9, any 2.4.2) - The impact of service strategy on other service lifecycle stages (SS 8.3) - The value of a service lifecycle perspective when designing service solutions

(SD 3.7.1, including SD figure 3.8) - The inputs and outputs of processes and stages in the service lifecycle (SS

3.9, SD 3.12, ST 3.3, SO 3.8, CSI 3.12, Any appendix 'Examples of inputs and outputs across the service lifecycle')

- The value to business and the interfaces of all processes in the ITIL Service Strategy core publication: o Strategy management for IT services (SS 4.1.3, SS 4.1.6.4) o Service portfolio management (SS 4.2.3, SS 4.2.6.4) o Financial management for IT services (SS 4.3.3, SS 4.3.6.4) o Demand management (SS 4.4.3, SS 4.4.6.4) o Business relationship management (SS 4.5.3, SS 4.5.6.4)

- The value to business and the interfaces of all processes in the ITIL Service Design core publication: o Design co-ordination (SD 4.1.3, SD 4.1.6.4) o Service catalogue management (SD 4.2.3, SD 4.2.6.4) o Service level management (SD 4.3.3, SD 4.3.6.4) o Availability management (SD 4.4.3, SD 4.4.6.4) o Capacity management (SD 4.5.3, SD 4.5.6.4) o IT service continuity management (SD 4.6.3, SD 4.6.6.4) o Information security management (SD 4.7.3, SD 4.7.6.4) o Supplier management (SD 4.8.3, SD 4.8.6.4)

- The value to business and the interfaces of all processes in the ITIL Service Transition core publication: o Transition planning and support (ST 4.1.3, ST 4.1.6.4) o Change management (ST 4.2.3, ST 4.2.6.4) o Service asset and configuration management (ST 4.3.3, ST 4.3.6.4) o Release and deployment management (ST 4.4.3, ST 4.4.6.4) o Service validation and testing (ST 4.5.3, ST 4.5.6.4) o Change evaluation (ST 4.6.3, ST 4.6.6.4) o Knowledge management (ST 4.7.3, ST 4.7.6.4)

- The value to business and the interfaces of all processes in the ITIL Service Operation core publication: o Event management (SO 4.1.3, SO 4.1.6.4) o Incident management (SO 4.2.3, SO 4.2.6.4) o Request fulfilment (SO 4.3.3, SO 4.3.6.4) o Problem management (SO 4.4.3, SO 4.4.6.4) o Access management (SO 4.5.3, SO 4.5.6.4)


Página xxiv

- The value to business and the interfaces of the seven-step improvement

process, along with the role other processes play (CSI 4.1.3, CSI 4.1.6.1, CSI 4.1.7, CSI 4.1.8, CSI 4.1.9, CSI 4.1.10)

4. Managing services across the service lifecycle - Nivel de dificultad: 5

This learning unit takes a high-level, holistic view of service management, from the perspective of managing services and service components through the service lifecycle. It focuses on capturing customer and stakeholder needs, measuring service value to ensure that needs are met, and balancing potential conflicts and competing issues with regards to challenges, critical success factors and risks.

To meet the learning outcomes and examination level of difficulty, the candidate must be able to evaluate, check, co-ordinate, detect, monitor, test, judge, analyse, differentiate, organize, attribute: - Identification and assessment of customer and stakeholder needs and

requirements across all service lifecycle stages, and ensuring appropriate priority is given to them (SD 3.3, SD 3.4, SD 3.5)

- How the service design package (SDP) provides a link between service design, service transition and service operation (SS 8.3.1.2, SD 4.1.1, ST 4.1.4, ST 4.1.5.2)

- Managing cross-lifecycle processes to ensure appropriate impact and involvement at all required service lifecycle stages: o Flow of knowledge/experience/skills between lifecycle stages (ST 6.7.1,

SO 3.4) o Involve service transition in early stages of the service lifecycle (ST

3.1.12) o Involve operations staff, business users and other relevant stakeholders

in service rehearsals (ST 4.4.5.2 service rehearsals) - Implementing and improving services, using key sources of information for

identifying the need for improvement: o Service level management (SLM) review meeting – reviewing

management information and trends to ensure that services are meeting agreed service levels (SD 4.3.5.6, CSI 3.6)

o Customer satisfaction surveys (SS 4.5.4.4, SD 4.3.5.7, SO 6.3.5.1, SO table 6.1)

o Reviewing business trends and changed priorities, and keeping ahead of business projections (SS 4.1.5.1 – 4.1.5.4)

- The challenges, critical success factors and risks of the service lifecycle stages, and potential conflicts and competing issues across the service lifecycle (SS 9.1 – SS 9.3, SD 9.1 – SD 9.3, ST 9.1 – ST 9.3, SO 9.1 – SO 9.3, CSI 9.1 – CSI 9.3)


Página xxv

5. Governance, roles, people, competence and the organization

- Nivel de dificultad: 5

This learning unit concentrates on governance and the organizational structure required for successful management and delivery of IT services across the service lifecycle.

Starting with the need for governance, it covers the people skills and competencies, the types of service providers and organizational structures.

To meet the learning outcomes and examination level of difficulty, the candidate must be able to evaluate, check, co-ordinate, detect, monitor, test, judge, analyse, differentiate, organize, attribute: - Governance:

o The importance and impact of good governance on service management (SS 5.1)

o The use of governance in sourcing (SS 3.7.5) o The role of the IT strategy or steering group in setting direction, policy

and strategy for IT services (SD 3.1.6) o The application of governance in change management, through change

authorization to ensure the integrity of live services. The role of the change advisory board (CAB) (ST 4.2.5.5, ST 4.2.5.10)

o The support from management systems to ensure appropriate governance (Any 2.3.2, SS 5.2)

- Organizational structure, skills and competence: o The challenge and application of organizational development (SS 6.1) o Assessing and applying various organizational structures for service

management, and combining several perspectives in matrix organizations (SS 6.3, SS 6.4, SS 6.7, SD 6.2.3, ST 6.2.1, ST 6.3, SO 6.2.1)

o Skills and competence (Any of SS 6.10, SD 6.5, ST 6.6, SO 6.9, CSI 6.6) - Service provider types and service strategies:

o The different service provider types, and the implication of choosing a specific type (SS 3.3, SS 8.1 up to but not including 8.1.1)

o The selection of appropriate service delivery strategies (SD 3.11.2, including SD table 3.5)

6. Measurement - Nivel de dificultad: 5

This learning unit focuses on the types of measurements that can be used to support the monitoring of service management activities and IT services throughout the service lifecycle.


Página xxvi

To meet the learning outcomes and examination level of difficulty, the candidate must be able to evaluate, check, co-ordinate, detect, monitor, test, judge, analyse, differentiate, organize, attribute: - Measuring and demonstrating business value (SD 3.1.4) - Determining and using metrics:

o Service measurement (CSI 3.9) o Service, process and technical metrics (CSI 5.5 up to but not including

5.5.1) o CSFs and KPIs (CSI 5.5.1, CSI 5.5.1.1, CSI 5.5.1.2) o Using measurements and metrics to validate, justify, direct, intervene

(CSI 5.5.5) - Design and development of measurement frameworks and methods:

o Design and development of a service measurement framework (CSI 5.4.1, CSI 5.4.4)

o Designing measurement methods and metrics (SD 3.7.5) o Monitoring and control systems (SO 5.1) o Monitoring, reporting and control (SO 5.1.1) o Monitor control loops (SO 5.1.2 excluding 5.1.2.6)

- Use of event management tools to increase visibility of the infrastructure and IT service delivery (SO 7.2, CSI 7.1.3)

7. Implementing and improving service management capability - Nivel de dificultad: 5

This learning unit covers various techniques for implementing service management capability and for assessing service management maturity and performance to enable effective service management improvement. It also addresses how organizational change can be best achieved.

To meet the learning outcomes and examination level of difficulty, the candidate must be able to evaluate, check, co-ordinate, detect, monitor, test, judge, analyse, differentiate, organize, attribute: - Implementing service management

o Understanding the high-level goals and objectives of the organization. Identifying the external (legislation, competitors, etc) and internal (organizational structure, culture, etc) drivers (CSI 3.1, CSI 3.5)

o Service strategy implementation taking a service lifecycle approach (SS 8.2)

- Assessing service management o Assessing the current situation regarding service provision:

> Strategic assessment (SS 4.1.5.1 – 4.1.5.3) > SWOT analysis (CSI 5.5.9) > Gap analysis and IT service management maturity

assessment (CSI 5.2.5, CSI 5.3.10.1)


Página xxvii

> ISO/IEC 20000 certification (CSI A.6) > Six Sigma (CSI A.15) > COBIT (CSI A.5) > CMMI (CSI A.13, CSI Table 5.3)

o Assessing current and defining future required maturity levels, quality and cost of provision (SS 4.1.5.14, SS 4.2.4.12, CSI 5.2, CSI figure 5.2)

o Using benchmarking to identify need for improvement for each service lifecycle stage (CSI 5.3)

- Improving service management o Planning for improvement with short-, medium- and longerterm

improvement initiatives (CSI 3.4) o Using the CSI approach and Deming Cycle to ensure that the

organization continues to move forward with continual improvement (CSI figure 3.1, CSI 3.8)

o The seven-step improvement process, to measure progress and enable potential improvements to the service lifecycle to be identified (CSI 4.1.5)

- Key considerations for implementation and improvement of both the practice of service management and the services themselves: o Having the appropriate business case which shows the return on

investment or the return on value (SS 3.6 up to SS 3.6.2, SS 4.2.3, SS 5.6.6, CSI 5.6)

o Stakeholder change management (SS 6.2, ST 5.2, CSI 8.4) - Key considerations when planning and implementing service management

technologies (SO 8.5)

Material didáctico y literatura recomendada

Los participantes reciben el material didáctico correspondiente a los contenidos impartidos durante el curso:

- ITIL® Intermediate. Gestión del Servicio a lo largo del Ciclo de Vida. Edición 2011. (Manual del Alumno v.1.0). Mediagora, SL. ISBN: 978-84-8414-089-4

Asimismo, como material de referencia se recomienda consultar la siguiente bibliografía:

- Service Strategy; Cabinet Office - Service Design; Cabinet Office - Service Operation; Cabinet Office - Service Transition; Cabinet Office - Continual Service Improvement; Cabinet Office


Página xxviii

Estructura del Curso El curso se estructura en dos partes diferenciadas, aunque absolutamente complementarias:

- PARTE 1: Fundamentos Teóricos para la Mejora Continua del Servicio - PARTE 2: Caso de Estudio y Prácticas de Gestión del Servicio a lo largo

del Ciclo de Vida

La primera de ellas presenta la vertiente más teórica del curso; enfocada al desarrollo y comprensión de los distintos contenidos presentados en los manuales oficiales de ITIL®. Comprende una duración de 15 horas y está formulada siguiendo el Qualification Syllabus oficial de contenidos publicado por The APM Group Limited - The Cabinet Office's Official Accreditor.

La segunda parte comprende el estudio de un caso y la resolución de una serie de preguntas relacionadas con dicho caso. Se desarrolla durante 15 horas y presenta dos objetivos claramente definidos:

- Mejorar la preparación del alumno a la hora de enfrentarse al examen oficial

- Incrementar los contenidos presentados durante la parte teórica del curso; concretamente focalizando dichos contenidos en supuestos de aplicación práctica relacionados con lo aprendido previamente

La estructuración del presente curso en base a dicho formato responde al particular enfoque de ITIL®, el cual va mucho más allá de la mera presentación y comprensión de contenidos puramente teóricos. Así, el objetivo principal es acercar al alumno a un nivel superior de aplicación de las buenas prácticas recogidas en los distintos manuales de ITIL®.

PARTE 1

| Fundamentos Teóricos para la Gestión del Servicio a lo largo del Ciclo de Vida |

1


ITIL® IntermediateGestión del Servicioa lo largo del Ciclo de Vida

2

Course objectives

• To give students the skills to support an organization’s service delivery across the whole of the service lifecycle

• To build on knowledge gained during preceding lifecycle and capability courses

• To focus on strategizing, planning, using and measuring ITIL practices in a functional model using:o Integrated lifecycle stageso Integrated processeso Shared data, information and knowledge

• To enable the student to gain competencies in:o Key concepts of the service lifecycleo Governance and organizationo Integrating service management processes across the service lifecycleo Communication and stakeholder managemento Implementing and improving service management capabilityo Managing services across the service lifecycleo Measurement

2


3

Course and examination requirements

• Candidates for the training and examination should fulfil the following requirements:o Hold the ITIL Foundation Certificate or equivalent (2 credits)o Have obtained a minimum of 15 further credits through formal

intermediate or approved complementary qualificationso Complete an approved training courseo Have reviewed and studied their foundation and intermediate level

knowledge gained from previous ITIL courses (recommended)o Are familiar with the syllabus and the lifecycle publications

(recommended)

4

Examination information

• The ITIL Qualification: Managing across the Lifecycle• Closed book, supervised exam• 10 multiple choice, gradient scored questions based on a

single case study• Questions have 4 possible answers worth 5, 3, 1, 0 marks• 120 minutes to complete• Pass:

o 70% required or 35 out of 50 marks

3


5

The structure of ITIL qualifications

3 Days

5 Days

5 Days

3 Days

FoundationLevel

IntermediateLevel

ExpertLevel

AdvancedLevel

Key concepts of the service lifecycle

4


7

Introduction

• This section contains a brief recap of the key concepts in the service lifecycle

• It considers the perspectives of:o Integrating service management processes across the lifecycleo Managing services across the lifecycle

8

Agenda

• Managing services and service management• Service value across the different service lifecycle stages• Other key concepts including:

o Service typeso Organizing for service managemento Use of the RACI modelo Risk assessmento Sharing knowledge across the service lifecycle

5


Services and service management

10

Supporting products includingprocess maps, templates,

training

Support for a marketsector or technology

Core publications

ITIL and IT service management

6


11

The overall picture

Bus

ines

s pr

oces

sIT service provider

Process

Process

Resources and capabilitiesFu

nctio

n

Func

tion

Func

tion

Func

tion

Service

Service

Service

War

rant

y an

d ut

ility

Valu

e cr

eate

d

Business customer

12

Services and IT services

• A service is a means of delivering value to customers by facilitating outcomes that customers want to achieve, without the ownership of specific costs and risks

• An IT service is made up of a combination of information technology, people and processes and should:o Directly support the business processes of one or more customerso Document its service level targets in a service level agreement

7


13

Types of service

Core serviceDelivers the basic

outcomes desired by one or more customers

Enabling servicesServices that are

needed in order for a core service to be

delivered

Enhancing servicesServices that are added

to a core service to make it more exciting or enticing to the customer

Customers

14

What is service management?

• Service management is a set of specialized organizational capabilities for providing value to customers in the form of services

• These capabilities take the form of functions and processes for managing services over a lifecycle

• The capabilities represent a service organization’s capacity, competency and confidence for action

• The act of transforming resources into valuable services is at the core of service management

8


15

Value

• Value is defined by customers • Value is characterized by the level to which the

service meets customer expectations • Value is also dependent on customer’s

preferences and perceptions which will be influenced by the mix and price of services on offer

• Value changes over time in response to changing business circumstances

VALUE

Business outcomes

PerceptionsPreferences

Components of value

© Crown copyright 2011. Reproduced with permission from the Cabinet Office

16

Value creation

Negativedifference

Based on DIY or existing

arrangements

Positivedifference

Netdifference

PLUS MINUS

Gains from utilizing

the service

Losses from

utilizing the service

Reference Value

Economic value of service

VALUE

EQUALS


9


17

Service assets used to deliver services

Service provider

Assettypes

Createvalue

Consumeassets

Generate returns(or recover costs)

ProspectsCompetitorsRegulatorsSuppliers

Influence

Demand

Supply

Management

Organization

Processes

Knowledge

People

Information

Applications

Infrastructure

Financial capital

Coordinate,control, anddeploy

Customers

Goods/services

Capabilities

Resources


Overviewof the service lifecycle

10


19

The lifecycle approach to service management

20

Service lifecycle summary

• Service strategyo Value creation begins here with understanding organizational

objectives and customer needso ITIL Service Strategy provides guidance on how to use service

management as a strategic tool to satisfy business needso Asks why something should be done before asking how

• Service designo Service design turns service strategy into the blueprint for delivering

the business objectiveso ITIL Service Design provides guidance for the design of services

(new or changed) and service management processes

• Service transitiono ITIL Service Transition provides guidance for the development and

improvement of capabilities for introducing new and changed services into live service operation

11


21

Service lifecycle summary (cont.)

• Service operationo Service operation is where strategic objectives are ultimately

realized and embodies practices in the management of the day-to-day operation of services

o ITIL Service Operation provides guidance on achieving effective and efficient delivery and support of services to ensure value for the customer, user and the service provider

• Continual service improvemento Continual service improvement combines principles, practices and

methods from quality management, change management and capability improvement

o ITIL Continual Service Improvement provides guidance on service improvement through better strategy, design, transition and operation of services

22

Continual feedback and the service lifecycle

Feedbacklessons learnedfor improvement

Output

Output

Output



Service strategystrategies, policies,standards

Service designPlans to create and modifyservices and servicemanagement processes

Service transitionManage the transition of anew or changed serviceand/or service managementprocess into production

Service operationDay-to-day operations ofservices and servicemanagement processes

Continual service improvementActivities are embedded in the service lifecycle



©C

rown copyright 2011. R

eproduced with perm

ission from the C

abinet Office

12


23

Service strategy value to the business

• Enables activities performed by the service provider to be linked to outcomes that are critical to internal or external customers

• Enables the service provider to have a clear understanding of what types and levels of service will make its customers successful

• Enables the service provider to respond quickly and effectively to changes in the business environment

• Supports the creation and maintenance of a portfolio of quantified services which enables the business to achieve a positive return on its service investments

• Facilitates communication between the customer and the service provider

• Provides the means for the service provider to organize itself so that it can provide services in an efficient and effective manner

24

Service design value to the business

• Reduce total cost of ownership• Improve quality and consistency of service• Ease of implementation• Improve service alignment and performance• Improve IT governance• Improve the effectiveness of service management and IT

processes• Improve information and decision making• Improve alignment with customer values and strategies

13


25

Service transition value to the business

• Enables higher volumes of successful change• Enables service transition assets to be shared and re-used

across projects and services• Reduces delays from unexpected clashes and

dependencies• Reduces the effort spent on managing the service transition

test and pilot environments

26

Service transition value to the business (cont.)

• Increases confidence that the new or changed service can be delivered to specification without unexpectedly affecting other services or stakeholders

• Ensures that new or changed services will be maintainable and cost-effective

• Improves control of service assets and configurations

14


27

Service operation value to the business

• Service operation is where the actual value of services is seen from a customer viewpoint

• Be aware that this value can be limited by:o Ineffective planning for the costs of ongoing management of serviceso The ability to obtain funding to fix design flawso The ability to obtain funding for improving the efficiency of service

operation, including trainingo The willingness to maintain continual improvement of services that

are operational and not experiencing particular problems

28

Continual service improvement across the service lifecycle

• Service operation and CSI need to agree on which areas need to be monitored and for what purpose

• Monitoring should focus on detecting exceptions and resolutions

• CSI require regular performance reports in order to recognize improvement opportunities

• Monitoring for CSI will change over time

15


29

Discussion point

• Using your skill and experience describe how a typical service, such as the on-line banking mentioned in the case study would traverse the service lifecycle

Organizing for service management – functions, processes and roles

16


31

Organizing for service management

GroupsFunction Team

Departments DivisionRole

32

Functions across the lifecycle

• Functions are units of organizations specialized to perform certain types of work and be responsible for specific outcomes

• They are self-contained with capabilities and resources necessary for their performance and outcomes

• Capabilities include work methods internal to the functions• Functions have their own body of knowledge, which

accumulates from experience

17


33

Functions across the lifecycle (cont.)

• They provide structure and stability to organizations• Functions are a way of structuring organizations to

implement the specialization principle• Functions typically define roles and the associated authority

and responsibility for a specific performance and outcomes• Coordination between functions through shared processes

is a common pattern in organization design

34

Processes

• 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 that provide transformation towards a goal, and utilize feedback for self-reinforcing and self-corrective action, function as closed-loop systems

• Processes:o Are measurableo Have specific identifiable and countable resultso Deliver results to customers or stakeholderso May be ongoing or iterative but should be traceable to a specific

event

• Service management processes are applied across the lifecycle

18


35

Organizational context

• When designing a service or process it is essential that all roles are clearly defined to enable fast and effective decision making

• This can be done using a RACI responsibility matrix to:o Clarify operational roles, responsibilities and relationshipso Define levels of accountability o Coordinate participation in every business activity

• This will help to:o Agree what activities need to be doneo Define and agree accountabilitieso Improve communicationo Avoid duplication of efforto Get jobs done, properly, on timeo Avoid blame culture

36

RACI matrix to illustrate service level management across the lifecycle

Produce service reportsMeasure customer satisfaction

Service

level

management

RRRRC,ICRIdentify service improvementsIRICR

CCCRRCLog and manage complaints

CCCIRCConduct service reviewRRCIRProduce service reports

RCCRMeasure customer satisfactionRRRRMeasure customer satisfaction

CCCICRCNegotiate SLAICCICRCNegotiate SLA

ARCDocument SLRs

Process owner

Operations

manager

Service level m

anager

Custom

er

Technical and applications

managem

ent teams

Businessrelationship

manager

Financialmanagem

ent

Service

desk

Review SLA

Monitor performance

C

C

I

I

AAAAAAAA

A

DesignTransition

Operation

CSI

R = responsible, A = accountable, C = consulted, I = informed

Change m

anager

C

I

I

19


37

Functional analysis

• After completing a RACI matrix an analysis by function should take place looking at:o Are there a lot of ‘As’ – if so then duties may not be segregated

properly, this can cause a bottleneck and delay decisionso Are there a lot of ‘Rs’ – if so then this function may be overloaded –

are the responsibilities in the right place?o No empty spaces – looks like this function is doing the whole task –

is that how it should be?o Does the level and type of participation match the function’s

qualifications?

38

Activity analysis

• Following on from the previous slide we should now look across the activity rows and analyse:o Is there more than one A - this is an error as accountabilities should

not be sharedo No ‘As’ – there should be as someone needs to be accountableo More than one ‘R’ – that is OK – but it needs to be checked that the

roles understand how this will work – or no-one may take the responsibility

o Many ‘Cs’ – do we need to ask so many roles? It may slow the process down

o No ‘Cs’ or ‘Is’ – are communication channels open in the organization? If not this can lead to poor decisions being made

20


39

Discussion point

• The specific roles within ITIL service management all require specific skills, attributes and competences from the people involved to enable them to work effectively and efficiently

• Paint a profile of the type of skills and competences that could be used in job advertisements which would be common to each of the following posts:o Service desk analysto Service level managero Problem manager

Managing and assessing risks

21


41

Risk management

• Risk management is carried out throughout the service lifecycle

• Executing a service strategy should include a plan to deal with risks:o Identifying risks – naming and documenting o Analysing risks – quantifying impact and probabilityo Managing risks – agree, implement and review the action plan

42

The value of effective risk management to the lifecycle

• Risk management begins at the earliest stage of the lifecycle and continues throughout the operational life of a process or service

• Risk management is an essential part of the decision making process at each and every stage of the lifecycle for example:o Poorly thought out business case (strategy)o Lack of feasibility of technical solution (design)o Evaluating if the release is ready for deployment (transition)o Risk of unavailability of the service (operation)o Not discussing improvement opportunities with the business (CSI)

22


43

The balanced approach to risk

• Risk taking is inevitable if an organization is to achieve its objectives

• Risks must always be balanced against the potential rewards associated with the need to change

• The aim is to support better decision-making through a good understanding of risks and their likely impact

44

Reasons for a risk management process

To achieve and demonstrate true corporate governance and address other policy initiatives

To exploit opportunities by enabling innovation through new technologies

To avoid the impact of failure (perceived or actual) through public or commercial embarrassment, financial loss

To adapt to changes in the market and/or customer needs

To manage external changes in culture, political environments etc.

To comply with legal and regulatory requirements e.g. Data Protection Act, Sarbanes-Oxley, EU Directives, etc. etc.

To control acquisition (or development) of new products or services through appropriate procurement and contractual arrangements

To manage suppliers and ongoing services

To maintain business continuity and service provision through adversity e.g. failure by suppliers, security breach or natural disaster

To demonstrate conformance to best practice and standards e.g. ISO 20000, COBIT, ISO 27001, etc.

Delivering business services

© Crown Copyright 2011 Reproduced under licence from the Cabinet Office

23


45

Risk analysis and management methodology

VulnerabilitiesThreatsAssets

Countermeasures

Risks

Management

Analysis

46

Risk profiling

Least Likely

Likelihood of OccurrenceMost Likely

Mos

t Sev

ere

Leas

t Sev

ere

Seve

rity

XEvent 1

XEvent 6

XEvent 5

XEvent 7

XEvent 4

XEvent 3

XEvent 2

Reduce

Accept

Plan

Manage

24


47

Example risk register

14/09/08Plan………....441LKM4

12/11/08Accept………111PTY3

20

9

Exposure

03/12/08Reduce……..54KIL2

22/11/08Manage……..33HGT1

Date raisedProposed actions ImpactProb-ability

DescriptionOwnerRiskNo.

Probability

5 - > 80%

4 - > 60%

3 - > 40%

2 - >=20%

1 - < 20%

Impact

5 - Critical

4 - High

3 - Medium

2 - Low

1 - Negligible

KeyStatus

RED – Not yet addressed or progressed

AMBER – Being addressed and some progress made

GREEN – Being addressed and significant progress made

BLUE – Risk management action taken and completed

Sharing knowledgeacross the lifecycle

25


49

The value of shared knowledge

• During the service lifecycle an organization needs to focus on retrieving, sharing and utilizing its knowledge

• This will reduce the need to rediscover knowledge and therefore increase efficiency and reduce costs through problem solving, dynamic learning, strategic planning and decision-making

• Having the right knowledge at the right time in the right place will facilitate better decision making

• Good management and utilization of knowledge will increase the intellectual capital of the organization

50

Example of data and information in the SKMS


26


51

Example SKMS architecture

Search, browse, retrieve, update, publish, subscribe, collaborate

Data layerDMLCMDBs

Schema Meta data Reconciliation Extract Transform Mining

Information integration

layer

Service knowledge management baseIntegrated CMDB and other integrated data and information

Knowledge processing

layer

Query and analysis Reporting Performance

management Modelling Monitoring

Presentation layer

Governanceview

Quality mgt view

Services view

Asset and config. view

Self service

view

Service desk viewPortal

Service portfolio

Other structured

data

External database

links

Unstructured data

Discovery Collection Audit


52

Knowledge management process overview

Knowledge management strategy

Knowledge identification,capture and maintenance

Knowledge transfer

Learning styles

Knowledge visualization

Driving behaviour

Transfer media

Using the SKMSData and information management

Establish requirements

Define architecturemanagement procedures

Evaluation and improvement


27


53

Summary

• This module covered some of the key concepts of the service lifecycle from the perspectives ofo Integrating service management processes across the lifecycle o Managing services across the lifecycle

• Topics covered includedo The fives stages of the lifecycle and their interactionso The role of service strategy in deciding service valueo Organizational considerationso Risk management and knowledge sharing

Governance and organization

28


55

Introduction and agenda

• This section covers governance and the organizational structures for successful management and delivery of IT services

• Agendao Service provider types and service strategies o Organizational structure, skills and competencieso Governance and service management

Service provider typesand strategies

29


57

Service strategy concepts - service provider types

• Type I – Internal service providero Typically business functions embedded within the business units

they serve

• Type II – Shared services unito The shared services unit is normally a consolidated autonomous unit

which may serve many business units as direct customers

• Type III – External service providero Customers can pursue sourcing strategies requiring services from

external supplierso These suppliers can offer competitive prices and drive down costs by

consolidating demand

58

Service strategy implementation

MarketspaceCustomer

Patterns of execution(through the lifecycle)

Service managementplans

Strategic positions

Strategic perspective

Feedback

Feedback


30


59

Sourcing strategy

Selective outsourcing

Consortium

Prime

Full service outsourcing

Shared services

Internal

Multi-vendorsourcing

Traditionalsourcing

Internalsourcing

Direct controlBest-in-classcapabilities

60

The service sourcing staircase

• best-in-class transaction costs• leverage external expertise for CSI• increased flexibility to adapt to

customer demands• turnkey availability• ability to integrate merger and

acquisition activity quickly

Multi-vendor outsourcing

• cost reduction via service standardization, simplification and automation

• resource pooling through economies of scale• improved performance metrics

Internalsharedservice

Capability ceiling

• focus on core capabilities• lower predictable cost of service• guaranteed service levels• turnkey availability• freedom from retaining non-core employees

Single-vendor outsourcing

Scale ceiling


31


61

Sourcing structures

Formal arrangements for the supply of on-demand software applications Application service provision

Business expertise utilizing advanced specialist skillsKnowledge process outsourcing

Specific pre-defined services, usually on-demandCloudDifferent sources from different vendors, often representing different sourcing options from the above

Multi-vendor

Re-location of entire business function or process e.g. call centresBusiness process outsourcing

Strategic partnershipsPartnership

Combination of in/outsourcing, or group of outsourcersCo-sourcing or multi-sourcing

External development and support – well defined – formal arrangementOutsourcing

In house development and supportInsourcing

DescriptionOption


62

Discussion point

• In the case study the corporate vision is firmly focused on rapid expansion with aggressive targets

• Based on this the business executive board in conjunction with the CIO have reviewed the current sourcing strategy

• They have produced a high level strategy with the following key sourcing options:o Selectively out-source non-core services e.g. statement productiono Enter into partnerships with key organizations in the insurance sectoro Future requirement to engage with “cloud” providers to facilitate

growth of internet banking

• What would be the main advantages and disadvantages of the chosen approaches?

32


Organizational structure

64

Organizational development

• Service management orientation may require organizational change

• The choice of which organizational design is right for an organization depends upon on strategic objectives and the trade-offs between distinct design choices

• Organizational design often wavers over timeo Organizations performing well tend towards a decentralized structure

with local management autonomyo Organizations experiencing difficulties tend towards a centralized

structure where local managers have less or no autonomy

• The challenge is to decide how best to manage the organization in the context of the centralized-decentralized spectrum

33


65

The centralized-decentralized spectrum

Functional IT leadershipGroup-wide perspective

Pooled experience

Synergy

No synergy

Unnecessary reinvention

Variable standards of IT

competence

Excessive cost to group

Users control IT priorities

BUs have ownership

Responsive to BU needs

Critical mass of skills

Control of standards

Scale economies

Unresponsive

No BU ownership of systems

No BU control of central overhead costs

Doesn’t meet every BU’s needs

FederatedCentralized Decentralized


66

Organizational development

• There is no one best way to organize• As strategy develops and matures, managers should plan

for organizational development• An organization’s age and size affects the structure and

roles and responsibilities must change as organizations grow and mature

• Service orientation brings a need for efficiency and discipline

• The risk is that more formality and complexity leads to organizational structures that are too rigid and bureaucratic

• Organizational development can occur over time (evolution) or as a result of management upheaval (revolution)

34


67

Stages of organizational development

Services through collaboration

Services through coordination

Services through delegation

Services through direction

Services through network

Challenge of bureaucracy

Challenge of control

Challenge of autonomy

Challenge of leadership

Stages of managem

ent upheavalSt

ages

of o

rgan

izat

iona

l dev

elop

men

t


68

Organizational departmentalization

• As functional groups become larger and include many types of people, it they can be thought of as departments

• Departments can be oriented by:o Function – for specialization and pooling of resourceso Product – for servicing businesses with new and diverse products

(usually adopted by manufacturers)o Market space or customer – for providing differentiation in the form of

increased knowledge of and response to customer preferenceso Geography – for providing services in close geographical proximity,

reducing travel and distribution costs and exploiting local knowledgeo Process – for providing end-to-end coverage of a process

• Organizations may adopt hybrids of these structures

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69

Strategic considerations

Need to minimize process cycle timesProcess excellence

Process

On-site servicesProximity to customer for delivery and supportOrganization perceived as local

Geography

Service unique to segmentCustomer serviceBuyer strengthRapid customer service

Market space (or customer)

Product focusStrong product knowledge

Product

SpecializationCommon standardsSmall size

Functional

Strategic considerationsStructure


70

Organizational design

Partnership

Control and harmonization

Process and decentralization

Structure and centralization

Speed and creativity

Collaboration

Coordination

Delegation

Directive

Network

Strategic forces Process focus Organizational structure

High

Low

• The starting point for organizational design is strategy


36


71

Organizational design steps

Strategy

Departmental structure

Key processes

Organizational structure

Key people

Roles and responsibilities

Performance measures

Training and development

• Clearly defined strategic criteria drive the flow


Governance andservice management

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73

What is governance?

• Governance is the system by which organizations are directed and controlled

• In particular, governance is concerned with the potential abuse of power and the need for openness, integrity and accountability in the decision-making processes of the organization

74

The importance of governance

• Governance is the single overarching area that ties IT and business customers together

• Services are one way of enabling governance for organizations

• All changes to IT services must take into account existing and potential future governance issues

38


75

Governance - strategy, policy and plan

STRATEGYSets direction

POLICYRules about boundaries, how decisions are made and how money is spent

PLANWhat the organization actually decides to

do


76

Discussion point

• Using the case study, highlight any areas that have significance or a bearing on the governance of IT

• Are there any risks to IT governance that you have already identified within your risk log?

• Are there any additional risks from a governance perspective that need to be added to the risk log?

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77

Governance activities

Evaluate

MonitorDirect

Business

IT governance

IT planspolicies

proposals

Performanceconformance

Service portfolio

Businessproposals

78

Who governs? – roles in governance

• Governor(s)o A person or group specifically appointed to ensure the organization

adheres to rules and policies and fulfils its missiono May not be managers in the organization that they govern

• Executiveo A group of senior managers responsible for the day-to-day

governance on behalf of the governors and execute the governancepolicies

o Members of the executive have a dual role of governance and management

• Chief executive officer (CEO)o Provides the link between the governors and the executive

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79

The governance of IT

• The standard for corporate governance of IT is ISO/IEC 38500

• ISO/IEC 38500 refers to ‘corporate governance of IT’implying that IT must complies with the policies and rules of the organization

• Normally the chief information officer (CIO) or senior IT manager enforces corporate governance within the IT service provider

• The CIO may also be part of the executive that defines and translate governance for managers

80

Governance bodies

Governors(responsible for corporate

governance)

The executive(responsible for execution and

enforcement of corporate governance)

IT steering group(responsible for defining how IT works with other business areas to execute corporate governance and strategy

ChairpersonCompany secretaryTreasurerCorporate officers

Chief executive officerChief financial officerChief operations officerChief administrative officerChief marketing officerChief information officerSenior business executives

Chief information officerChief information officer direct reportsBusiness leadersBusiness relationship managers


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81

The role of the IT steering group

Corporate strategy and plans

Business strategy and plans

IT steering group

Service portfolio

IT strategy and plans

• To ensure that business and IT services remain synchronized by:o Prioritizing investment

opportunities in relation to corporate and business strategy

o Ensuring that the projected business benefits of investments are realized

82

IT steering group (ISG)

• A committee formed to ensure that business and IT services remain synchronized

• Functions as a partnership between IT and the business• Carries overall accountability for setting the following for IT

services:o Governanceo Directiono Policyo Strategy

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83

Service strategy and governance

• Governors are responsible for the strategy of the organization

• For organizations, strategy is normally managed by the executive or a dedicated strategy and planning department reporting to the CEO

• Each part of the organization should produce its own strategy grounded in the corporate strategy

• For internal IT service providers, strategy management may be overseen by the CIO and the IT steering committee

84

Service strategy and governance (cont.)

• The service portfolioo An integral part of fulfilling governance since the nature, content and

investment costs of services are directly related to whether the strategy is achievable

• Financial management for IT services o Evaluates what investment is required to execute service strategieso Ensures that strategies are executed within the appropriate costso Measures whether the strategy was achieved within the defined limits

• Demand management o Demand management helps to define the boundaries within which the

strategy will be effective in terms of business activity and service performance

• Business relationship management o Defines requirements and performance of services to customerso Makes it possible for customers to comply with corporate governance in their

organizations

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85

Sourcing governance

• Weaknesses in governance often cause sourcing strategies to fail

• Areas that can improve weaknesses include:o A governance body – to make decisions related to sourcing

relationshipo Governance domains – covering specific areas of the service

sourcing strategyo A decision rights matrix – e.g. a RACI chart for decision makingo Effective supplier management – to manage contracts and external

suppliers

86

Governance in change management

• Change management plays an essential part in helping the business to achieve its governance targets

• Changes should be evaluated from the context of governance related issues (e.g. security, legal etc.)

• Authorization of changes should also be subject to governance to ensure the integrity of live services from inappropriate changes

• The culture of the organization will influence the manner in which changes are authorized

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87

Governance in change management – authority matrix

Businessexecutive

board

IT management

board

CAB or ECAB

Local authorization

Change manager

Risk level 5

Risk level 4

Risk level 3

Risk level 1

Risk level 2

Communicationsdecisionsactions

Communicationsescalations, risks,

issues

e.g. standard change

e.g. minor (normal) change

e.g. Affects local or service group

e.g. Affects multipleservices or areas

High costhigh risk


88

The role of the CAB or ECAB in the governance of changes

• The CAB or ECAB should consider:o The impact the change will make on the customer’s business

operationo The effect on the infrastructure or customer serviceo The impact on other services or projectso The impact on non-IT infrastructureo The effect of not implementing the changeo IT, business and other resources required to implement the changeo The current change schedule and projected service outageo Additional ongoing resources after implementationo Impact on continuity, capacity, availability, service levels, security,

data, test scripts, implementation scriptso Impact on operational activities

45


89

Management systems supporting governance

Quality management system Service management system

Environmental system Information security management system

Governance

A management system is “a framework of policy, processes, standards, guidelines and tools that ensures an organization, or part of it, can achieve its objectives”

90

Summary

• Organizational considerations for service strategy include:o Applying the centralized-decentralized spectrumo Adopting appropriate departmental structureso A logical approach to organizational design using defined strategic

criteria, departments, functions and processes

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91

Summary

• Governance is what defines the common directions, policies and rules that both the business and IT use to conduct business

• Governance is expressed in a set of strategies, policies and plans

• The organization strategy forms the foundation for how the organization will be governed and managed

• The governance and strategy of IT must be grounded on the governance and strategy of the organization

Implementing and improving service management capability

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93

Introduction

• This learning unit covers the various techniques required to:o Implement service managemento Assess service managemento Improve service management

• It also addresses:o Key considerations for the implementation and improvement of both

the service management practice and the services themselveso Key considerations when planning and implementing service

management technologies

94

Agenda

• Implementing service management• What is the vision? • Where are we now? – assessing service management • Assessment tools• Where do we want to be? – gap analysis• How do we get there? – the CSI register• Did we get there? – the seven-step improvement process• How do we keep the momentum going? – the Deming Cycle• Key considerations for implementation and improvement

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Implementing service management

96

The service lifecycle

• Although it may not be formally in place the service lifecycle is the recommended method for implementing and improving service management

• It will also help to ensure all aspects are covered:o Peopleo Processo Productso Partners

49


97

Lifecycle approach to implementing service management

• Setting the strategyo Current state assessmento Target state definition o Gap analysiso Project identificationo Project planning and estimationo Project consolidation o Roadmap

98

Lifecycle approach to implementing service management (cont.)

• Designing service management processes, tools and organizationalstructure according to requirements

• Designers are not always free to design the most appropriate solution because it does not fall within imposed constraints

Effectiveness

Efficiency

Resource constraintsincluding schedules

Copyrights, patentsand trademarks

Valuesand

ethics

Technologyconstraints

Compliance withstandards and

regulations

ExistingcommitmentsOther constraints:

Policy, governance etc.

Capability constraints

Comparative unitcosts

Acceptablesolution

Desired solution


50


99


• Transitioning service managemento Service management processes and tools will be built or purchased

(and customized if necessary), tested and deployed

• Operating service managemento Execution of service management processeso Overall responsibility remains with service provider executives

100


• Continual improvement of service managemento Assessment of the metrics of each process and evaluation of the

effectiveness and efficiency of each processo Revision of the requirements for metrics and information as the

processes matureo Identification of opportunities for improvement of processeso Evaluation of whether ITSM and services are meeting the objectives

set, and plans to address the situation if they are not

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101

The CSI approach


What is the vision?

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103

Contents of a vision

• A description of what the organization intends to become in the future

• A vision is created by senior management and is used to help influence culture and strategic planning

• It should:o Have a customer/user focuso Be consistent with the goals, objectives and values of the organizationo Try to change the focus of the people locked into the current stateo Align business and IT strategies

• It should cover:o All aspects of what is to be deliveredo Outcomeso Characteristicso Behaviours

104

Contents of a vision (cont.)

• The length of a vision is variable according to need, however:o It should be easily communicated – and therefore not too longo If it is too big people will not read it

• It should be created under the control of the person leading the initiative but:o Must have senior management sign-offo Normally created in a workshop environment

• Uses for a vision include:o Clarify the direction of an initiativeo Motivate people to take action to move toward the visiono Coordinate activities of different people or groupso Represent the view of senior management

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105

Vision killers

• The following are factors which may derail the visioning process:o Traditiono Fear of ridiculeo Stereotypes (people, conditions, roles)o Complacency of some stakeholderso Fatigued leaderso Short term thinkingo People who will disagree with all suggestions from the team

106

Sample vision

• Our vision is to build total brand value by innovating to deliver consumer value and customer leadership faster, better and more completely than our competition. This vision is supported by two fundamental principles that provide the foundation for all of our activities: o Organizational excellence o Core values

• Attaining our vision requires superior and continually improvingperformance in every area and at every level of the organization

• Our performance will be guided by a clear and concise strategic statement for each business unit and by an ongoing quest for excellence within all operational and staff functions

• This quest for excellence requires hiring, developing and retaining a diverse workforce of the highest calibre. To support this quest, each function employs metrics to define, and implements processes to achieve, world-class status

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107

High level goals and objectives

• Implementing service management will only be successful if there is a good understanding of the vision, mission, high level goals and objectives of the business

• This vision, mission, goals and objectives should then be used to drive the IT vision, mission, goals and objectives

• In turn the IT vision, mission, goals and objectives will help set the direction and priorities for improvements

108

The business questions

Where arewe now?

Where do we want to be?

How do we get there?

Did we get there?

What is thevision?

The question should be asked by the IT service provider to understand what the ultimate and long term aims are

This is a question every business should start out asking as this creates a baseline of data for services currently being delivered

This is often expressed as business requirements

What improvement initiatives are required in the short, medium and long term? These initiatives should be logged in the CSI register

This is documented through monitoring, reporting and reviewing of service level achievements and actual performance against targets identified by the business requirements

The

busi

ness

mus

t be

invo

lved

in th

ean

swer

s to

thes

e qu

estio

ns


55


Where are we now?

110

Assessing the current situation

• Understanding the current situation regarding service provision

• The capability and maturity of the service management processes should be assessed

• The assessments should cover all aspects of the processes and their use including the:o Vision, steering, objectives and planso Process maturity, functionality, usage, application, effectiveness and

efficiency together with ownership, management and documentationo People, their roles, responsibilities, skills and knowledge o Products (tools and technology) used to automate the processes

56


111

Assessments

• Assessments are a formal mechanisms for comparing the operational process environment to the performance standards

• Assessments can:o Measure improvements that have already been madeo Identify potential shortcomings that could be addressed

• By conducting a formal assessment, an organization is showing a significant commitment to improvement

112

Discussion point

• Organizations must conduct an assessment with the utmost care and attention as the results of the assessment will constitute the baseline for improvements

• What are the risks associated with conducting an assessment?o Consider both internal and external assessments

• What countermeasures would you consider to manage the risks?

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Assessment tools

114

ISO/IEC 20000

• An internationally recognized standard for ITSM• Covers service providers who deliver services to internal or

external customers• Aligned with other ISO management standards (ISO 9000

and ISO/IEC 27001 for example)• A useful source of what is required from a service provider

and is therefore:o A guide for those who wish certificationo A useful benchmarking tool even if certification is not required

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115

Six Sigma

• A data driven process improvement approach that supports continual improvement

• A measurement oriented approach• Focuses on:

o Process improvement and defect reductiono Reducing process variation by using statistical process control

measures

• Two sub-methodologies:o DMAIC for process improvemento DMADV for the creation of new processes

116

COBIT

• Control OBjectives for Information and related Technolgy• A governance and control framework for IT management• COBIT has:

o Maturity models for all processes to assist in benchmarking and driving improvement

o An example RACI matrix for each processo Goals and metrics which can be aligned to the business goals for ITo COBIT online to assist with benchmarking against other

organizations

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117

Capability Maturity Model Integration (CMMI)

• A process improvement method developed by the Software Engineering Institute

• Provides the essential elements of effective processes• Can be used to guide process improvement across a

project, division or an entire organization• Suggests a point of reference for appraising current

processes• Most maturity models are based on the CMMI approach

118

SWOT analysis

• A SWOT analysis starts with the definition of the desired end state or objective

• It involves the reviewing and analysis of specific areas of an organizationo Strengths are internal attributes of the organization that are helpful

to the achievement of the objectiveo Weaknesses are internal attributes of the organization that are

harmful to the achievement of the objectiveo Opportunities are external conditions that are helpful to the

achievement of the objectiveo Threats are external conditions that are harmful to the achievement

of the objective

60


119

Discussion point

• If you were planning a SWOT analysis for an organizationo What internal factors would you take into consideration?o What external factors would you take into consideration?

Where do we want to be?

61


121

Improving service management

• Understand and agree on the priorities for improvement based on a deeper development of the principles defined in the vision

122

Gap analysis

• A gap analysis allows comparison between where an organization is currently and where it wants to be

• From this areas for improvement are identified• The gap analysis can be performed at a strategic, tactical or

operational level• It also provides a foundation for how much effort in time,

money and human resources is required to achieve a particular goal or objective

62


123

Gap analysis – displaying the results

0

1

2

3

4

5

Service desk

Incident

Problem

Event

Change

ReleaseSACM

ITSCM

Availability

Capacity

Supplier

RequiredActualIndustry average

124

Benchmarking

• Process maturity comparisono Often when organizations perform a maturity assessment they want

to know how they compare with other organizations

o This diagram is from COBIT online and shows average scores for a process from four perspectives:

OverallIndustryOrganizational sizeGeographic (regional)

o This can be very useful to allow gaps to be recognized

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125

Defining required maturity

Additional considerations:• Added business value• Quick gains• Costs• Resources• Competing projects• Culture• Etc.

Value ofIT processes

to thebusiness

1 2 3 4 5

Lowvalue

LowMaturity of IT processes

High

RISK!

‘Largely overdoing IT’in relation to thelow value of IT to

the business

Area where thebusiness runs

high risks


How do we get there?

64


127


• Produce plans to achieve higher quality service provision by implementing or improving service management capability and processes

• Detailed plans are required to move from “Where are we now?” to “Where do we want to be?”

• Plans may be short, medium or long term• Techniques that can be used include the CSI register to

help record and prioritize service management improvement opportunities and initiatives

128

The CSI register

• The CSI register can provide a coordinated and consistent view of many improvement opportunities

• Each opportunity should:o Be categorized by size (amount of effort)o Be defined as a long, medium or short term aimo Show the benefits that will be achievedo Have a priority (against the other opportunities)

• Note that the CSI register should be considered part of the overall service knowledge management system (SKMS)

65


Did we get there?

130

Measuring progress

• Verify that measurements and metrics are in place and that milestones were achieved

• Measuring progress and validating that:o Achievements were meto Process compliance is higho Business objectives and priorities were met

• CSI techniques that can be used include using the seven-step improvement process to measure progress

• This approach may also identify further improvements that can be made

66


131

The seven-step improvement process


132

Using the seven-step improvement process for the improvement of service transition capability

• Amongst the suggested CSFs for service transition is: o Demonstrating improved customer and user satisfaction ratings

during service transition

• Use the seven-step improvement process to show how this CSF would be measured o Assume step 1 - identify the strategy for improvement - has been

completed and suitable satisfaction level targets have been agreed

67


133

The seven-step improvement process example

• Step 2 define what you will measureo Devise suitable methods to survey the satisfaction levels of all

stakeholders:Those involved in service transitions Those affected by service transitions at all levels of the organization

o Plan how and when to carry out the surveys and who will be involved

• Step 3 gather the datao Carry out surveys before commencing; during; after completing the

service transition activity o Ensure ad-hoc feedback is captured during the service transition

• Step 4 process the datao Consolidate and process the data by stakeholder type (e.g. high,

medium, low involvement)

134

The seven-step improvement process example (cont.)

• Step 5 analyse the data and informationo Compare the survey results with the targets set at step 1

• Step 6 present and use the informationo Communicate the results in a suitable format to interested parties

• Step 7 implement improvemento Depending on the gap between actual and targets satisfaction

ratings, plan actions to close the gap that can be implemented during the next transition activity

68


How do we keep the momentum going?

136


• Keeping the momentum going ensures thato The service provider continues

to move forwardo Changes become embeddedo Further improvement

opportunities are identified • CSI techniques that can be used

include:o The seven step improvement

process (in particular steps 5, 6 and 7)

o The Deming Cycle (PDCA) to enable steady ongoing improvement (in particular the check and act stages)

69


Key considerationsfor implementationand improvement

138

Key considerations for implementation and improvement

• The role of service portfolio management • Having the appropriate business case• Stakeholder change management

70


139

The role of service portfolio management • Significant service management improvement initiatives

should be entered into the service portfolio alongside other opportunities for new and changed services

• This allows the outcomes expected to be compared with the investment required across all of the service portfolio

• The result should be:o Sound decisions being made about investmentso Major service changes and service improvement initiatives being

implemented only if there is a good business case that demonstrates a clear return on investment

• Service portfolio management can be a tool for innovation for the organization by enabling service providers to:o Make decisions about whether investing in service management

improvement is a good ideao Evaluate additional opportunities that the service management

improvements will open

140

Preparing a business case

• A business case should accompany major service management improvement initiatives

• Business cases should beo Easy to reado Easy to understando Conciseo Completeo Convincing

71


141

Business case

• The goal is to get a detailed analysis of business impact or benefits to support strategic decision making

• The emphasis should be on the financial case

A. IntroductionPresents the business objectives addressed by the service management initiative

B. Methods and assumptionsDefines the boundaries of the business case, whose costs, whose benefits.

D. Risks and contingenciesThe probability that alternative results will emerge

E. RecommendationsSpecific recommendations

C. Business impactsThe financial and non-financial business case results

Business case structure

142

Establishing the business case

• The business case should articulate the reason for undertaking the service management improvement

• It should contain, where possible, the data and evidence relating to the costs and expected benefits

• The focus of the business case should be on botho The financial return on investment (ROI) for the service providero The business value on investment (VOI) for the organization and its

customers

• It is important when developing a business case to ensure that the success criteria are clearly defined, including how and when they will be measured

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143

Perspectives on benefits

• Improvements o Outcomes that when compared to the ‘before’ state show desirable

changes in metrics

• Benefitso The gains achieved through the implementation of improvements

(often described in monetary terms)

• Return on investment (ROI)o The difference (as a percentage) between the benefit (saving) and

the money spent to achieve that benefit

• Value on investment (VOI)o The extra value created by a benefit that includes non-monetary or

long term outcomes

144

What's in it for me?

• When creating the business case, the benefits across the organization need to be considered

• As an example, the business case for an service management capability improvement might include:o For the business executives:

The benefits of the improvement expressed in business termsWhat impact it has on my businessRevenue increase / cost reductionVOI

o For the financial officersThe ROIPayback time ?

o For the IT departmentHow does the ITIL benefit translate into a business benefit?

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145

Business cases – potential difficulties

• Getting accurate cost estimates due to:o Lack of established formulaeo IT service management projects changing in complexity and scope

over timeo Most of the costs being ongoing costs

• Quantifying indirect and intangible benefitso Such as improved staff morale, better relationships, better control

over IT assets

• Obtaining accurate information about business and IT performance o Techniques to avoid this difficulty include direct interviews,

awareness campaigns, reviewing internal websites, contact with third parties

146

ROI for service management improvement

• “Sounds like a good idea” is no longer an acceptable way of making a decision of whether or not to proceed with an improvement

• Organizations need a solid business case for expending resources on improvement. This, however, can present challenges such as:o Limited experience in identifying measurable benefitso Poor understanding about the difference between a benefit and ROI o Intangible benefits are often difficult to quantifyo Success criteria are inadequately identifiedo Measurement is not straightforwardo Failure to progressively measure and monitor benefits and returns

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147

Calculating ROI

• Investment costs – what is paid out to make the improvemento Internal resource costso Consulting costso Tool costso Required equipment costso Training costs

• Normally relatively easily identified

• Gains – what the organization can gain from the investmento Revenue and productivity gains

as a result of less downtimeo Gains associated with less

reworko Gains from a reduction in, or the

elimination of, redundant work• Often hard to define

148

Return on investment

• ROI has significance in three areas:o Business caseo Pre-programme ROI

Is it worth doing? (Screening decisions) – using the net present value technique Which shall we do first? (Preference decisions) – using the internal rate of return technique

o Post-programme ROIRetroactively analysing a service management investmentParticularly important if no pre-programme ROI performedService management improvement initiatives must continually demonstrate their value otherwise future funding may be withdrawn or reduced

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149

Measuring benefits achieved

• The initial identification of benefits for a business case is anestimate of those likely to be realized

• There is also a need to subsequently measure the benefits actually achieved considering whether:o The envisaged improvements were realizedo The benefits arising from the improvements were achievedo The target ROI was achievedo The intended value-added (VOI) was achievedo The outcomes of the preceding points lead to further process

improvement actions being re-evaluatedo Enough time has passed before measuring the benefits

150

Stakeholder change management

• Implementing and improving service management capability may require organizational change within the service provider

• The approach should be carefully planned, especially where people’s roles and responsibilities are likely to be affected

• ITIL Service Transition contains guidance on aspects of stakeholder change management which is reviewed in this section

• Further guidance and considerations are reviewed in the section on communications and stakeholder management (Syllabus section MALC02)

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151

Organizational change for service management implementation

• The process of organizational change

Diagnosis

Acknowledge the need for change

Determine

The desired state

Implement

Identify impediments

Allocate responsibility

Unfreeze the organization

Make the change

Freeze the organization

152

Managing organizational and stakeholder change

Methods and techniques Sourcing

changes

Monitoring progress

Assessing organizational

readiness

Organizational change

products

Planning and implementing

Strategy and design

Roles, responsibilities and the role of

service transition

Managing organizational

change

The emotional cycle of change

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153

Managing organizational and stakeholder change (cont.)

• The emotional cycle of changeo Understanding the emotional impact on stakeholder attitudes

• Roles and responsibilitieso Ensuring that communication activities are allocated to the right

people

• Strategy and designo The approach and methods for the management of organizational

change should be subject to strategy and design considerations

154


• Planning and implementingo Understanding the motivation, expected outcomes and success

criteria of organizational change

• Organizational change productso The various deliverables of organizational change

• Organizational readiness assessmento A checklist to ensure that the required roles and skills required by

organizational change have been identified

78


155


• Monitoring progresso Regular checks throughout the many levels affected should be

performed and feedback from individuals and teams should be sought

• Sourcing changeso Dealing with the effects of supplier and sourcing changes

• Other methods and techniqueso E.g. J.P. Kotter’s “Eight steps to transform your organization”

156

Summary

• This section used the CSI approach as the basis for improving service management capability and coveredo Various techniques for implementing service management capabilityo Assessing and improving service management maturityo Organization change considerations

79


Communication and stakeholder management

158

Introduction and agenda

• This section covers the flow of good communication across the lifecycle and the effective coordination of business and supplier stakeholders

• Agendao Stakeholder management and communicationo The role of business relationship management in communication

across the lifecycle

80


Stakeholder managementand communication

160

Stakeholder management and communication

• Simple definition of a stakeholder:o Anyone who can affect or be affected by a change or project

• Stakeholders may be individuals or groups• Stakeholders can be inside or outside the organization

81


161

Stakeholder management and communication

• Key questions relating to stakeholder management:o Who are the stakeholders?o What are their interests and influences?o What are the relationships between the stakeholders?o How will the project or programme will engage with them?o What information will be communicated?o How will feedback will be processed?

162

Managing communications and commitment

• Service change may affect many people so stakeholder buy-in is essential for successful service transition

• The ‘emotional state’ of stakeholders should be understood and this will influence the method of approach

• It is important to identifyo Those who don’t need conversion – they are already in support of the

transition and don’t need a lot of attentiono Those who are strongly opposed and aren’t going to be persuaded –

spending time on these people may not be worthwhile as the effort is most likely to be unrewarded at the moment

• The best use of time is to concentrate on those in between

82


163

Potential stakeholders

Project

Business relationship

managerCustomer

Service desk

User IT specialist Project manager

Supplier

Sponsor

164

Stakeholder map and analysis

Stakeholders

BRM

Sponsor

Supplier

Project manager

IT specialist

Service desk

User

Design ImprovementOperationTransitionStrategy

Customer

Prime interest Secondary interest


83


165

Power impact matrix

Sponsor

Supplier User

BRM

Customer

Service desk

IT specialist

Projectmanager

Influence

Engagement

Highly influential. Effort required to get

sponsor more involved and keep her there

Less influential, but effort may berequired to increase engagement. Will become more influential later

Does the project manager need to

be more influential? Perhaps the BRM can carry

more influence on the project manager’s behalf

166

Changes in stakeholder commitment

Key players Notcommitted

Noresistance

Helps ithappen

Makes ithappen

Departing sponsor

New sponsor

Business relationshipmanager

User

Supplier

IT specialist

Project manager

Customer

Service desk

X O

O X

O

O

O

X

O X

O X

X

X

O X

O X


84


167

Communication using service models

• A service model is ‘a model that shows how service assets interact with customer assets to create value…’

Configuration ofservice assets

(Structure)Servicemodel

(Dynamics)Activities, events,and interactions

Serviceoperation

168

Communication using service models (cont.)

• How will a service model help to plan and improve service management capability?

• A service model will:o Aid in communicating the intent of the service strategyo Help to understand what it will take to deliver a new serviceo Act as a starting point for designing and developing an SDPo Identify critical service components to aid the design processeso Illustrate how value is createdo Map the teams and assets that are involved in delivering a serviceo Help to understand the impact of changes to existing serviceso Assist in identifying what components can be re-used and what needs to be

bought in to create new services o Identify the interface between technology, people and processes

85


169

The role of the service design package as a means of communication

• Good communication is essential between the designers and all relevant stakeholders, including:o Business and IT strategists and plannerso Project managemento Customers and userso Supplierso Relevant stakeholders from other lifecycle stages especially service

transition and service operation

• The service design package (SDP) is the key output from the design stage and its contents will be form the basis of all communication relevant to the project

• Communication through the design stage is primarily handled by the design coordination process which is responsible for the production and maintenance of the SDP

170

The role of the service catalogue as a means of communication


86


171

Communication planning

Communicationplan

OwnershipStyleDelivery mechanismsCompetences – skills, trainingOther related ongoing activitiesAudiences internal and externalInvolve staff at all levels(stakeholder and operations)TimescalesKey success factorsMonitor audience feedbackEnsure the right messagemeets the right people atthe right time!

Settin

g a

vision

of t

he b

usine

ss o

bject

ives Identifying and m

aintaining sponsorship

Removing barriers of resistance – building partnerships

Communication strategyThe key elements to consider when planning for effective communication


172

Communication path

Define vision and team charters

Perform gap analysis

Obtain leadership team buy-in

Develop work packages and reporting tools

Establish contributing groups

Define communication plan

Produce baselines and define pilot

Agree individual and team targets

Plan how to get to targets and obtain feedback

Perform review and report

Review whole process

Current state

Predicted state

The sequence of activities required to communicate on a typical improvement project

87


173

The communication plan

• The goal of a communication plan is to build and maintain awareness, understanding, enthusiasm and support among key influential stakeholders for the CSI programme

• Communication is not just a one way flow of information• The plan must incorporate the ability to deal with responses

and feedback from the targeted audiences

174

The communication plan (cont.)

• The plan should include a role to:o Design and deliver communications to the different CSI roles,

stakeholders and identified target audienceso Identify forums for customer and user feedbacko Receive and deliver responses and feedback to the project manager

and/or process team• Key activities for the communications plan include:

o Identifying stakeholders and target audienceso Developing communications strategies and tacticso Identifying communication methods and techniqueso Developing the communications plan o Identifying the project milestones and related communications

requirementso The tools and techniques to use

88


175

Defining the plan – considerations

• Who is the messenger? – make sure the person delivering the communication is the right person

• What is the message? – define the purpose and objective of the message, making sure the benefits of the CSI programme are communicated

• Who is the target audience? – it could be anyone, but knowing who you should be talking to will help decide who will deliver the message

• Timing and frequency? – plan and execute communications in a timely manner. Reporting is an effective communication medium – but only if produced on time and at an appropriate frequency

176

Defining the plan – considerations (cont.)

• Method of communication – it is important to have the appropriate communication method for the audience. For example:o Emailo Intranet siteso Reportso Attending meetingso Workshops

• Provision of a feedback mechanism – be sure to provide a method allowing stakeholders to ask questions and provide feedback

89


177

Communication transformation

Transformation

Transformation

Transformation

Vision

Strategic

Tactical

Operational

Communication lines

Sharp, focused

information

Vision and reason for change

becomes less understood


178

The role of meetings as a means of communication

• Purpose of a meeting is to communicate a common set of objectives to a group of people

• Should be well controlled, brief and focused on facilitating action

• A meeting may not be necessary if the information can be disseminated automatically

• Examples of meetings:o Operationso Department, group or teamo Customer

90


The role of business relationship managementin communication

180

Business relationship management role in communication

Businessrelationshipmanagement

Customer

Service provider

and process owners

Service expectations

Requests/suggestions

Service capabilities

Feedback, complaints, compliments

New requirements

Requirements &opportunities

Service improvements, complaints resolution

91


181

Business relationship management throughout the lifecycle

• The key activities within the business relationship management process can more easily be understood when looked at from a service lifecycle viewpoint

182

Business relationship management and service strategy

Business

relationship

management

IT strategy, policies and

plansService portfolio

management

Financial management

Demand management

Opportunities, priorities, outcomes,

action plans

Existing lines of service

and service packages or new

services?

Patterns of business activity

Forecasts andinvestment appraisals

Cost/pricing models

92


183

Business relationship management and service design

•Work with customer to define or confirm PBAsDemand management

•Determine changes to existing services levels•Communicate new service level requirements•Facilitate service level negotiations

Service level management

•Ensure costs are in line with forecasts•Liaise with customer to manage cost deviations

Financial management for IT services

•Confirm and clarify customer requirements•On-going planning and communication•Gain agreement for customer resources required by project

Project management

184

Business relationship management and service design (cont.)

•Assist in determining business impacts of failure and recovery priorities

IT service continuity management

•Determine capacity requirements and performance priorities (usually via demand and service level management)

Capacity management

•Assist in defining availability requirements and measures from the customer’s perspective

Availability management

•Agree service description in the catalogueService catalogue management

93


185

Business relationship management and service transition

•Co-ordinates customer involvement in testing •Ensure testing plans adequately reflect customer requirements

Service validation and testing

•Ensure customers’ knowledge management requirements are included in plans•Ensure customer related knowledge is captured in SKMS

Knowledge management

•Raise change requests on customers’ behalf•Represent customers’ interests throughout change process (examples; within CAB,sign-off)

Change management

186

Business relationship management and service transition (cont.)

Coordinate any actions arising from the evaluation on behalf of customer (e.g. extent of deviations)

Change evaluation

•Coordinate release schedule according to business priorities and business calendar•Liaise with customers to agree release mechanisms and address customer concerns (examples; pilot, agree known errors, training)

Release and deployment

94


187

Business relationship management and service operation

Educate or assist customers to request standard services from service request catalogue

Can be first point of contact for requests where this will help to enhance relationship

Request fulfilment

•Vital point of contact during major incidents•Involvement in decision to invoke continuity•Customer escalation point for incidents•Provides business information to assist in incident prioritization

Incident management

188

Business relationship management and CSI

Facilitate the involvement of the customer to identify and communicate proposed improvement to services, or to the service management processes (e.g. incident priorities)

Seven-step improvement process

Work with SLM to schedule and conduct service reviews

Coordinate actions from the reviews

Service level management

•Key contact to identify customer reporting requirements•Reporting is central to service review, improvement plans and customer perception

Service reporting

95


189

Summary

• This section coveredo Techniques for identifying and managing stakeholderso Communications planningo How business relationship management can facilitate good

communication across the service lifecycle

Integrating service management processes across the service lifecycle

96


191

Introduction

• This learning unit covers how to build service management capabilities in order that services flow through the lifecycle

• It also includes the interfaces between key processes and lifecycle stages

192

Agenda

• The integration of service management through the lifecycle • The impact of service strategy on other service lifecycle

stages• The value of a service lifecycle perspective when designing

service solutions• The inputs and outputs of processes and stages in the

service lifecycle• The value to the business and the interfaces of all the

processes in each service lifecycle stage

97


The integration of service management through the lifecycle

194

Integration of service management

98


195

Integration

• Service management will be more effective if people understand how processes interact:o Throughout the lifecycleo Within the organizationo With other parties (users, customers, suppliers)

196

Discussion point

• What difficulties might be encountered when attempting to integrate processes with other parties (users or suppliers for example)?

99


197

Integration (cont.)

• Process integration requires an understanding of:o The context of use, scope, purpose and limits of each processo The strategies, policies and standards for the processes and their

managemento Authorities and responsibilities of those involved in each processo The information that flows between processes

Who produces itHow it is used by other processes

198

Integration (cont.)

• Integrating service management processes depends on:o The flow of information across process and organizational

boundaries which depends on:Implementing supporting technology and management information across organizational boundaries – rather than in silos

• If processes are implemented, operated or changed in isolation they can:o Become a bureaucratic overhead that does not add valueo Damage or negate the value of other processes and services

100


199

Service lifecycle integration

• Stages of the service lifecycle also need to work together as an integrated system to support the ultimate objective of service management: Business value realization

• The SKMS enables integration across the lifecycle by providing secure and controlled access to the knowledge, information and data needed to deliver services

• The service portfolio represents all of the assets presently engaged or being released across the lifecycle

200

Service lifecycle integration (cont.)

Servicestrategy

Servicedesign

Servicetransition

Service operation

Strategies PoliciesResources,constraints

Change proposals,service charters

Solutiondesigns

ArchitecturesStandards

SDP s

New/changedretired services

Testedsolutions

SKMSupdates

CSI register, improvementactions and plans

Requirements The business / customers

Achievements against targets

Continual serviceimprovement

Operational/liveservices

Implementationof transition plans

Businessvalue

Service portfolio

Ser

vice

kno

wle

dge

man

agem

ent

syst

em

Servicecatalogue

© Crown Copyright 2011 Reproduced under licence from the Cabinet Office

101


201

Continual feedback

• The strength of the service lifecycle is dependent upon continual feedback throughout each stage

• This ensures service optimization is managed from a business perspective

The impact of service strategy on other service lifecycle stages

102


203

Service strategy – its impact on other lifecycle stages

• Service strategy supplies the direction, policies and standards on how other lifecycle stages should be operated

• It also defines how services move through the lifecycle• Service strategy sets:

o The broad direction for the design of serviceso The objectives the services needs to achieveo The outcomes the service needs to meet

204

Service strategy - its impact on service design

• Service strategy will define what is neededo It creates boundaries within which design must work (policies and

standards)o It sets levels of creativeness and innovation that are acceptable

• Service design will define in detail how that will be achieved• Designs must be based on customer outcomes (defined in

terms of warranty and utility)• Design will clarify the exact attributes needed to support the

outcomes

103


205

Aspects of design

• When a new or changed service is introduced or a service is retired then:o Its impact on the supporting processes needs to be considered

including:Is the process currently effective and efficiently good enough to support the service?Does it have enough capacity?Is the required knowledge and skills in place?Will supporting management information allow acceptable reporting on performance?

• If not acceptable then an aspect of the design must be the required updates to the process(es)

206

Aspects of design (cont.)

• When considering the impact of strategy changes on processes the following are useful sources of information:o Service modelso Patterns of business activityo Business impact analysiso Business relationship managemento Risk

104


207

Discussion point

• Consider each of the items in the list below and list how you feel they will add value when designing processes: o Service modelso Patterns of business activityo Business impact analysiso Business relationship managemento Risk management

208

Strategy and transition

• It is through service transition that the necessary cultural, organizational and service changes occur

• Service strategy impacts service transition in three key ways:o It moulds the strategy for how services should be transitionedo States what needs to change, when and to what extento It will test and validate that services being introduced or changed

are able to achieve the required objectives and outcomes

105


209

Strategy and operation

• Strategies must be mindful of operational capabilities and constraints

• Strategy must ensure operations are fully aware of the outcomes requiredo Designing and measuring operational activities should be based on

these outcomes

210

Strategy and CSI

• Defined strategies and desired outcomes are a basis for evaluating whether services are successful

• CSI is an initiator of strategy:o Through continual assessment and measurement it assists in

determining where a strategy needs to be changed and how it can be made more effective

o It detects changes in the use and outcomes of serviceso It determines the ongoing relevance of services

106


The value of a service lifecycle perspective when designing service solutions

212

The value of the lifecycle when designing services

• A formal and structured approach is required to produce a new service:o At the right level of costo With the ability to meet the required utility and warranty levelso Within the agreed timeframe

• The approach must be iterative and incremental to meet evolving and changing business needs

107


213

The value of the lifecycle when designing services (cont.)

• The following diagram shows an example of a structured approach. It should be noted:o It is important that there is an effective transfer of knowledge

between all stageso Project and operational staff must not work in isolationo The SDP is key for defining the subsequent transition, operation and

improvement activitieso SAC are defined and satisfied to ensure the correct outcome is

achievedo Change management is a coordinating element across the lifecycle

214

The value of the lifecycle when designing services (cont.)

PilotSLASLR

LiveSLA SLM

SDP

Design and development

Early life support period

Live operation

SAC

Document & agree businessrequirements(strategy & design)

Design service solution (design)

Develop service solution (design)

Build service solution

(transition)

Test service solution

(transition)

Strategy

Design

Transition

Transition and operation involvement

RFC released

Authorized for design

Authorized for development

Operation

Improvement

SLR SLR SLR SLR

SAC SAC SAC SAC SAC

SLR

SAC

Deploy service solution

(transition)

Authorized for build and test

Authorized for deployment

Project (project team)

Authorized for SLA pilot

Authorized for acceptance

Review and close

Business requirements

Plan and prepare release

Build and test release

Deploy and verify release (including ELS)

Review and close

Release and deployment management

Change management


108


215

The big picture

SIP requests

Customers

Service Reporting

Availability Management

Capacity Management

AssetConfiguration Management

Release Management

+ SVAT*

Change Management

Service ReviewReports

Change Schedule +

PSO

CI Information

Release recordsSupplier

Management

Supplier Policy

Supplier Strategy

Capability/PerformanceReports

ITSCM

IT Financial Management

Capability/Availability Reports

Updated PSO and RFCs

CI Info

All processes

Asset and CI InfoStatus reports

Capacity Plan &Workload forecasts

Availability Plan

ITSCMPlans + BIA

Approval for bus casesBudgets

Financial Info

Risk Management

BIA

Budget Exceptions

Details of Change

Change Risk

Assessment

All processesRisk/Issues Log

Risk/issuesLog

(updated)

CSIP

ComplaintsComplaint

+Response

SIPsSIP request

HR

StrategyPlans

SIP RFCs

All processes

SIPs

FinanceSIP

business case

Incident Management

Problem Management

Event Management

Customer + All

processes

IncidentsSRs

Access requestsStnd Changes

Incident Information:

(Multiple;Trend)

Workarounds

RFCs raised to resolve problems

Diagnosed problems

and updates

RFCs raised to resolve incidents

Known errors; Knowledge

base

Auto RFCs

Auto Incidents

Monitoring Alerts

(Information; unusual; exceptions)

ResourceManagement

Strategy/ Plans

Skills reqs;Org Chart

R&Rs

Skills Matrix

Training Plan

IT Job descriptions

DemandManagement

BusinessReqs & Forecasts

BudgetRequirements

Auto Problems

Service LevelManagement

Service Portfolio/

Catalogue Mgt

SLAs/SLRsKPIs

reviews

Reporting requests

ServiceReports and Information

3rd partyProduct &

service info

Resource Reqs

ResourceCommitted

Budget Requests + business cases

All processes

RFCs+

Impact Assessment

Potential problems

pipeline info

BCM

Business Continuity Plans

Strategy/Plans

Strategy/Plans

* Service Validation & Testing

Information Security

SecurityIncidents

Security incidents/breaches

Security breaches

Incident ProblemChange

AvailabilityCapacity

Monitoring Information

Customers Business Strategy/PlansWork requests

BIA

SupplierPerformance

Reports (via SCD)

SIP requests

SLAsKPIs

Customerfeedback

On- going SIP Information

ComplaintFeedback & Escalation

Availability

Capacity

AvailabilityAlerts

CapacityAlerts

Major Incident

EXEC

CustomerBCM

Emergency Change Request

CI data request

Release Scope;SAC;

Evaluation reports

Service Design

Service Strategy

Service Transition

ServiceOperation

Continual Service

Improvement

Key

All processes

All processes

InformationSecurityPolicy

AccessRights

Exec

Approved/Rejected/

implementedchanges

All processes

SupplierSIPs

SIP Request

Strategic info &SIP requests

Business Relationship Management

Escalated Complaintresponse

CSS – surveys and responses

Service Portfolio / Catalogue

Mngt.CustomersNew & Existing

Service Offerings

New & ExistingServices

Monitor Service Performance

Annual Service Review

SIPRequests

Strategy/Plans

Inputs and outputs of processes and stages in the service lifecycle

109


217

Inputs, outputs, value and interfaces

• Information flows between each of the service lifecycle stages in the form of the documents, records and other outputs of each of the processes

• Service management must add value to:o The business of the customer of the service provider o The service provider itself

218

Summary

• This module covered the various types of measurements that can be used to monitor service management activities and IT services through the service lifecycle

• Key concepts included were:o Articulating business value through measuringo The use of metrics, CSFs and KPIso The service measurement frameworko Monitoring and control systems and the use of tools

110


Managing servicesacross the lifecycle

220

Introduction

• This learning unit takes a holistic view of service management and covers:o Managing services and service components through the service

lifecycle

• It also addresses:o Capturing customer and stakeholder needso Measuring service value to ensure those needs are meto Balancing potential conflicts and competing issues across the

service lifecycle

111


221

Agenda

• Identifying and assessing customer and stakeholder needs and requirementso Ensuring appropriate priority is given to them across all service

lifecycle stages

• The role of the service design packageo How the service design package provides a link between service

design, service transition and service operation

• Managing cross-lifecycle processes o Ensuring appropriate involvement at all lifecycle stages

• Implementing and improving serviceso Using key sources of information

• Challenges, critical success factors and risks of the service lifecycle stages

Identifying and assessing customer and stakeholder needs

112


223

Identifying and documenting business requirements and drivers

• To provide an appropriate catalogue of services, accurate information on business requirements must be retained

• There is a need to develop and maintain a close, regular and appropriate set of relationships with the business to exchange information

• The information needs to be obtained and agreed in three main areas:o Information about the requirements of existing serviceso Information about the requirements of new serviceso Information about the requirements of retiring services

224

Discussion point

• For each of the three categories of information (new services, existing services, retired services) identify three types of information that would need to be obtained and agreedo From where would this information be obtained?o Give examples of which service management process or function

would be interested in this information and why?

• Example – existing services informationo Information would need to be obtained about any anticipated

changes in the volumes of service transactionso This could be used by:

Financial management for IT services in case the charge-back method needs to be adjustedCapacity management to assess the potential impact on component capacity capability

113


225

Capturing business requirements - considerations

Adopt a project

approach

Adopt a project

approach

Sign-off requirements and agree a

change process

Sign-off requirements and agree a

change process

Resolve potential

stakeholder conflicts

Resolve potential

stakeholder conflicts

Identify stakeholders

and their needs

Identify stakeholders

and their needs

Determine and agree

budgets and funding

Determine and agree

budgets and funding

Develop the communications

plan

Develop the communications

plan

Analyse, document and

prioritize requirements

Analyse, document and

prioritize requirements

226

Processes to be triggered

• Once the business requirements have been understood a number of service management processes may be triggered

• Consider: o Which processes might be triggered at this stage?o Which functions may be alerted?

114


227

Processes to be triggered (cont.)

• Service portfolio managemento To ensure that information about the new solution is added and

updated in the service portfolio

• Service level managemento To capture the specific service level requirements (SLRs) so these

can be communicated to other processes such as capacity management and availability management, and the SLA negotiation can commence.

• Capacity managemento To model the SLRs using a suitable technique to provide information

on the viability of meeting the requirements once they are translated into SLA targets.

• Financial management for IT serviceso To gather the relevant financial in formation to set the required

budgets.

228

Processes to be triggered (cont.)

• An initial business impact analysis (BIA) and risk assessmento To provide useful information for many other service management

processes such as IT service continuity management, availabilitymanagement, information security management etc.

• Supplier managemento To manage any necessary procurements

• Change managemento So the change schedule can be updated

• Functions such as the service desk will need to be made awareo So plans for training staff in any new first-line support techniques can

be developed

115


229

The importance of a balanced design

• Satisfying the utility and warranty requirements of a service design must be balanced against the resources available in a required timescale

• Remember that the business requirements include not only the service functionality but also the cost and the schedule Re

sour

ces Schedule

Functionality

Strategy Governance

Business functionalityManagement requirementsLegislative requirementsRegulatory requirements


230

Discussion point

• You are a member of the IT steering group of a large retail organization

• The requirements for a major upgrade to the internet-based ordering system have been signed-off, the timescales and resource requirements agreed and the development project has just been initiated

• During the steering group meeting, the business representative says that the go-live date must be brought forward by one month to stay ahead of the main competitor

• Consider the impact of this across the service lifecycle; what factors should be considered when dealing with this situation?

116


231

Balanced design

• When considering the balance, all stages of the service lifecycle should be considered not just the design stage

• To achieve this the overall management of the design activities needs to ensure that:o Good communication exists between design activities and all those

involved in other lifecycle stageso The latest versions of all appropriate IT plans and strategies are

available to all designers o All of the architectural documents and design documents are

consistent with all IT policies and plans

232

Service requirements

• No service can be designed, transitioned and operated in isolation

• The relationship of each service to its supporting components and services must be clearly understood and recognized

• All targets contained within supporting agreements, such as OLAs and contracts, underpin those agreed between the service provider and its customers

117


233

Basic service composition

Business Process

IT service

Infrastructure Environment Data Applications

234

Discussion point

• Consider the basic service composition diagram• Enhance the diagram by adding boxes, lines and text to

indicate the following service management elementso Business services and outcomeso Internal technical and application managements teamso Suppliers and vendorso SLAs, OLAs and underpinning contractso Supporting serviceso Capabilities and resourceso IT service management processes

• Indicate and describe the positioning of policy and governance

• Indicate and describe how the utility and the warranty of a service is created?

118


235

Service requirements

• Service design must take a holistic approach to the design of a new service

• This approach should consider:o The serviceo Its constituent componentso The inter-relationships between components, other services and

other service lifecycle stages

• Considering the design of a new service, give examples of the impacts on other service lifecycle stages that should be considered

236

Factors affecting service requirements and service design

• The scalability of the service to meet future requirements • The business processes and business units supported by the

service • The IT service and the agreed business requirements for

functionality • The service itself and its SLR or SLA • The technology components used to deploy and deliver the

service • The internally delivered supporting services and components and

their associated OLAs • The externally supplied supporting services and components and

their associated underpinning contracts • The performance measurements and metrics required• The legislated or required security levels• Sustainability requirements (environmental impact)

119


The role of the service design package

238

Discussion point

• Within service design, the design coordination process is responsible for the creation of the service design package

• What is the relationship between the service design package and the other lifecycle stages?

120


Managing cross-lifecycle processes

240

Managing cross-lifecycle processes

• Ensuring appropriate involvement at all required service lifecycle stages

• The flow of knowledge and experience between lifecycle stages

• The role of service transition • The involvement of all stakeholders prior to service

deployment

121


241

Discussion point

• Consider the service management processes• Give examples of:

o A process whose trigger and activities are carried out in just one lifecycle stage

o A process which is triggered in one lifecycle stage and has activities that continue in subsequent lifecycle stages

o A process whose trigger and activities could be carried out in more than one lifecycle stage

• Justify your choices

242

Managing cross-lifecycle processes (cont.)

• The service provider must ensure that all processes areo Documented o Repeatableo Consistento Measurableo Deliver specific resultso Deliver value to stakeholders and beneficiaries

• The process owner has a key responsibility here• Knowledge management can also ensure that knowledge

and experience flows across the service lifecycle

122


243

Managing cross-lifecycle processes (cont.)

• Impact on staff and roleso Some people’s role may require them to perform activities that are

part of different processes, some of which may be within different stages of the service lifecycle

o The same activity in a process may be carried out by different people with different skills, tools and attitudes

o Some people may carry out the same activity in the same process but at different stages of the lifecycle

• Give some examples of these

244

Service strategyService strategy

The flow of skill and experience

Service design

Service transition

Service operation

• Input and influence cascades ‘downstream’• Knowledge and experience feeds back ‘upstream’

123


245

The flow of skill and experience (cont.)

• Knowledge and experience can be allowed to flow through the lifecycle byo The direct involvement of other staff during service design, service

transition and service operation activitieso Indirect involvement via secondment or consultationo Having a planned and deliberate continual service improvement

capabilityo Having an effective cross-lifecycle knowledge management

methodology

246

The flow of skill and experience (cont.)

• Each service lifecycle stage takes its shape and inputs from the strategy set by the service provider

• The service strategy must be communicated through the service lifecycle

• For service designo Service transition and service operation staff can provide subject matter expertise to

ensure that developers and architects establish and reassess the viability of service designs

• For service transitiono Predicting and assessing the likely behaviour of IT systems and components will

depend on the skill and experience of operational staff

• For service operationo Skills and experience in new technology can be improved by involving them in

upstream activities and by effective early life support

124


247

The role of service transition

• Service transition skills and techniques can bring cost benefits if they are employed as early as possible in the service lifecycle

• For example, service validation and testing can help to:o Reduce the cost of rectifying faults by detecting them early in the

service lifecycleo Avoid wasting resources by stopping changes that will not deliver the

expected benefits

248

Best practice in service transition

• Advice on ensuring early service transition involvement includeso Involve customers or business representatives in the planning and

design of service acceptance testso Involve users in planning and designing tests as much as possibleo Use previous experience to identify errors in service designso Design-in as early as possible the capability to check and

demonstrate service valueo Establish whether the risks of progressing with service designs are

acceptable by a formal evaluation process

125


249

Discussion point

• A retail organization has designed a business service which allows customers in the shops to scan and pay for their goods using automated self-service tills

• As part of the release and deployment, it has been decided to carry out a full scale rehearsal of the new system in a ‘model’ shop and simulate a ‘typical’ day

• What opportunities does this provide for capturing and sharing knowledge before, during and after the rehearsal:o For the IT service provider?o For all other stakeholders in the new business service?

Implementing and improving services using key sources of information

126


251

Implementing and improving services using key sources of information

• Reviewing business trends, changed priorities, keeping ahead of business projections o Strategic assessmento Analyse internal and external environmento Define market spaces

• Service level management review meetings, reviewing management information and trendso Service review meetingso Service level management in relation to CSI

• Customer satisfaction through the service lifecycle o Customer satisfaction in service strategy o Collating and measuring improving customer satisfactiono Customer and user satisfaction surveys in service operationo Techniques and tools

Reviewing business trends, changed priorities and keeping ahead of business projections

127


253

Strategic assessment

• Strategic assessment is part of the strategy management for IT services process

• Its purpose is to enable a service strategy (or a strategy for services) to be formulated by:o Analysing the internal environment within the service provider

organizationo Analysing the external environment with which the service provider

organization interactso Arriving at a set of objectives to define a strategy

• The strategy can then identify the market spaces within which the service provider will operate and those to avoid

• The strategic assessment can also be carried within each market space to help formulate the service provider’s strategy within that market space

254

Analysing the internal environment – strengths and weaknesses

• Existing serviceso How does the service provider differentiate itself?

• Financial analysiso What is the cost of service provision and what is the return on

investment?• Human resources

o What skills and capabilities does the service provider have?• Operations

o How effective and efficient is the service provider at supporting and delivering IT services?

128


255

Analysing the internal environment – strengths and weaknesses (cont.)

• Relationship with business unitso How well does the service provider understand its and its customers’

requirements?

• Resources and capabilitieso How well does the service provider utilize its existing resources and

capabilities?

• Existing projectso Are there major changes or projects that will change any of the

above?

256

Analysing the external environment – opportunities and threats

• Industry and market analysiso How much are other organizations investing in IT services and new

technology?

• Customerso Who are the existing and potential customers and what kind of IT

services will they need in the future?

• Supplierso What will be the impact on the service provider of changes that

suppliers are forecasting for their products and services?

• Partnerso Are existing partnerships still relevant and are there opportunities for

new partnerships?

129


257

Analysing the external environment – opportunities and threats (cont.)

• Competitorso Who are the competitors and how do they differentiate themselves?

• Legislation and regulationo How do these affect the service provider and do they represent an

opportunity for differentiation?

• Politicalo Will political changes affect the service provider’s strategy?

• Socio-economico How will current economic forecasts affect the service provider?

• Technologyo What will be the impact of new technology on the service provider

and its customers?

258

Defining market spaces

• For the service provider, a market space defines an opportunity to deliver value to customers

• For strategy management, current and potential market spaces should be documented

• The strategic assessment will help the service provider define market spaces

• It can then make decisions about o Protecting and retaining its presence in existing market spaceso Moving into new market spaces where opportunities have been

identified

130


259

Aligning the strategic assessment and market spaces

• A strategic assessment can also be carried out in every market space that a service provider has identified an interest in

• The strategy for a market space can be formulated by:o Defining high-level customer outcomeso Within these, defining unserved and under-served customer needso Identifying how those specific outcomes can be supported by IT

serviceso Linking existing service assets to IT services to decide on which

market spaces can be best served and which to avoid

• The process can be applied to both internal and external IT service providers although the influence of some of the internal and external factors may be different

Service level management review meetings, reviewing management information and trends

131


261

Service reviews

• Provide a good opportunity for initiating improvements o Reactively by analysing the cause of service level breaches and

acting to prevent re-occurrenceo Proactively by facilitating discussions and information exchange

between the service provider and the customer which can lead to improvement suggestions

• Review meetings should be minuted and actions assigned so they can be followed up

• This is essentially part of the continual service improvement stage of the service lifecycle

262

CSI and service level management

• Service level management can drive the service improvement plan for a service which is a key part of continual service improvement

• Service level management facilitates a service-based view within the service provider and SLAs provide measures of service quality

• The achievement of a level of service is often the one service quality measurement that the service provider and the customer can agree on

132


Customer satisfaction through the service lifecycle

264

Discussion point

• Is there a difference between customer satisfaction and user satisfaction?

• Is one more important than the other?

133


265

Customer and user satisfaction

• For the service provider, both views are important• The customer may provide the funding or pay for a service

but it’s the user who is the consumer of the service• Providing a service that satisfies both customers and users

is paramount for the service provider • Business relationship management can play a major role

throughout the service lifecycle

266

Customer satisfaction and business relationship management through the service lifecycle

• Service strategy o Business relationship management ensures that customer objectives

and overall requirements are accurately understood• Service design

o Business relationship management facilitates the communication between the customer and the design teams

• Service transitiono Business relationship management ensures customers are involved in

change, testing, release and deployment activities • Service operation

o Business relationship management and the service desk may be involved in assessing both customer and user satisfaction

• Continual service improvement o Business relationship management can interact with other processes

and functions to ensure that appropriate improvement initiatives are identified and agreed with the business customer

134


267

Survey techniques and tools

• After-call survey• Outbound telephone survey• Personal interviews

• Group interviews• Postal/email surveys• Online surveys

• Each method has its advantages and disadvantages and could be applied to both customers and users

Challenges, critical success factors and risks across the service lifecycle

135


269

Discussion point

• Review the information about the challenges, critical success factors and risks across the lifecycle

• For one of the service lifecycle stages, relate a selection of the challenges, critical success factors and risks to the case study

• For example:

This could be difficult to achieve because the internal IT customers appear unwilling to get involved in implementing service changes

Understand and manage different stakeholder perspectives and establish stakeholder ‘buy-in’

Case study linkService transition CSF

270

Summary

• This section coveredo Identification and assessment of stakeholder needs across the

lifecycleo The importance and interfaces of the service design package o Identifying and managing cross-lifecycle processeso Improving services and identifying the need for improvemento The challenges, critical success factors and risks of each of the

service lifecycle stages

136


Measurement

272

Introduction

• This learning unit focuses on the types of measurements that can be used to support the monitoring of service management activities and IT services throughout the service lifecycle

137


273

Agenda

• Measuring and demonstrating business value• Determining and using metrics

o Service, process and technical measuremento Using critical success factors and key performance indicators o Using measurements to validate, justify, direct and intervene

• The design and development of measurement frameworks and methods

• Monitoring and control systemso Monitor control loops

• The use of event management toolso Increasing the visibility of the infrastructure and IT service delivery

Measuring and demonstrating business value

138


275

Business value

• Fundamental principles of IT service management are to focus on:o Supporting business processeso Providing business value

• The service provider must be able to measure and demonstrate business value

Business outcomesBusiness objectivesBusiness processes and functions

IT servicesIT assetsIT processes and functionslinked to

276

Discussion point

• How can the service provider ensure that service provision is linked to business value?

139


Determining and using metrics

278

Service measurement

• The principles of service measurement include:o Baselineso Validating, directing, justifying and intervening as reasons for

measuringo Use of the seven-step improvement process o Types of metrics – service, process, technologyo The need for critical success factors and key performance indicators

140


The design and development of measurement frameworks and methods

280

Service measurement frameworks

• One of the service design aspects is the design of measurement methods and metrics for services

• These are documented in the service design package for validation during service transition and eventual use in service operation

141


281

Considerations for service measurement frameworks

• A sequence of trial and error may be required to ‘tune’ the measurement framework

• The purpose of the framework is to provide a method for service improvement

• IT goals and objectives must support business goals and objectives

• Strong links are required between strategic, tactical and operational goals and objectives across the enterprise

• Measurement must look ahead as well as look back• The measurement framework should be

o Balancedo Unbiasedo Able to withstand change

282

Considerations for service measurement frameworks (cont.)

• Use the ‘vision’ to ‘measurement’ sequence to construct the measurement framework

• KPIs should be qualitative and quantitative and balanced across four categories:o Compliance – are we doing it right?o Quality – how well are we doing it?o Performance – how fast (or slow) are we doing it?o Value – is what we are doing making a difference?

142


283

The metrics tree

Component 3Component 2

Component 1

Service metricsService metrics

Service metrics

IT objectives and metrics

Business objectives and metrics

Overall service and customer metrics

Process 2Process 1


284

Discussion point

• Identify a selection of different stakeholders in the organization who would have an interest in the information at each level of the metrics tree

143


Monitoring and control systems

286

Monitoring and control

• As well as measurement frameworks, the service provider must monitor services, components and processes as part of the ongoing operational management

• The ‘activity’ here could be a service, process or component (or any configuration item

Norm

CompareControl

Monitor

Activity OutputInput

The simple monitor control loop


144


287

The complex monitor control loop applied to IT service management

Business executives and business unit managersIT

man

agem

ent a

nd v

endo

r acc

ount

man

agem

ent

Service design

Continual service

improvement

Norm

Service transition

Compare

Monitor

Control

Input Activity Output

Norm

CompareControl

Monitor

Input OutputOutput InputActivity Activity

Monitor

CompareControl

Norm Norm

Use

rs

Internal and external technical staff and experts

Portfolios,standards and

policiesTechnical architectures

and performancestandards

12

3

Service strategy


288

Discussion point

• A ‘closed’ monitor control loop monitors the environment and responds to changes in that environment to influence and control what is being monitored

• The complex monitor control loop for IT service management has feedback loops along arrows 1,2 and 3

• Give a description of the kind of information that might be fed back along each arrow (1,2,3) and what might be the result?

145


The use of event management tools

290

The use of event management tools

• It can be seen that the effectiveness of the IT service management monitor control loop will depend on monitoring CIs in the operational environment

• Event management tools can assist by detecting and correlating events

• This can o Support the information requirements of the monitor control loop and

various levels of complexityo Collect data and information which is of use to many different

processes

146


291

Summary

• This module covered the various types of measurements that can be used to monitor service management activities and IT services through the service lifecycle

• Key concepts included wereo Articulating business value through measuringo The use of metrics, CSFs and KPIso The service measurement frameworko Monitoring and control systems and the use of tools

PARTE 2

| Caso de Estudio y Prácticas de Gestión del Servicio a lo largo del Ciclo de Vida |


Página 149

Caso de Estudio y Prácticas de Gestión del Servicio a lo largo del Ciclo de Vida Las sesiones preparatorias de examen tienen el propósito de proveer al alumno del nivel de competencia necesaria para que sea capaz de utilizar el conocimiento teórico aprendido durante el curso en el ámbito profesional. Para la consecución exitosa de este objetivo, el trabajo exhaustivo de las cuestiones de examen permite a los candidatos aplicar los contenidos de ITIL® de manera que puedan identificar correctamente la mejor secuencia posible de respuestas ante una situación determinada. En este sentido, el conjunto de cuestiones prácticas que se trabajan en las sesiones de preparación de examen analiza los principales contenidos desde la perspectiva de la toma de decisiones, la aplicación y la justificación lógica de la implementación.

Estructura y dinámica de las clases

El curso de preparación de examen se configura a partir de un caso de de estudio y sus preguntas específicas, mediante las cuales se desarrollarán determinados aspectos clave para el análisis, la aplicación y la implementación de las buenas prácticas de ITIL®.

Durante el desarrollo de las sesiones, se trabajará cada una de las cuestiones en base al siguiente esquema, a saber:

- Presentación de la pregunta: objetivos, alusiones teóricas y tiempo para su resolución.

- Lectura, reflexión, propuesta y justificación de la solución a nivel individual. - Análisis crítico de los diferentes grados de corrección de la solución a nivel

grupal. - Conclusiones

¿Qué caracteriza cada pregunta?

Cada pregunta señala concretamente a uno o más puntos específicos del contenido teórico definido por el Programa de Estudios (syllabus). En general, los planteamientos que se trabajan en los exámenes de nivel intermedio de ITIL® se refieren a la demostración, aplicación y toma de decisiones de implementación en base a los conocimientos adquiridos.

No obstante, cabe destacar que cada pregunta puede presentarse en formatos diversos, aludiendo a todo tipo de ámbitos industriales relacionados más o menos con TI, en base a diagramas, tablas, esquemas y contenidos específicos del manual oficial de ITIL® publicado por la Cabinet Office.


Página 150

Por lo tanto, no existe un formato único de pregunta-respuesta, sino que este esquema puede obedecer a diversas maneras de tratar una misma cuestión. Así, por ejemplo, para resolver un dilema referido a la mejor secuencia de pasos para la implementación de una herramienta de gestión concreta (léase: una CMDB, una práctica financiera, un procedimiento para la Gestión de Cambios, etc.) la respuesta podría plantearse mediante argumentos que justifican una serie de aspectos teóricos, o bien mediante una lista de enunciados específicos con un orden concreto, o bien mediante tablas que relacionan roles y tareas en base a un orden particular. Esta diversidad en la tipología de planteamientos añade, sin duda, aún más dificultad a este tipo de pruebas, por lo que parte del análisis desarrollado en clase se ajustará a la necesidad de comprender y dominar cualquier tipo de respuesta que se nos pueda sugerir.

Desarrollo de Habilidades

El curso de nivel Expert de ITIL® tienen como propósito general trabajar una serie de contenidos teóricos y también el análisis de un caso y cuestiones para posibilitar el desarrollo de una serie de habilidades en el alumno que le permitan llevar a la práctica en el ámbito profesional los conocimientos adquiridos.

Para ello, las preguntas de examen se centrarán en la práctica deliberada de una serie de competencias basadas en:

- En nivel de ANALIZAR (nivel 4 de la Taxonomía de Bloom), es decir: el candidato deberá ser capaz de descomponer un enunciado (expresado en cualquier formato) en sus partes constituyentes para dotar al planteamiento de mayor significación y claridad. Descomponer, discriminar, detectar, diferenciar e ilustrar son tareas importantes en este nivel, y pueden ser necesarias de cara a la puesta en práctica e implementación de los contenidos teóricos aprendidos. En este nivel, la relevancia de las partes constituyentes de una situación determinada se trabaja para comprender más profundamente el todo.

- En nivel de EVALUAR (nivel 5 de la Taxonomía de Bloom), es decir, en la capacidad del alumno para formular juicios de acuerdo a criterios establecidos o estándares que permiten detectar inconsistencias dentro de un proceso o producto. El candidato debe ser capaz de identificar si se trata de incoherencias internas o externas y detectar errores, así como juzgar la idoneidad de un procedimiento para un determinado problema, por lo que se ve obligado a aplicar los primeros cuatro niveles de Bloom (Recordar, Comprender, Aplicar y Analizar)

(Ver Apéndice B: Taxonomía de Bloom)


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Principales características de los exámenes de fase de ITIL®

Los exámenes oficiales de ITIL® son extremadamente complejos y tienen un nivel de dificultad que dista gravemente del examen de fundamentos. En este sentido, el gap es insalvable basando nuestras posibilidades tan solo en las nociones principales. Debemos ser capaces de adaptarnos a cualquier tipo de opción de respuesta que se nos presente en un examen oficial (tabla, gráfico, lista de acciones, descripción detallada de una estrategia, etc.) Y tan sólo conseguiremos tener alguna posibilidad si somos responsables y rigurosos, haciendo un notable esfuerzo por dedicar las horas necesarias al estudio y trabajo de la materia.

Un contexto limitado

Como hemos visto hasta ahora, las preguntas de examen ITIL® Expert se estructuran de la siguiente manera:

- Descripción de un caso y su problemática. - Enunciado de la pregunta (basada en una decisión sobre el escenario) - Cuatro opciones de respuesta de 0, 1, 3 ó 5 puntos.

Por lo tanto, las principales tareas que debemos resolver son:

- Analizar el caso y comprender todas sus consideraciones - Comprender y razonar correctamente la pregunta que se nos plantea que,

en la mayoría de los casos, tendrá un formato de “decisión”. Algunas de las preguntas no están vinculadas al caso de estudio.

- Entender la lógica de las diferentes propuestas y saber diferenciarlas unas de otras.

Una vez analizado el caso y comprendida la decisión que debemos tomar, la tarea más compleja es, obviamente, determinar cuál es la respuesta correcta. En la mayoría de ocasiones, la teoría nos ayudará a despreciar la opción errónea, pero deberemos adquirir un modo de razonamiento concreto para distinguir la respuesta más adecuada entre las demás. En este tipo de exámenes se dice que “muchas veces, la respuesta correcta NO es la mejor respuesta”.

¿Cómo podemos incrementar las posibilidades de identificar la respuesta más correcta (5 puntos)? ¿Cómo se aprende a descubrir la opción de respuesta de distracción (0 puntos)? Y entre las dos mejores respuestas, ¿cómo sé cuál es mejor que la otra?


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Únicamente existen estas vías para asegurar el éxito en un examen de fase para ITIL® Expert:

- Estudiar los apuntes tomados en clase y los ejercicios trabajados, prestando especial atención a los diferentes razonamientos que se desarrollan en función de cada punto teórico o tema.

- Estudiar el libro oficial publicado por la Cabinet Office para cada fase. Es imprescindible concederle la máxima importancia al tiempo invertido en el estudio y análisis lógico de los contenidos de los libros de ITIL®. Al margen de lo familiar que nos resulten los conceptos y las actividades, o de la experiencia profesional que podamos haber acumulado en este campo, se hace necesario un concienzudo estudio que implica:

a) Entender los términos y conceptos fundamentales. b) Memorizar objetivos, factores críticos de éxito, KPIs, actividades

de procesos, listas de beneficios, características, etapas, flujos de trabajo, etc.

c) Elaborar apuntes y notas a medida que se trabaja el libro d) Desarrollar esquemas para facilitar la comprensión y la

memorización

Si no dedicamos la atención, concentración, el tiempo y el esfuerzo necesario a estas actividades de estudio nos será imposible identificar la opción de respuesta incorrecta y, en el mejor de los casos, será muy difícil discernir entre la mejor opción de respuesta y la segunda mejor opción.

- Práctica. Tanto en el transcurso de las clases teóricas como en el desarrollo de las sesiones específicas de preparación de exámenes se ofrecen numerosas técnicas, sugerencias e ideas para aprender a enfocar correctamente cada tipo específico de pregunta. Es imperativo que tomemos notas de todos estos detalles y, sobretodo, de los razonamientos que justifican las opciones de respuesta (tanto si se trata de la opción más correcta como si es el distracter). Debemos aprender por qué una opción de respuesta es incorrecta (0 puntos), por qué es una opción de 1 solo punto, por qué esa opción vale solo 3 puntos y por qué una determinada opción de respuesta es la mejor. Y la única manera de aprender esto es partiendo de una base: el conocimiento profundo de la teoría. Si no hemos estudiado la teoría y no sabemos de memoria, al menos, el 50% del contenido del libro, va a ser imposible que entendamos por qué una opción de respuesta es mejor que otra.

© The Official ITIL Accreditor 2011 The Swirl logo™ is a trade mark of the Cabinet Office ITIL® is a registered trade mark of the Cabinet Office

ITIL MALC Case Study 1 v1.0 This document must not be reproduced without express permission from The Accreditor.

Page 1 of 7

ITIL® Qualification:

MANAGING ACROSS THE LIFECYCLE (MALC) CERTIFICATE

Case Study 1, version 1.0

CASE STUDY BOOKLET This booklet contains the case study upon which at least 8 of the 10 examination questions will be based. Within each question paper either 8, 9, or 10 questions will be based upon the case study. Within the Question Booklet, any questions which state 'Please refer to the case study' are based upon this case study. You are strongly advised to refer to the case study when answering these questions. Failure to do so may result in experienced candidates selecting incorrect answers. Questions which state 'This question does NOT use the case study' do not use the case study, and may be answered without reference to it. The case study describes an organizational situation and necessarily only provides a limited amount of information. Where information is not provided (for example the case study may give no information about a particular ITIL role or process), it should not be assumed that the role or process or other aspect is absent in the organization. Nor should it be assumed that it is present in the organization. When such information is important for any examination question, then it will be clearly specified in the question-specific scenario on the question paper. No assumptions should be made based on the absence of information in the case study.

© The Official ITIL Accreditor 2011 ITIL MALC Case Study 1 v1.0

This document must not be reproduced without express permission from The Accreditor. Page 2 of 7

Case study to support the

ITIL Managing across the Lifecycle Examination Background A bank specializes in banking services for individuals and companies. The bank offers its services through branch offices across the country and also through automated teller machines (ATMs), and telephone and online banking. The bank has operated in its country of origin (HQ country) for many years and has recently expanded its operations into overseas countries. The bank offers several different types of accounts, including savings, loans, credit cards and cheque accounts. All the accounts can be accessed by visiting a branch, by internet or by telephone. Internet and telephone banking have been increasingly successful in the domestic market and the bank hopes to deliver more innovative online products and service offerings internationally. Changing world economics have opened up opportunities for the bank, and recent initiatives have included:

• acquisition of banks in other countries, to expand international operations and widen its customer base

• partnerships with other financial institutions such as insurance companies, to widen the range of services to the bank's customers

• extended hours of operation and a broader range of products through its wider international coverage.

The bank's strategy is to integrate activities and share services and functions with the recently-acquired overseas banks where possible. The bank has already started selling and providing services in these markets. The partnerships that the bank has established with other financial institutions are strong and the bank works closely with these partners. The bank has a business strategy, undeclared to its partners, to take the lead in these partnerships. In particular, the bank wishes to take the lead in designing and developing new banking services, and in marketing and selling them to the bank's own customers. The bank also sees opportunities in marketing and selling its products to its partners' end-customers. To support this strategy the bank has made a significant financial investment and commitment in terms of professional banking staff and organizational support in these areas. Banking services The bank supplies a range of banking service packages to its customers. The following banking services are considered to be critical components of these service packages, critical both to the bank's business operation and to support the bank's customers:

• 24-hour automated teller machine (ATM) service • 24-hour customer call centre (telephone banking and enquiry line) • 24-hour internet banking (now the most vital for personal (non-business) banking customers) • 24-hour global payments service (electronic, inter-bank bank payments, usually large

amounts) • Branch service (local branches which customers can visit to access their accounts) • Third-party sales support service (usually delivered to independent financial advisers on their

own laptop computers; without this service they cannot sell directly to their clients) • Regulatory service (changes to interest rates and other aspects of customer agreements

which have to be notified to customers within a set period).



Other, less critical banking services are also provided, including:

• Statement production (provision of account statements on a regular schedule and in response to customer requests)

• Marketing and customer offers (notification and operation of various offers which enhance other services).

Company structure The high level company organization is set out in the attached organization chart. There are eight divisions, each with a divisional director reporting to the chief executive officer (CEO). The business executive board comprises the CEO plus the eight divisional directors. The company's divisions work closely together, with collaboration on specific projects often crossing divisional boundaries. The five banking divisions are:

• Retail banking division - focusing on the banking services • Customer delivery division - responsible for the interfaces with the bank's customers,

including managing the branches and the ATM network • Industry liaison division - responsible for working with delivery partners such as other ATM

providers, foreign exchange, credit card companies • Financial products division - non-core banking services offered by the bank, including new

financial products such as the insurance offerings • Global banking division - a division into which the recently-acquired overseas banks report

until they are integrated into the bank's operations. Additionally there are three non-banking divisions:

• Marketing division - covering marketing of the generic brand and specific products • Shared services division - this division consolidates the support services which have evolved

over time within each operational division and includes the departments of human resources (HR), finance, IT and facilities

• Security division - covers security, audit, risk and compliance and is responsible for the bank's security policy and for adherence to legislation, data security and physical security requirements and business continuity. It is also responsible for the bank's global risk management policy.

The chief information officer (CIO) used to report to the chief financial officer (CFO), but now they both report to the CEO via the shared services divisional director. This change happened a year ago when the shared services division was formed. Corporate vision and business strategy The corporate vision is firmly focused on expansion. Based on this vision, the business executive board has set targets to be achieved by the close of the next financial year. The current financial year will close six months from now so these targets are to be achieved 18 months from now, and will be measured against the current position. Some of the targets are listed below:

• In the bank's HQ country, to have as a customer base 10% of the retail banking market (currently 7%)

• To increase income from internet banking by 70% • To increase the income from customers living outside the HQ country by 50% • To achieve a 5% increase in corporate profit.

Part of the business strategy is to integrate and automate business and IT operations within company constraints that include legislation, regulatory, financial and security constraints.



Challenges, issues and risks The commitment to expansion has created some direct and immediate challenges, including:

• Language and time-zone concerns, as the bank acquires and partners with companies in other countries

• Cultural and organizational issues - this has especially shown itself in the different levels of expectation for IT support between the different countries and acquired companies.

All the banking divisions and the marketing division rely on their ability to monitor current performance and predict future demand. They depend heavily on the accuracy of management information and the underpinning IT services. Recently there have been issues with integration of management information across the business units. As with all banks, there is a large amount of legislation - both national and international - that has to be complied with. Additionally the bank is committed to conforming to the national banking code of conduct, drafted collectively by the HQ country's major banks. A company risk register is maintained and recent additions include:

• An operational risk related to an information security breach in the online banking service • All IT hardware maintenance within the HQ country is outsourced to a single supplier which

was not profitable in the last financial year. IT structure The IT department is made up of five units, each headed by a manager.

• IT strategy unit, which includes IT strategy, planning and IT finance teams • Applications unit, which includes teams for application design, procurement, and

development, as well as application maintenance and support • Operations management unit, which includes an operations control centre, responsible for

controlling the operation of both applications and IT infrastructure - it also includes the service desk function, incident and problem teams, as well as the technical management team, responsible for developing and supporting the IT infrastructure

• Service implementation unit, which includes the change management team • Service quality unit, which includes the service improvement manager.

IT infrastructure The bank has built up a server environment consisting of rack mount and blade servers. Some of these are clustered to provide high availability for critical IT services. Some are configured as virtual machines, but others are not. In an effort to reduce capital expenditure and increase the utilization of hardware, the bank has established a new policy of 'virtual first' meaning all new services will be virtual unless the application requires otherwise. The bank manages this infrastructure in its own physical data centre with connectivity to branches in the HQ country via dedicated data links provided by a third-party supplier. Connectivity to offices outside the HQ country is provided by a third-party supplier via internet wide area network (WAN) links. The bank has set up a virtual private network (VPN) to ensure appropriate levels of security. Some direct management of the branch IT infrastructure remains with the customer delivery division. Some direct management of the overseas banks' IT infrastructure remains with the overseas banks within the global banking division. IT services The banking services are underpinned by IT services. Some IT services, including the desktop service and the management information (MI) service, support many different banking services. Other IT services, such as the ATM management service, only support a single banking service. The IT



services have been developed with a good level of collaboration between business and IT staff. This has worked well, although it is acknowledged that effectiveness and economy could be further improved by increased involvement of IT staff in developing new and changed banking services. Some IT development is outsourced and there is a policy that application software is purchased whenever possible rather than developed in-house. For example, accounting applications, stock control applications and desktop applications are all based on commercial, off-the-shelf (COTS) software. IT service management (ITSM) situation Due to the nature of the business, ITSM is well integrated into the company. An integrated ITSM toolset is used to support ITSM processes.

Service strategy The CIO and IT strategy unit work closely with the business with the aim of delivering relevant and up-to-date IT services. There is a well-maintained IT service catalogue, easily accessible to staff, showing the IT services available. The service portfolio, however, is not formally maintained, although relevant information is available via business change request records and development records. Financial control within the IT department is comprehensive at a high level, but only limited information is known as to the detailed cost of individual IT services and the usage by each customer. Service design Banking staff are actively involved in the IT service design activities undertaken by the application unit, and good relationships exist between staff in the applications unit and staff in other divisions. The applications which support the bank's products are either developed by the applications unit, or purchased from third-party suppliers and customized by the applications unit. The applications unit maintains these systems, in collaboration with third-party suppliers where appropriate. Approximately 60% of the work of IT service design is delivered by short-term contract staff working in the applications unit. Service level agreements are in place, with negotiation beginning during the service design stage and extending through the service transition stage. A remote back-up site is available to deliver continuity of critical IT services in the event of a disaster. There is an IT service continuity policy that requires that all critical IT services be designed to deliver IT service continuity via this route. Service transition It is difficult to secure the involvement of internal customers in the implementation of new and changed IT services, although they are willing to be involved in IT service design. Once internal customers have specified what they want, they expect the IT department to deliver the IT service without their further involvement. Operational changes are well-managed, with strict control over access to the live IT services, but there is no formal change evaluation process to provide support for the evaluation of significant changes, and customer involvement with IT service transition is minimal. Software testing is well-established, although it is almost totally focused on software functionality. This has caused issues in the past with new IT services being hard to support and requiring further effort to make them work after the IT services are operational.



Service asset and configuration management is focused on detailed data from automated discovery tools. The incident and problem teams do not feel this data helps them to diagnose issues easily. Knowledge management is mostly carried out informally. There is a formal communication plan to keep staff up-to-date on new policies and requirements. There is awareness that, as the bank expands, the management of data and information will become increasingly important. Six months ago HQ internal users received the roll-out of two updates to the standard desktop build, which is a major component within the desktop service. One was an important security update and the other was an update to the management information (MI) application that was considered critical for financial end-of-year reporting, and is also a component of the MI service. These two deployments were done at the same time and resulted in significant incidents for HQ staff. Service operation The service desk function and the incident management process are well-established and effective. Problem management tends to be reactive rather than proactive. Business questions (how-to questions) are handled by separate business support teams within each of the main business divisions. There is a process to manage service requests which is supported by service request software to enable direct ordering of certain service catalogue items by business users. There is a central operations control centre in the HQ country which controls the operations of both applications and IT infrastructure (apart from certain management activities for the branch IT infrastructure, which are carried out locally by the branches themselves). Traditionally the operations management unit staff have focused on IT service operation stage activities and have not been involved with service design stage or service transition stage activities. While the plan is to integrate IT from the acquired businesses into the bank wherever possible, there have been difficulties in integrating the staff, IT and the acquired companies with the existing bank staff and structure. This has resulted in management focusing more attention on IT operations. Continual service improvement There is a well-established company culture of improvement, demonstrated by availability of investment funding for improvement projects throughout the bank, including the IT department. Formal IT service improvement is under the supervision of the service improvement manager, a senior member of the service quality unit. The service improvement manager has difficulty getting staff to collaborate in focusing improvements at a service level. Most IT staff members tend to undertake process improvement without considering service measurement.



ORGANIZATION STRUCTURE DIAGRAM

Divisions

Departments Heads of Department

Units

CEO

Shared services Marketing Security Industry

liaison Financial products

Retail banking

Customer delivery

Global banking

IT department CIO

HR department HR manager

Finance department

CFO

Facilities department

Facilities manager

IT strategy unit (including planning &

finance)

Applications unit (including design,

procurement, development, maintenance,

support)

Service implementation

unit (including change

management)

Operations management unit (including ops. control centre, service desk,

incident mgt., problem mgt., technical mgt.)

Service quality unit

(including service improvement

manager)


ITIL MALC Sample1 QUESTION BOOKLET v5.0 This document must not be reproduced without express permission from The Accreditor.

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ITIL® Qualification: MANAGING ACROSS THE LIFECYCLE (MALC) CERTIFICATE Sample Paper 1, version 5.0 To be used with Case Study 1 Gradient Style, Complex Multiple Choice QUESTION BOOKLET Gradient Style, Complex Multiple Choice 120 minute paper 10 questions, Closed Book Instructions

1. All 10 questions should be attempted. 2. All answers are to be marked on the answer grid provided. 3. You have 120 minutes to complete this paper. 4. You must achieve 35 or more out of a possible 50 marks (70%) to pass this

examination.

© The Official ITIL Accreditor 2011 ITIL MALC Sample1 QUESTION BOOKLET v5.0


Version 5.0 (Live) Owner – The Official ITIL Accreditor

Question One Please refer to the case study The business executive board agreed that the CIO would provide a strategy for improving the bank’s IT service management (ITSM) capability. The strategy must support the bank’s growth plans and enable the bank to focus on value realization. The CIO therefore engaged an ITSM consultancy company to conduct a review of the current ITSM processes within the bank. The review report concludes that the existing ITSM processes are, in general, meeting their performance targets. Currently, however, ITSM as a whole is not sufficiently robust to support the bank’s globalization plans. The review report recommends the following options for improvement:

1. Improvements should be made in order to increase customer satisfaction, which has fallen due to performance issues in IT services that have recently changed.

2. A programme should be developed to implement all ITIL processes. 3. Service portfolio management should be implemented. 4. A multilingual service management tool should be bought to increase process effectiveness. 5. The process owners' main focus should be on improving their processes through the use of

process metrics. 6. Additional training in customer care should be provided for all staff members who have direct

contact with customers and users. 7. Service design should be strengthened by the introduction of design co-ordination. 8. A single SDP should be created for use in all future bank acquisitions.

Due to the current financial constraints, the CIO recognizes that only some of the recommended options for improvement can be included in the strategy. You are the service improvement manager within the bank. The CIO has asked you to evaluate the proposed improvements. Which one of the following combinations of improvements will provide the BEST solution for the bank? A. 2, 5, 6, 8 B. 1, 2, 3, 7 C. 1, 4, 6, 7 D. 2, 3, 4, 5




Question Two Please refer to the case study Recently HQ internal users received a security update to the desktop which resulted in significant incidents for HQ staff. The change management team sent an email notification of this change to all IT team managers and their staff just before deployment. The email included a specific reference to the new IT security policy on the intranet, however many IT staff did not understand the new policy. The chief information officer (CIO) wants a pragmatic approach to improve the current practice of communicating changes. This is required to ensure successful deployment of similar security changes which are due next month. The CIO has assigned you to evaluate a key part of the existing IT communication plan for IT staff, which is shown below. The strategic communication plan for the business and IT is documented elsewhere. Row Messenger Target

audience Message Method of

communication Date and frequency

1 CIO IT unit managers

Importance of complying with new and changed policies to maintain regulatory compliance

IT senior management meetings

Throughout the service lifecycle

2 Publish on the intranet

All IT staff Read new or changed policies and practices. Confirm that you understand the message

Policy on the intranet

Available from the date of first deployment

Which one of the following answer options describes the BEST recommendation to improve the extract from the communication plan? A. Row 1 does not need to be changed, as it is important for all IT unit managers to understand the

changes. In row 2, modify the method of communication to “Policy on the intranet with confirmation of understanding from the reader.”

B. In row 1, change the message to “Importance of complying with new and changed policies to maintain regulatory compliance by following the knowledge management process”. In row 2, add to the method of communication “Questionnaire to check that staff members have understood the policy”. Add a new activity to the table as row 3 to find out how people are affected by the ‘change cycle’ in order to establish the target audience.

C. In row 1, change the target audience for CIO communications to “The IT steering group.” In row 2

modify the message to “Importance of reading and understanding policies for new or changed services.”

D. In row 1, add IT team managers to the target audience. Under 'date and frequency', specify where

in the service lifecycle the specific points of communication should happen. In row 2, change the method of communication to “Policy on the intranet and mandatory online test to be completed by all IT staff".




Question Three Please refer to the case study You are the service improvement manager. You have recommended that the bank should improve its service design practices. Specifically, you propose that formal service design packages (SDPs) should be introduced with agreed standards for their content, methods for development and required inputs. You believe that significant benefits can be derived that would help resolve several existing issues in design, transition and operation. The CIO has asked you to create a report that explains the importance of formal SDPs to the bank. The report will be used to encourage both staff and management support for this improvement effort. Which one of the following answer options BEST summarizes the benefits arising from the SDPs that should be included in your report in order to make the strongest case for implementing the SDP improvements?

Item Answer options

A B C D Deployment plans that specify required testing, allowing better change scheduling

Service transition plans that identify all transition requirements, allowing better change co-ordination

The inclusion and documentation of more than just the functional requirements when designing services

The involvement of IT groups other than application development staff in design work

The identification of the appropriate times during design and transition to draw on knowledge of operations staff

Drawing on knowledge of operations staff during design

Having a consistent and repeatable approach to design documentation, regardless of who in the organization is leading the effort

Having a consistent and repeatable approach to requirements documentation

Appropriately measured service design activities for continual improvement

The involvement of service implementation unit staff in design

The inclusion of application development staff in transition activities

The inclusion of the business in transition activities Ensuring business participation in functionality testing

Having clear design acceptance criteria to reduce failed changes

Ensuring testing and validation of all design and acceptance specifications for new or changed services

Ensuring testing includes more than functionality

Specifying knowledge capture and documentation requirements

Determining if the design is practical for the purpose specified

The inclusion of user training in all new or changed service designs




Question Four Please refer to the case study Even though there is increased management attention on the interaction of operational staff with other service lifecycle stages, some of the IT unit managers still doubt the real value of such integration. As the availability of customer-facing and supporting services are business critical, the current policy is that operational staff should, in general, concentrate on maintaining service uptime. Effectively this isolates most operational staff from direct interaction with other parts of the service lifecycle. You are the IT operations manager, and you believe that the current policy is outdated and should be replaced. You have been invited to a meeting with the CIO and other IT unit managers to present your view. Many IT managers, including the IT strategy unit manager and the service improvement manager, do not agree with the idea of increased involvement of operational staff in other lifecycle stages. You have decided to present examples of activities from other service lifecycle stages which show how the organization would benefit from the involvement of service operation staff. Which one of the following answer options is the BEST example of a list of activities carried out by service operation staff during other service lifecycle stages? A. • Gather and identify IT operational costs by key service operation process such as incident

management and problem management • Create an overview of how the different customer-facing services utilize technology, as a

basis for improving service asset and configuration management • Perform training on a new service supporting the new insurance ventures to reduce the

probability of user errors • Communicate potential issues with the server environment to prevent incidents.

B. • Indicate operational risks for a new IT strategy being developed, which would introduce contracted development services

• Develop appropriate cost models for accounting and stock control services to support a policy change from “build before buy” to “buy before build”

• Define IT service objectives and performance criteria, to improve the match between services delivered and business requirements

• Initiate work on analysing the potential impact on infrastructure availability from an aggressive business expansion strategy.

C. • Assess whether the data centre is equipped to handle the additional capacity needed to

support the growth of internet banking • Develop mechanisms to increase visibility into the cost of the desktop support service to

compare with similar 3rd party services • Ensure that business-critical changes have been undergoing sufficient integration testing • Identify how new monitoring tools could provide improved customer reporting.

D. • Detect and diagnose events to prevent issues with the central banking services being exposed to customers

• Document requests on the word processing service in the service knowledge management system to facilitate sharing of good practice

• Conduct periodic reviews of operational logs to identify patterns and trends of activities • Maintain up-to-date records of personnel to ensure that users are given correct rights to use

services.




Question Five Please refer to the Case Study You were recently appointed as the process owner and process manager responsible for knowledge management. This new position has been created following the bank’s commitment to improve its IT service management capability and to support international operations. You have established a project to develop and implement a formal knowledge management process across the service lifecycle. The knowledge management process needs to be delivered within the bank’s regulatory and security constraints. Disposal of information is recognized as a challenge. Last week, the key stakeholders on the project agreed that the purpose of knowledge management is:

• To share perspectives, ideas, experience and information and ensure that these are available in the right place at the right time to enable informed decisions to be made; and to improve efficiency by reducing the need to rediscover knowledge.

The next task for the project is to develop a knowledge management policy that supports the purpose of knowledge management. You are working with key stakeholders to develop this policy. Which one of the following answer options describes the BEST set of policy statements to support the implementation of knowledge management at the bank? A. • Knowledge, information and data will be available and accessible to staff, partners, and key

suppliers, in different languages. • Definitive knowledge, information and data will be stored in a service knowledge

management system (SKMS) and used to support the provision of services. • Knowledge management will facilitate knowledge transfer to support the implementation of

new or changed services. • Documented procedures will be designed and developed for the creation, approval,

maintenance and control of knowledge, information and data.

B. • Knowledge management will support knowledge transfer for all roles across the service lifecycle and across all time-zones.

• Knowledge will be shared across the bank and with its partners to support decision-making and the lifecycle of IT services.

• Definitive knowledge, information and data will be maintained in a system that supports different languages with secure and controlled access to accurate information.

• Knowledge, information and data will be created, approved, maintained and disposed of using a documented process.

C. • Staff will be trained to optimize their use of information and to dispose of data.

• Knowledge, information and data will be gathered, analysed and stored in a secure SKMS and maintained to support effective operational services.

• The SKMS will provide controlled access for each member of staff. • IT service management and service delivery will be supported by a configuration

management system (CMS) that is part of the SKMS.

D. • An SKMS will support the flow of information through all stages of the service lifecycle. • The SKMS will reduce the risks that arise from a lack of proper mechanisms for knowledge

transfer. • Knowledge, information and data will be gathered, analysed, stored and maintained by each

team. • Details of all operational IT services will be maintained in the service catalogue to ensure that

staff, partners and key suppliers have access to information and data on live IT services.




Question Six Please refer to the case study Each time a new acquisition is undertaken the bank has difficulty integrating the people, processes and IT services into the existing organization. Some of the issues experienced are listed below:

i. Some systems from the acquired companies have been retired before it was clear how this work would be managed in legacy systems.

ii. On other occasions two or even three systems have been retained, even though they all perform the same work. These decisions seem to be driven at the business departmental level, without significant involvement of business leadership.

iii. Designs of merged IT services have not fully taken operational realities into consideration. iv. Transitions have been executed in a rushed manner, focusing primarily on service

functionality. As a result, training for support staff and users has been neglected, and there is insufficient knowledge documentation for the services. This has led to operational issues.

v. Required technology and service metrics are not being collected to enable the services to be managed effectively.

You are the manager of the newly formed service management office (SMO). You believe that many of the issues that have been experienced can be traced back to poor integration between the stages of the service lifecycle. You undertake a review to determine if each lifecycle stage is providing the right outputs to be inputs into other stages. Based on your review, you will identify the highest priority items to be addressed in a first set of improvements. Other items, though they may be highly desirable, will be addressed in future improvement cycles. Which one of the following options represents the BEST set of outputs/inputs to be addressed as high priority items for the bank in this first improvement cycle? (Legend: SS = Service Strategy; SD = Service Design; ST = Service Transition; SO = Service Operation: CSI = Continual Service Improvement; All = All stages of the service lifecycle)

Item From To Answer options A B C D

Business case SS SD Comprehensive training plans SD ST Design errors identified in testing ST SD Details of how measurements and metrics will be produced SD ST, CSI Knowledge for the SKMS All All Operating risks SO SS, SD, ST Operational requirements SO SD Operations plans and procedures SD SO Required service outcomes and service constraints SS SD Operational performance data SO CSI Service design package (SDP) SD All Service models SS SD Service portfolio SS All Vision and mission SS All Vital business functions SS SD Operational level agreements SD ST Patterns of business activity SS CSI




Question Seven Please refer to the Case Study The bank has just started working on a new service offering, to be supported by a new business activity and new IT service. As the CIO you have been asked to recommend an overall IT service strategy for the new IT service. An important element in the IT service strategy is to decide on the sourcing of service provision. You have asked the service owner to document key aspects of the new IT service. The service owner has returned with the following summary:

• The new IT service represents an innovative approach in banking for both the bank and the market, and is considered state-of-the-art with respect to both approach and use of technology.

• Time-to-market, low price and security are all vital to ensure that the bank maintains a competitive advantage related to the new IT service.

• Integration with financial management practices is key to measuring and ensuring success for the new IT service.

• The new business activity will generate a high transaction frequency, and requires close, manual attention and day-to-day follow-up according to a defined, written procedure.

• The new business activity will need to be closely integrated with the IT department's activities of business relationship management and service level management.

Which one of the following options is the BEST choice for sourcing the service provision of the new IT service? A. Outsource IT responsibilities to a 3rd party B. Outsource IT responsibilities and business activity to a 3rd party C. Establish a new IT group within the business unit responsible for the new business service D. Assign IT responsibilities to the existing Shared Services division




Question Eight Please refer to the case study Operations management have raised a concern regarding the IT service supporting the business-critical customer call centre. They stress the need for better scalability and better reporting for the IT service. The IT strategy unit has passed an authorized service charter for these issues to applications development. The IT strategy unit has specified that no changes to service utility or vital business functions are required at this time. Applications development has started a project to address the scalability and reporting issues. The project charter defines virtualization options that could address the need for better scalability, and it addresses the enhanced reporting capabilities for IT. The IT operations manager is responsible for providing information for service strategy, service design, service transition and continual service improvement stages. At this point in the project, which one of the following answer options is the BEST list of outputs that the IT operations manager should provide to ensure success of the revised service? A. • Historical information on incidents and problems to capacity management and availability

management processes • Feedback on issues concerning validation and testing and change management processes • Service metric and key performance indicator achievements to service level management

process • Logged improvement opportunities to the service asset and configuration management

process.

B. • Information in the service knowledge management system to the continual service improvement (CSI) stage

• Feedback on the knowledge management process • Requests for change to resolve operational issues to the change management process • Actual performance data to capacity management and availability management processes.

C. • Operational impact assessment from service level agreement changes to the service level management process

• Results of post-incident user satisfaction surveys to the CSI stage • Logged improvement opportunities to the service portfolio management process • Business communication plan to address varying user support expectations from cultural

differences.

D. • Feedback on operational risk to the change evaluation process • Information on vital business functions to the availability management process • List of known errors and answers to typical business questions to the operations control

centre • Demand forecasts to the capacity management process.




Question Nine Please refer to the case study Independent financial advisors (IFAs) use the third-party sales support service to sell the bank's financial products. It is important that the service is easy to use and reliable. You are the service owner for an enhanced IT service which will extend the hours of operation to support the IFAs sales activities. A new application will replace the existing application and will adopt the bank’s new policy of 'virtual first'. All transactions will be in real-time via a web interface. This environment will improve the bank’s capability to develop and automate the delivery of new banking products for third-party sales. You need to decide what set of service metrics to use for the sales support service and at which service lifecycle stage the metrics can be measured. You have brainstormed the following service metrics:

1. Sales performance of IFAs 2. Bank internal customer and IFA satisfaction survey results with the potential to offer a broader

range of products 3. Interrupted sales support service transactions during agreed service hours 4. Predicted achievement in the IFAs’ sales of bank products due to the IFAs’ use of the sales

support service 5. Variation from predicted achievement in the IFAs’ sales of bank products due to the IFAs’ use

of the sales support service 6. IFAs’ satisfaction with the sales support service 7. Predicted batch turnaround time during the agreed service hours 8. Variation from predicted batch turnaround time during the agreed service hours 9. Mean time between failure (MTBF) of the web application during the agreed service hours 10. Decrease in the total cost of handling IT service incidents 11. Predicted downtime of the sales support service during the agreed service hours 12. Actual downtime of the sales support during the agreed service hours.

From the following answer options, which one provides the BEST combination of SERVICE metrics and the stages in the service lifecycle at which they CAN be measured? A.

Service strategy

Service design

Service transition - pilot

Service operation

1, 6, 11 2, 3 2, 12 1, 3, 6, 12 B.

Service strategy

Service design


Service operation

2, 6 2, 3, 4,6 2, 3, 5, 6 2, 3, 5, 10 C.

Service strategy

Service design


Service operation

4, 6 4, 6, 11 3, 6,12 3, 5, 6, 12 D.

Service strategy

Service design


Service operation

6, 7 6, 7 6, 8 6, 8, 9, 10




Question Ten This question does NOT use the case study An organization providing IT services to universities has had rapid growth for 5 years. The turnover and the number of customers have both increased by 700% in that period. The number of IT staff has increased from 30 five years ago to the present 300. Partly as a result of this rapid growth, it is thought that there are many areas where the organization could improve in terms of IT service management (ITSM). There are no recognized ITSM functions or processes in place, with the exception of a service desk and the incident management and service request processes. There is minimal customer contact: for example, customers and users are not allowed to call the service desk but instead have to raise incidents and service requests via the intranet. There are many areas of ITSM that must be improved in order to support existing customers appropriately and to cope with continuing growth. The management team, however, does not agree on the way forward and has various opinions on what it should start improving or implementing first. Which one of the following answer options describes the BEST approach to meet the needs of the organization at this time? A. Conduct a strategic assessment looking at the internal and external environment. Hold meetings

within the IT senior management team to fully discuss and understand the position regarding finances, resources, relationships with business units, the existing services and the projects underway. The feeling is that, at this time, the organization is not mature enough (especially in the ITSM areas) to carry out an extensive assessment with IT staff and customers. Once this strategic assessment has been completed the next steps will be first to set the strategy and then next year to undertake a further detailed assessment. This further assessment should involve both IT staff and customers and produce the required return on investment.

B. Encourage better communications with customers as a top priority. A business relationship

manager should be appointed to initiate communication channels with customers. This manager should act as an interface between the IT service provider and the customers to identify areas of concern, changes in business plans, service priorities and required service levels amongst other things. At the same time the incident management and service request processes used by the service desk should be amended to enable customers to speak to service desk representatives if they wish to do so. A new service desk integrated toolset should be purchased to enable this interaction to work better. A further review should be undertaken in 6 months’ time.

C. Conduct an assessment of the current situation by first understanding the vision by discussing

this with senior IT and business management. Then interview key stakeholders in both the IT service provider unit and within the business units. Although only two documented processes are in place, informal work is being undertaken in many other areas so understanding how this is achieved and identifying gaps where improvements could be made will be possible. Where available, documentation will be analysed, meetings attended and the service desk observed. A detailed report will be produced and a CSI register created with improvement initiatives for achieving short-, medium- and longer-term goals. Each initiative will show the return on investment that will be achieved.

D. Understand the high level vision from an IT perspective and define the strategy. Conduct

interviews with representatives from all business units to ascertain the processes they follow when reporting incidents, asking for changes, requesting new services etc. From these interviews it will be possible to determine the areas that are concerning the customer base the most and to ensure that these areas are addressed first. A customer satisfaction survey should be undertaken with all users who did not attend the interviews. A detailed report will be produced and a prioritized CSI register created. Prioritized improvement initiatives will be documented in the register and each initiative will show the return on investment that will be achieved.


ITIL MALC Sample2 QUESTION BOOKLET v5.0 This document must not be reproduced without express permission from The Accreditor.

Page 1 of 16 Version 5.0 (Live) Owner – The Official ITIL Accreditor

ITIL® Qualification: MANAGING ACROSS THE LIFECYCLE (MALC) CERTIFICATE Sample Paper 2, version 5.0 To be used with Case Study 1 Gradient Style, Complex Multiple Choice QUESTION BOOKLET Gradient Style, Complex Multiple Choice 120 minute paper 10 questions, Closed Book Instructions

1. All 10 questions should be attempted. 2. All answers are to be marked on the answer grid provided. 3. You have 120 minutes to complete this paper. 4. You must achieve 35 or more out of a possible 50 marks (70%) to pass this

examination.




Question One Please refer to the case study The business has asked for a significant change in order to improve the internet banking IT service. The change will improve the warranty level of the service package, including the enabling WAN service, which is provided by a third-party supplier. There are no technical changes to interfaces or dependencies. You are responsible for the design of the overall service solution. You have verified that all inputs from the service strategy lifecycle stage are present and acceptable. Which one of the following answer options is the BEST approach to ensure that the overall service solution will achieve an improved warranty level for the Internet banking IT service? A. • Create a design co-ordination process and use this for a consistent approach to service

design activities, ensuring that all elements of the service design package are addressed. • Use the service level management and supplier management processes to develop agreed

service level requirements and the associated service level targets, which the changed service must be designed to achieve.

• Work with availability management, capacity management, IT service continuity management and information security management to define service level targets that relate to their areas of responsibility and to validate that the targets are realistic.

B. • Use the service catalogue process to provide accurate information about the existing internet

banking IT service, its interfaces and dependencies. • Work with the relevant supplier manager for the WAN to establish that the underpinning

contract will support the service level requirements. • Work with the service level manager to define availability, capacity, IT service continuity and

information security service level targets.

C. • Finalize the service level targets for the internet banking IT service during service design. • Work with the technical specialists responsible for availability, capacity, IT service continuity

and information security of the enabling services to ensure that the service level targets can be achieved.

• Plan to work with the technical specialists to update service level targets when the service has been live for the initial service period and service measurements are available.

D. • Initiate the development of a service model to ensure that technical specialists understand

the structure and dynamics of the changed service. • Work with the technical specialists to develop and validate service measures to underpin the

service level targets defined in the service model, and ensure that the day-to-day operation of relevant processes match service level targets.

• Work with the supplier manager to establish a disaster recovery site to ensure that availability targets in the service design package can be met.




Question Two Please refer to the case study You are the design co-ordination process manager. You have reviewed the IT service management (ITSM) capabilities and resources for the desktop service and the management information (MI) service. A review has also been completed of the changes that were carried out to these IT services over the last six months. It included a review of the service requirements. The key findings are as listed below:

1. Some service requirements were missing and this led to unexpected warranty issues in early life support. One deployment resulted in significant incidents for HQ staff.

2. Although the desktop service design package (SDP) is generally good, the plans did not include resource requirements for additional incident and problem-handling. There were no metrics or acceptance criteria for changes in incident volumes during early life support.

3. There is no evidence of feedback on the SDP from the service desk and IT operations staff. There is a risk of alienating key support and operations staff during periods of change and a risk of increasing staff resistance to change.

4. The configuration items (CIs) within the MI application are defined. However, the MI application depends on components in the desktop build that are not uniquely identified as dependent CIs. This has resulted in failed changes for parallel deployments of the desktop build for a security update and an update to the MI application.

5. Configuration item (CI) information for the desktop build is good and accessible to the technical management team. However, this information is not shared and is not accessible to other teams.

The CIO has asked you to recommend improvements to ensure that similar implementations planned for the next few months will be successful. The improvements should cover all of the key findings and should be able to be introduced quickly, to avoid similar problems in future. Which one of the following answer options describes the BEST set of improvements given the situation and key findings? A. • Measure key metrics and report these against predicted levels before and during any

deployment. Use these to set acceptance criteria during service transition. • Train support staff to use the existing service asset and configuration information to perform

their roles. • Involve IT support staff, customers and user representatives in reviewing the service design

package (SDP) and in service rehearsals.

B. • Complete the review of the service requirements. • Review and improve the acceptance criteria for service transition, as the warranty of the

service is difficult to support. • Improve the change management process by using formal change evaluation to evaluate

similar parallel deployments.

C. • Review the business and IT strategy and the definition of the SDP. • Perform a strategic review of the desktop service and MI service. The review should ensure

that all service requirements are defined. • Develop a policy of improvement and set up an implementation project for the IT function.

This will enable improvements in measurement and reporting of incident volumes and user expectations.

Question continues overleaf




Question continued

D. • Hold review meetings with customers, user representatives and IT support staff throughout

the service design lifecycle stage and during service rehearsals. • Agree exit criteria for early life support in the SDP, including measures for incident volumes. • Define configuration items (CIs) for the desktop deployment and dependent CIs in parallel

deployments. Provide IT staff with access to quality configuration information in order for them to diagnose incidents and problems easily.




Question Three Please refer to the case study As the bank has pursued its expansion strategy, investment in IT services has proven more and more difficult to manage. Both the shared services director and the CIO are concerned that costs are rising without clear visibility into the source of the costs or the value to the bank of the expenditure. There is significant concern that key bank services may be compromised if IT is not investing in the right areas. This concern is supported by the recent online banking information security breach. The CEO has indicated that not all the IT staff members brought into the bank as a result of the acquisition of other banks can be retained and that the IT department will be required to make significant cuts unless business justification for staffing levels can be provided. You are the manager of the newly-formed service management office (SMO). You have been asked by the CIO to analyse the situation and define a plan to ensure that the costs of service provision will be consistently aligned with overall bank priorities now and in the future. Which one of the following answer options represents the BEST course of action to recommend? A. The service portfolio should be formalized, starting with the information already available in the

service catalogue and other sources. Existing business interactions should be matured into formal business relationship management with a focus on understanding the needs of the various customer groups and the overall needs of the business. Meanwhile IT needs to work with all appropriate business areas to put in place methods and metrics to determine the total cost of each service as well as its value to the business. Classifying services as 'core, enhancing or enabling' can be used initially to understand, and eventually to quantify, the business outcomes supported by each service.

B. The IT organization should focus on service costing to determine the way funds are being expended now. This will include working with the business to determine which services cost the most and why. Then meetings should be held with the individual customer groups to review the services and to determine which services they believe to be most important to their work activities. The services in the service catalogue should be classified as 'core, enhancing or enabling' to support better budgeting decisions. Operational metrics should be created to allow collection of service-specific data and management information for continual service improvement.

C. An inventory of IT services should be created, classifying them as representing money spent,

value added or value realized. IT should then hold meetings with customers to review the current services and to determine which services they believe to be most important to their work activities. Service design practices need to be reviewed and revised to ensure that the relative importance of new or changed services is properly reflected in service designs and the resulting service design packages. Service provider value capture should be embedded into the design of all services and service changes.

D. You propose beginning by working with the business and IT to classify the services in the service

catalogue as 'core, enhancing or enabling' as a first step in understanding and communicating the role of each service in business activity. The service portfolio management process should then be reviewed and revised to ensure that the contribution of each IT service to business activity is clearly understood. Existing data should be used to create preliminary cost information on an individual service basis and to identify opportunities for continual service improvement from a cost perspective. IT should then work with the Finance division to develop an approach to comprehensive service costing.




Question Four Please refer to the case study You are the service improvement manager. Together with the change management process owner, you are planning a set of tactical improvements to the way IT changes will be handled in the next six months. Key drivers for the improvements are:

• There have been recent incidents following unauthorized changes to the branch infrastructure.

• It is important that a new IT service now under development achieves its required performance. This new IT service will support a new business-critical insurance service.

The current change authorization model for IT is:

Which one of the following answer options is the BEST proposal for TACTICAL improvements to the way IT changes are handled? A. • Consider refresher training for the customer delivery division and key resources from new

acquisitions. • Establish country IT change advisory boards at level 1 to speed up handling of IT changes,

with these country boards reporting into the business executive board. • Implement a change evaluation process. • Expand testing of utility for new and changed services.

B. • Review the change management process and ensure that the branch IT infrastructure is within scope.

• Check that each change authority has the right representatives. This should include the customer delivery division and representatives from IT suppliers and new acquisitions.

• Introduce the key elements of a change evaluation process. • Increase focus on warranty during testing, and include representatives from the financial

products division.


Change authority Level of risk/impact Level 0 Business executive board High risk/impact and/or high cost

Level 1 IT steering group Change has an impact on multiple IT services or divisions

Level 2 Change advisory board (CAB) or emergency CAB (ECAB)

Change has an impact on a local group

Level 3 Change manager Low risk change

Level 4 Local authorization Standard change




Question continued C. • Introduce a service management toolset to increase visibility into changes and their impact

on live services. • Reduce the number of change authority levels, and specify that the new insurance service is

handled at a lower level to reduce time-to-market. • Extend the existing change evaluation process for level 1 and level 2 changes in the

customer delivery and shared services divisions. • Implement a knowledge management process to optimize use of data and to improve

efficiency across business divisions.

D. • Evaluate the change management process within the shared services division and ensure on-going control over live services in operation.

• Check that the users of the change management process have completed training. Consider refresher training for suppliers and teams where there have been change-related incidents.

• Make adjustments to the change authorities, such as ensuring that a customer delivery division representative is an active member of level 2.

• Assess operational readiness during testing, particularly related to support after go-live.




Question Five Please refer to the Case study To support the bank’s ambitious expansion plans, the CIO is keen to increase the quality of the IT services that underpin the business activities. A critical success factor is improving the bank’s IT service management capability. Customer satisfaction surveys and service design packages (SDPs) were identified as service improvement suggestions but they are not yet widely used. However the bank is improving its process for major changes that involve significant cost, risk or organizational impact, and the bank has just started to capture customer satisfaction survey measurements. You are the service improvement manager. In further support of the current quality initiative the CIO has asked you to analyse the following additional service improvement ideas and to recommend the four suggestions that should be considered next. The list below shows the additional service improvement ideas:

1. Ensure that each SDP fully documents all required testing of service utility. 2. Plan to incorporate customer satisfaction targets into the service level agreements (SLAs). 3. Introduce the principles of balanced design for major changes as part of the service design

lifecycle. 4. Implement a continual service improvement (CSI) register to record and prioritize service

improvement suggestions and ensure that associated KPIs are identified. 5. For each implementation of a new service carry out a customer satisfaction survey with

business representatives. 6. Create an SDP for each major change and include a definition of each stage of the transition

with suitable entry and exit criteria. 7. Increase the amount of utility testing for all products and IT services before release and

deployment. 8. Reduce the number of new service support issues by introducing involvement from the

business and service implementation unit at the service design stage. Which one of the following is the BEST set of four improvements to consider next? A. 1, 4, 5, 7. B. 2, 3, 4, 6. C. 3, 4, 5, 8. D. 1, 5, 7, 8.




Question Six Please refer to the case study The service level manager worked with the business to agree the following service level targets for each of the relevant IT services supporting the bank’s targets:

• High availability (99.99%+) • High customer satisfaction (4 or above on a scale from 1-5, where 5 is the highest) • Reduction in service costs of 20%.

You have been asked to perform a strengths – weaknesses – opportunities – threats (SWOT) analysis of IT service management within the bank considering the above service level targets. Which one of the following answer options represents the MOST appropriate SWOT analysis of IT service management within the bank, given the service level targets in the scenario and in the context of the overall case study? A. Strengths: 1. Dedicated physical servers to prevent cross-

service impact from incidents. 2. Business and IT are strictly separated to

support good governance. 3. Standardized IT support as “one size fits all”.

Weaknesses: 4. Issues with integration of management

information across the business units. 5. Insufficient commitment of staff and finance

for dealing with suppliers. 6. Insufficient network security.

Opportunities: 7. Implementing an integrated service

management toolset. 8. Actively involving banking staff in service

design.

Threats: 9. Reducing co-operation between business

divisions. 10. Focusing on overseas business could

threaten bank's success in domestic market.

B. Strengths: 1. Strict control over access to live services. 2. Good service desk and incident management

process. 3. Well-established culture of improvement.

Weaknesses: 4. Inadequate software testing. 5. Insufficient data for diagnosis by incident and

problem teams. 6. Limited financial information on cost of

individual services.

Opportunities: 7. Available funding for improvement projects

across both business and IT. 8. Business strategy to integrate and automate

business and IT operations.

Threats: 9. Infrastructure management outside of the

shared services division. 10. Language, time-zone and cultural issues.





Question continued C. Strengths: 1. Remote back-up site exists for service

continuity. 2. IT department has a unit focused on service

quality. 3. The business and IT work closely together.

Weaknesses: 4. No formal change evaluation. 5. Missing proactive element of problem

management. 6. Lack of a formally maintained service

portfolio.

Opportunities: 7. Acknowledgement that effectiveness and

economy could be improved by involving IT staff more in developing new and changed business services.

8. Costs of virtualization solutions are reducing.

Threats: 9. Handling of business questions by business

support teams. 10. Changes in legislation.

D. Strengths: 1. Well-maintained IT service catalogue easily

accessible to staff. 2. Service request software supports direct

ordering of services. 3. Negotiation of service level agreements

during service design and service transition.

Weaknesses: 4. Dependence on the knowledge of short-term

contract staff. 5. The operations control centre covers both

applications and infrastructure. 6. Service asset and configuration management

provides detailed data from automated discovery tools.

Opportunities: 7. Purchasing as opposed to developing

software. 8. Renegotiating contract with external WAN

provider.

Threats: 9. Security breaches and denial-of-service

attacks. 10. High turnover from low employee

satisfaction.




Question Seven Please refer to the case study The shared services division has been asked to cut costs substantially. A new project has just been approved to identify the cost of individual IT services and usage by each customer. However the chief information officer (CIO) believes that the bank needs to focus on the value to the business of the IT services, in addition to the cost of service provision. The CIO is preparing a presentation for the bank’s senior management team. These are all customers of the IT services. The purpose of the presentation is to influence the senior management team to consider the value to the business from IT services. From the following answer options, which one is the BEST description of the characteristics of value in the context of the case study and scenario? A. Value is defined by customers and does not depend on what was delivered. A key characteristic

of value is defining it in terms of the business outcomes that are achieved, and measuring value through financial returns and cost savings. The delivery of the bank’s corporate vision will be the ultimate measure of value in 18 months’ time. This will depend on the percentage increase in income generated from internet banking and from customers living outside the HQ country. Value can also be realized through the delivery of business outcomes and solutions within company constraints such as legislation, regulatory, finance and security.

B. Value is defined by customers and they will make the ultimate decision about whether an IT

service is valuable. Customers will select an affordable mix of features and make the final choice about what is valuable to them. Customers do not always measure value in financial terms, as some services are not designed to produce revenue. Value can be measured by meeting some other organizational objective, such as human resource management or a social responsibility programme. Value is defined in this financial year for the next financial year and may change if the business and IT strategies change.

C. Customers decide whether an IT service is valuable. They will select a service or product that

represents an affordable mix of features at a price they are willing to pay in order to realize the desired business outcome. A key characteristic of value is the achievement of objectives. At the bank, value can be measured though financial returns, such as the percentage increase in income generated from internet banking and from customers living outside the HQ country. Value can also be measured by the achievement of the objective to integrate and automate business and IT operations. Value will change over time as circumstances change and each new or changed IT service is used.

D. Customers decide whether an IT service is valuable. An affordable mix of features is important as

a customer will make the final choice about what is valuable to them. Customers within the bank are likely to measure value in financial terms and may indicate how much they are prepared to pay for a service that helps them to realize the desired business outcome. An IT service may also be designed to achieve other organizational objectives, such as integration and automation of business and IT operations within company constraints, e.g. legislation, regulatory and security constraints.




Question Eight Please refer to the case study In the last few months, there have been major incidents for the internet banking IT service. There were serious SLA breaches with the underpinning contract for the WAN service in 50% of the countries outside the HQ country. The CIO is concerned that these issues and current operational risks will have a negative impact on the business strategy. The critical success factors (CSF) for service level management for IT services are:

• Manage the quality of IT services • Manage the availability and reliability of the IT services • Deliver the agreed IT services at affordable costs.

The extract of the measurement framework grid that applies to the management of the internet banking IT service and the WAN service is shown below: Row KPI Measurement Target 1 Increase in customer

perception and satisfaction with IT service quality

Customer perception and satisfaction survey results

10% increase in customer perception and satisfaction with IT service quality

2 Percentage improvement in overall end-to-end availability of the IT services

End-to-end availability based on availability of components that make up the service. Availability of the web servers, network availability, application availability

2% increase in availability of IT services in each country

Which one of the following options is the BEST suggestion for maintaining or improving these key performance indicators (KPIs)? A. Do not change the KPIs, as they provide adequate support for the CSFs. B. Add KPIs:

• Reduction in the impact and number of business transactions lost due to IT failures • Reduction in the number of service breaches caused by suppliers • Reduction in the number of risks caused by a security breach of an IT service • Decrease in the costs associated with IT service provision.

C. Add KPIs:

• Increase in customer satisfaction with the availability of service • Reduction in the number of incidents caused by suppliers • Reduction in the number of security breaches and security incidents • Decrease in the cost of incident resolution.

D. Add KPIs:

• Reduction in service level breaches for customer-facing services and supporting services • Reduction in the number of incidents that cause downtime • Reduction in the number and impact of security breaches and security incidents • Decrease in the cost of incident resolution.




Question Nine This question does NOT use the case study A government project is in progress to introduce a service for public voting, available over the internet to all citizens during elections. The objective is for 40 percent of votes to be registered electronically within five years. The project is expected to lead to average yearly cost savings of 60 percent, mostly in the form of staff reductions and increased efficiency in the administration department responsible for running elections. The project fulfils an election pledge and is being sponsored by the present government. There are several groups who are not very enthusiastic about the changes, including employees within the affected department and their union representatives. The debates leading up to the decision to initiate the project have also led to a lot of media and general public interest, and it is imperative that appropriate stakeholder management is in place to ensure project success. The new service is currently being designed by an external vendor. In preparation for the next stage of the project, the service transition team is working with the service design team to ensure that stakeholder interests have been identified. The following is the (simplified) power impact matrix for the service transition:

Which one of the following commitment charts MOST appropriately describes the desired situation which is to help plan the service transition in the context of the scenario?





Question continued

A. Stakeholder Not

committed No resistance

Helps it happen

Makes it happen

Project team X Security management X General public X Media X Government X External vendor X Administration department X Union representatives X B. Stakeholder Not


Helps it happen

Makes it happen

Project team X Security management X General public X Media X Government X External vendor X Administration department X Union representatives X C. Stakeholder Not


Helps it happen

Makes it happen

Project team X Security management X General public X Media X Government X External vendor X Administration department X Union representatives X D. Stakeholder Not


Helps it happen

Makes it happen

Project team X Security management X General public X Media X Government X External vendor X Administration department X Union representatives X




Question Ten This question does NOT use the case study An organization employs many people who are technically competent and who have a good service culture. However this is not the case across the whole IT department. It is felt that an overall skills and organization assessment should be undertaken to understand how to make best use of the staff and to identify where there are skills deficiencies. In the past the focus within the IT department has been on processes, with little thought given to the overall departmental structure and interfaces. Some of the IT service management (ITSM) processes are reasonably mature but further progress with them has been impossible because interfaces between processes, lifecycle stages and customers and users are not in place. It has been decided to look at the organization with a view to moving from the current structure (described as a network or stage 1 structure) to a more collaborative approach, in order to improve IT service provision. The factors driving the organizational change programme have been documented and approved by senior management. Which one of the following answer options describes the BEST set of steps to follow to meet the needs of the organization? A. 1. A full ITSM assessment should be undertaken looking at all aspects of IT service provision.

The desired organizational structure which meets the needs identified by the ITSM assessment should be determined. This will include changes to processes, roles and responsibilities. The appropriate number of people in each section will need to be clearly defined. All required roles and skills should be documented in a RACI matrix. An IT steering group will be a key component of the new structure, to ensure business needs are taken into account.

2. Implement the approved organizational structure and allocate a senior manager with appropriate organizational change experience to manage the change programme. Set up a communications project to explain what is happening and why, and to seek views from staff. Recruit additional staff if necessary to fill any skills gap and re-train staff where possible.

B. 1. An assessment of the current organization should be undertaken. All ITIL processes including current roles and responsibilities for the processes should be documented, and their maturity levels assessed.

2. The next step will be to ensure that staff members are allocated to all activities within all the processes. Where there are skill gaps, implement process training programmes to ensure that everyone has the appropriate skills to do the job to which they have been allocated. Ensure sufficient staff members are allocated to every process and recruit if necessary. All process activities should be documented, and interfaces between processes identified and also documented. The programme of change should be managed by an external consultancy company who have experience in this type of work.





Question continued C. 1. Identify the appropriate and desired organizational structure, and get senior management

buy-in. Define the required functions and departments together with the processes they will be responsible for. Define the roles and responsibilities, and the numbers of people for each role using a RACI matrix; which is an ideal tool to assist in this task.

2. The next step requires the implementation of the new organizational structure. This programme of change needs to have an overall accountable person from the senior management team, in order to manage the change. Set up a communications project to explain to staff what will happen. Recruit additional staff where necessary to fill the skills gap.

D. 1. Review the current design of the IT organization, and design an appropriate structure, taking into account the overall business and IT strategy. Define the required roles and responsibilities using a RACI matrix to assist with this task. A key component of the new structure will be the IT steering group to ensure business and IT requirements are taken into account.

2. Implementation will involve a major programme of change. Management of the concerns of staff will be vital. Commitment from the senior management team will also be important. Allocate a skilled organizational change manager to manage the change programme. Set up a communications project to inform people about plans and to enable staff views to be taken into account. Wherever possible, identified skill gaps should be filled by training and on-the-job work experience.

APÉNDICE A

| El Esquema de Certificación en Cifras |

Apéndice A Gestión del Servicio a lo largo del Ciclo de Vida

El Esquema de Certificación en Cifras Estadísticas de los exámenes realizados entre enero de 2011 y diciembre de 2011 en el mundo, publicadas por The APM Group Limited - The Cabinet Office's Official Accreditor. Para cada tipo de examen, los gráficos presentan las cifras:

- por volumen de candidatos - por ratio de aprobados

0

5.000

10.000

15.000

20.000

25.000

Fundamentos de ITIL v3 - Volumen de candidatos

Serie1 14.731 17.255 22.458 18.673 21.175 21.770 19.088 17.918 23.497 23.055 24.994 24.948

ene-11 feb-11 mar-11 abr-11 may-11 jun-11 jul-11 ago-11 sep-11 oct-11 nov-11 dic-11

ITIL v3 Intermediate / Service Lifecycle - Volumen de candidatos

0

200

400

600

800

SS 313 347 265 349 390 436 314 306 392 390 596 474SD 227 279 384 403 535 419 419 330 502 442 552 390ST 304 337 435 476 381 431 428 333 478 639 695 539CSI 289 261 324 397 448 559 393 413 413 517 656 633SO 398 421 449 679 626 708 490 600 704 731 722 703


ITIL v3 Intermediate / Service Capability - Volumen de candidatos

0

200

400

600

800

SOA 197 211 301 288 308 292 722 253 367 329 476 403RCV 237 337 361 307 354 437 350 340 365 389 468 536PPO 104 139 244 178 264 242 299 178 244 219 274 376OSA 322 434 413 514 536 505 538 468 501 569 528 693MALC 122 206 274 270 305 301 391 290 345 345 418 721


Apéndice A Gestión del Servicio a lo largo del Ciclo de Vida

Fundamentos de ITIL v3 - Ratio de aprobados

89%

88%

89%88%

87%88%

89%

87%88% 88% 88%88%

80%

82%

84%

86%

88%

90%


ITIL v3 Intermediate / Service Lifecycle - Ratio de Aprobados (en %)

0

20

40

60

80

100

SS 76 74 73 83 77 76 81 76 80 80 77 83SD 80 86 83 82 80 80 79 81 81 84 80 83ST 78 73 78 78 77 76 78 78 76 79 74 78CSI 67 73 69 72 72 65 63 76 75 73 75 73SO 79 77 76 81 74 77 82 84 84 80 82 80


ITIL v3 Intermediate / Service Capability - Ratio de Aprobados (en %)

020406080

100120

SOA 76 79 81 86 75 72 81 81 76 64 69 72RCV 83 78 83 84 80 83 84 80 83 83 77 82PPO 84 86 92 88 84 83 85 97 88 84 85 78OSA 82 84 78 85 80 83 83 82 85 80 81 82MALC 53 60 62 66 69 66 62 63 63 69 61 66


APÉNDICE B

| Taxonomía de Bloom |

Apéndice B Gestión del Servicio a lo largo del Ciclo de Vida

Taxonomía de Bloom La taxonomía de objetivos de la educación, conocida también como Taxonomía de Bloom2, es una clasificación de los diferentes objetivos y habilidades que los educadores pueden proponer a sus estudiantes. La idea surgió en una reunión de la Asociación norteamericana de psicología en 1948 con el fin de facilitar la comunicación e intercambio de materiales entre examinadores. La comisión encargada fue liderada por Benjamin Bloom, psicólogo de la educación de la Universidad de Chicago. El esquema resultante fue propuesto por este investigador en 1956 e incluía tres "dominios": cognitivo, afectivo y psicomotor.

La taxonomía de Bloom es jerárquica, es decir, asume que el aprendizaje a niveles superiores depende de la adquisición del conocimiento y habilidades de ciertos niveles inferiores. Al mismo tiempo, muestra una visión global del proceso educativo, promoviendo una forma de educación con un horizonte holístico.

Hay seis niveles en la taxonomía en los que se pueden clasificar los objetivos de aprendizaje. En orden ascendente, y según la revisión de los mismos realizada en el año 2000, son los siguientes:

1. Recordar

Se refiere a recordar información previamente aprendida. Reconocer informaciones, ideas, hechos específicos y universales, fechas, nombres, símbolos, definiciones, métodos y procesos, esquemas, estructuras o marcos de referencia de una manera aproximada a como se han aprendido, en su forma original, sin elaboración de ninguna especie, puesto que cualquier cambio ya implica un proceso de nivel superior.

- terminología (palabras, términos técnicos, etc.) - hechos específicos (fechas, partes de algo, acontecimientos, etc.) - convencionalismos (formas de tratar ideas dentro de un campo de

estudio, cuerdos generales, fórmulas) - corrientes y sucesiones (tendencias y secuencias) - clasificaciones y categorías (clases, grupos, divisiones, etc.) - criterios (para juzgar o comprobar hechos, principios, opiniones y tipos

de conducta) - metodología (métodos de investigación, técnicas y procedimientos) - principios y generalizaciones (abstracciones particulares para explicar,

describir, predecir o determinar acciones) - teorías y estructuras (evocación de teorías, interrelaciones de los

principios y generalizaciones)

2 Bloom, B.S. (Ed.) (1956) Taxonomy of educational objectives: The classification of educational

goals: Handbook I, cognitive domain. New York ; Toronto: Longmans, Green.


Verbos que se usan con frecuencia para redactar objetivos de este nivel:

Definir – Señalar – Describir – Nombrar – Identificar – Narrar – Indicar – Mencionar – Escribir – Numerar – Etiquetar – Leer – Reproducir –

Seleccionar – Hacer – Listar – Hacer Carteles – Decir

2.- Comprender

Se refiere a la capacidad de comprender o aprehender. El material requiere de un proceso de transferencia y generalización, lo que demanda una mayor capacidad de pensamiento abstracto. Implica entender lo que se ha aprendido. Ello se demuestra cuando se presenta la información de otra manera, se transforma, se buscan relaciones, se asocia a otro hecho, se interpreta o se saben decir las posibles causas y consecuencias.

Requiere que el alumno explique las relaciones entre los datos o los principios que rigen las clasificaciones, dimensiones o arreglos en una determinada materia, conocimiento de los criterios fundamentales que rigen la evaluación de hechos o principios, y conocimientos de la metodología, principios y generalizaciones.

- traducción (parafrasear; habilidad para comprender afirmaciones no literales como simbolismos, metáforas, traducir material matemático, simbólico, etc.).

- interpretación (explicación o resumen; implica reordenamiento o nuevos arreglos de puntos de vista)

- extrapolación (implicaciones, consecuencias, corolarios, efectos, predicción, etc.)


Traducir – Resumir – Expresar – Parafrasear – Discutir – Clasificar – Citar – Convertir – Describir – Estimar – Explicar – Generalizar –

Dar Ejemplos – Exponer – Ilustrar

3.- Aplicar

Se guía por los mismos principios de la comprensión y la única diferencia perceptible es la cantidad de elementos novedosos en la tarea por realizar. El alumno selecciona, transfiere y utiliza datos y leyes para completar un problema o tarea con un mínimo de supervisión. Utiliza lo que ha aprendido. Aplica las habilidades adquiridas a las nuevas situaciones que se le presentan. Requiere el uso de abstracciones en situaciones particulares y concretas (utilización de abstracciones en tipos de conducta y tipos de problemas). Pueden presentarse en forma de ideas generales, reglas de procedimiento o métodos generalizados, y pueden ser también principios, ideas y teorías que deben recordarse de memoria y aplicarse.

- solución de problemas en situaciones particulares y concretas (utilización de abstracciones en tipos de conducta y tipos de problemas)



Demostrar – Practicar – Emplear – Solucionar – Aplicar – Operar – Usar – Recoger – Calcular – Construir – Controlar – Determinar –

Establecer – Incluir – Producir – Proyectar – Proporcionar – Relacionar – Transferir – Resolver – Utilizar – Informar – Relatar –

Contribuir – Administrar

4.- Analizar

Consiste en descomponer un problema dado en sus partes y descubrir las relaciones existentes entre ellas. En general, la eventual solución se desprende de las relaciones que se descubren entre los elementos constituyentes. Implica el fraccionamiento de una comunicación en sus elementos constitutivos de tal modo que aparezca claramente la jerarquía relativa de las ideas y se exprese explícitamente la relación existente entre éstas. El alumno distingue, clasifica y relaciona evidencias o estructuras de un hecho o de una pregunta, se hace preguntas, elabora hipótesis: razona. La información que obtiene le sirve para desarrollar conclusiones divergentes. Identifica motivos y causas haciendo inferencias y/o halla evidencias que corroboran sus generalizaciones.

- análisis de elementos (reconocer supuestos no expresados, distinguir entre hechos e hipótesis)

- identificación de relaciones entre los elementos (conexiones e interacciones entre elementos, comprobación de la consistencia de las hipótesis con informaciones y suposiciones dadas)

- reconocimiento de los principios de organización de la situación problemática (estructura explícita e implícita; reconocimiento de formas y modelos, técnicas generales utilizadas, etc.)

- identificación de conclusiones y fundamentación de enunciados.


Diferenciar – Distinguir – Discriminar – Contrastar – Criticar – Analizar – Inferir – Categorizar – Comparar – Ilustrar – Precisar – Separar –

Limitar – Priorizar – Subdividir – Construir Diagramas

5.- Evaluar

Se refiere a la capacidad para evaluar; se mide a través de los procesos de análisis y síntesis. Requiere formular juicios sobre el valor de materiales y métodos, de acuerdo con determinados propósitos. Incluye los juicios cuantitativos y cualitativos de acuerdo a unos criterios preestablecidos.

- juicios en función de evidencia interna (de exactitud lógica, consistencia o criterio interno)

- juicios en función de criterios externos (criterios seleccionados; comparación de teorías, comparación de un trabajo con respeto a normas, etc.)



Juzgar – Evaluar – Apreciar – Revisar – Corregir – Seleccionar – Justificar – Valorizar – Valorar – Comparar – Contrastar – Concluir – Criticar –

Decidir – Definir – Interpretar – Juzgar – Justificar – Ayudar

6.- Crear

Es el proceso de trabajar con fragmentos, partes, elementos, organizarlos, ordenarlos y combinarlos para formar un todo, un esquema o estructura que antes no estaba presente de manera clara. Requiere la reunión de los elementos y las partes para formar un todo.

El alumno crea, integra, combina ideas, planea, propone nuevas maneras de hacer. Crea aplicando el conocimiento y las habilidades anteriores para producir algo nuevo u original. Se adapta, prevé, se anticipa, categoriza, colabora, se comunica, compara...

- elaboración de un plan o conjunto de actos planeados (habilidad para proponer formas de comprobar las hipótesis)

- desarrollo de conjuntos de relaciones para clasificar o explicar datos - deducción de proposiciones y relaciones (de un grupo de proposiciones

básicas o de representaciones simbólicas) - construcción de un modelo o estructura - reordenación de las partes en una secuencia lógica


Organizar – Proponer – Reordenar – Crear – Adaptar – Anticipar – Planear – Categorizar – Elaborar – Hipótesis – Inventar –

Combinar – Desarrollar – Comparar – Comunicar – Compilar – Componer – Contrastar – Expresar – Formular – Integrar – Codificar –

Reconstruir – Reorganizar – Revisar – Estructurar – Sustituir – Validar – Facilitar – Generar – Incorporar – Iniciar – Reforzar

Bibliografía Gestión del Servicio a lo largo del Ciclo de Vida

Bibliografía

- ITIL® Lifecycle Approach Based on ITIL® V3 Suite – 5 Management Guides;

Van Haren Publishing - Service Strategy; Cabinet Office - Service Design; Cabinet Office - Service Operation; Cabinet Office - Service Transition; Cabinet Office - Continual Service Improvement; Cabinet Office - Passing Your ITIL Intermediate Exams; OGC - ITIL V3 Service Lifecycle Service Strategy (SS) Certification Exam Preparation

Course in a Book for Passing the ITIL V3 Service Lifecycle Service Strategy; The Art of Service

- ITIL V3 Service Lifecycle Service Design (SD) Certification Exam Preparation Course in a Book for Passing the ITIL V3 Service Lifecycle Service Design; The Art of Service

- ITIL V3 Service Lifecycle Service Transition (ST) Certification Exam Preparation Course in a Book for Passing the ITIL V3 Service Lifecycle Service Transition; The Art of Service

- ITIL V3 Service Lifecycle Service Operation (SO) Certification Exam Preparation Course in a Book for Passing the ITIL V3 Service Lifecycle Service Operation; The Art of Service

- ITIL V3 Service Lifecycle CSI Certification Exam Preparation Course in a Book for Passing the ITIL V3 Service Lifecycle Continual Service Improvement; The Art of Service

- Building an ITIL-Based Service Management; TSO (The Stationery Office) - Effective IT Service Management: To ITIL and Beyond!; Springer - Implementing ITIL: Adapting Your IT Organization to the Coming Revolution in

IT Service Management; Trafford Publishing - Servicing ITIL: A Handbook of IT Services for ITIL Managers and Practitioners;

Trafford Publishing - Owning ITIL. A Skeptical Guide for decision-Makers; Two Hills - SLA Framework Business Services COMBO (Service Level Agreement

Framework CD-ROM for Business Services + Service Level Agreements Guide for Supply and Support Services); Rothstein Associates Inc.

- Measuring ITIL. Measuring, Reporting and Modeling the IT Service Management Metrics that Matter Most to IT Senior Executives; Trafford Publishing

- Metrics for IT Service Management; Van Haren Publishing - Breakthrough IT. Supercharging Organizational Value Through Technology;

Wiley - IT Manager's Handbook; Morgan Kaufmann - Value-Driven IT Management; Amacom - The New CIO Leader: Setting the Agenda and Delivering Results; Harvard

Business Press

Bibliografía Gestión del Servicio a lo largo del Ciclo de Vida

- CIO Best Practices: Enabling Strategic Value with Information Technology; Wiley

- Architecture and Patterns for IT Service Management, Resource Planning, and Governance: Making Shoes for the Cobbler's Children; Morgan Kaufmann

- How to Measure Anything: Finding the Value of "Intangibles" in Business; Wiley - Key Performance Indicators: Developing, Implementing, and Using Winning

KPIs; Wiley - IT Risk: Turning Business Threats into Competitive Advantage; Harvard

Business School Press Sitios web de interés

- www.itil-officialsite.com - www.best-management-practice.com - www.apmgroupltd.com - www.apmg-international.com - www.tso.co.uk - www.itil4success.com - www.exin.com

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