ITIL ® Service Operation ITIL ® is a registered trade mark of AXELOS Limited, used under permission of AXELOS Limited. All rights reserved. The Swirl logo™ is a trade mark of AXELOS Limited, used under permission of AXELOS Limited. All rights reserved. Course Name : ITIL Service Operation Version : INVL_ITILSO_CW_01_1.2 Course ID : ITSM – 110

2 About Invensis Learning Invensis Learning is a pioneer in providing globally-recognized certification training courses for individuals and enterprises worldwide. Our training methodology coupled with high-quality courseware has enabled organizations to achieve high-impact learning with increased knowledge, competence, and performance. We offer courses in various categories such as IT Service Management, Project Management, IT Security and Governance, Quality Management, Agile Project Management, DevOps, and Cloud Courses. Invensis Learning certification training programs adhere to global standards such as PMI, TUV SUD, AXELOS, ISACA, DevOps Institute, and PEOPLECERT.

Module 1- Introduction

4 Service Operation - Introduction

5 This training Targeted at the individuals who have attained ITIL Foundation Develop a deep understanding of RCV Preparation for the examination Enable individuals to contribute to on going service improvement

6 Service Operation - Introduction Course Objectives  Introduction to Service Operation  Service Operation Principles  Management and Control of activities  Service Operation Activities  Organizing Service Operation  Control of Service Operation technology  Challenges, Critical Success Factors and Risks

7 Service Operation - Introduction What we want from you is to …  Get involved  Ask questions  Share experiences  Keep an open mind  Have fun!

8 Service Operation - Introduction What is IT Service Management?  IT Service Management definition : “A set of specialized organizational capabilities for providing value to customers in the form of services.”  A professional practice supported by knowledge, experience and skills, focusing on a service- oriented approach.

9 Service Operation - Introduction Concept of Service and Value What is a Service?  “A service is a means of delivering value to customers by facilitating outcomes customers want to achieve without the ownership of specific costs and risks. UTILITY WARRANTY T/F Fit for purpose? Fit for use? OR AND Performance supported? Constraints removed? Available enough? Capacity enough? Continuous enough? Secure enough? T: True F: False Value-created AND Copyright 2011 AXELOS Limited. Reproduced under License from AXELOS

10 Service Operation - Introduction Combined Effects of Utility and Warranty High Impact on Business outcomes but with low certainty (Unbalanced Value) Low Impact on Business outcomes but with high certainty ( Unbalanced Value) Zone of Balance High Value with Warranty Bias Low value with Warranty Bias Low value with Utility Bias High Low Warranty Low HighUtility Copyright 2011 AXELOS Limited. Reproduced under License from AXELOS

11 Service Operation - Introduction Copyright 2011 AXELOS Limited. Reproduced under License from AXELOS What is a Process? Process Owner Process Goal Quality Parameters, Key Performance Indicators Process Control Process Execution Activities & Sub-processes Resources/ Capabilities Roles Process Enablers Output (Including Specifications) Input (Including Specifications)

12 Service Operation - Introduction Organizing IT Service Management – Process Definition  Process definition: “A set of coordinated activities combining and implementing resources and capabilities in order to produce an outcome, which directly or indirectly, creates value for an external customer or stakeholder.”

13 Service Operation - Introduction Characteristics of a Process  They are measurable  They have specific results  They deliver primary results to customers  They respond to a specific event

14 Service Operation - Introduction  Realization of strategic objectives  Provision of stable services  Deliver value to the customer

15 Service Operation - Introduction Purpose and Objectives  Day-to-day operation of services  Manage services at agreed levels  Management of technology for service delivery  Monitor performance, assess, metrics and gather data

16 Service Operation - Introduction Scope  The Services  Service Management processes  Technology  People

17 Service Operation - Introduction Processes  Event Management  Incident Management  Problem Management  Request Fulfillment  Access Management

18 Service Operation - Introduction Functions  Service Desk  Technical Management  IT Operations Management  Application Management

19 Service Operation - Introduction Value to the Business  Reduce unplanned labor and costs  Reduce the duration and frequency of service outages  Provide operational results and data  Meet the goals and objectives of the organization’s security policy  Provide quick and effective access to standard services  Provide a basis for automated operations

20 Service Operation - Introduction ITIL 2011 Qualification Schema Copyright 2011 AXELOS Limited. Reproduced under License from AXELOS

21 Service Operation - Introduction Exam Examination Format: Multiple Choice, Scenario-based Number of questions: 8 Graded scoring marking method Pass Score: 28/40 or 70% Delivery: Online or Paper based examination through an Accredited Training Organization Exam Duration: Maximum 90 minutes for all candidates Open/Closed Book: Closed Book

22 Service Operation - Introduction Introduction Summary  Service Operation (SO) objectives  What is IT Service Management  Concept of Service and Value  What is a process  Organizational structure  SO introduction  SO Processes/Functions  Value to the business

Module 2 Principles

24 Service Operation - Principles

25 Service Operation - Principles Service Operation  Responsible for executing and performing processes that - Optimize the cost and quality of services Enabling the business to meet its objectives  Responsible for – Effective functioning of components that support services Execution of operation control activities to manage and deliver services Delivering services efficiently and at acceptable cost Delivering services within prescribed service levels Maintaining user satisfaction with IT services

26 Service Operation - Principles  The Organization  Achieving balance  Providing service  Involvement with Design and Transition  Operational health  Communication  Documentation

27 Service Operation - Principles Organization Definitions (1/2)  Function Logical concept referring to people and automated measures executing a defined process or activity  Group Non-formal organization structure grouping together people who perform similar activates  Team Formal organization structure containing people together who work to achieve a common objective

28 Service Operation - Principles Organization Definitions (2/2)  Department Formal organization structure existing to perform specific activities, with a hierarchical framework  Division A number of departments grouped together, often self-contained  Role A set of linked behaviors or actions performed by a person, team or group

29 Service Operation - Principles Achieving Balance  Service Operation is more than just the repetitive execution of a standard set of procedures or activities  IT needs to deliver agreed levels of service This creates a conflict between maintaining the current operational state and adapting to changes in the business and technology  Conflicts of balance Internal IT view versus external business view Stability versus responsiveness Quality of service versus cost of service Reactive versus proactive

30 Service Operation - Principles Internal IT View vs. External Business View An Organization here is out of balance and is in danger of not meeting business requirements An Organization here quite balanced but tends to under-deliver on promises to the business Extreme Focus on Internal Extreme Focus on External Copyright 2011 AXELOS Limited. Reproduced under License from AXELOS

31 Service Operation - Principles Internal IT View vs. External Business View Copyright 2011 AXELOS Limited. Reproduced under License from AXELOS Extreme internal focusExtreme external focus Primary Focus Performance and management of IT infrastructure devices, systems and staff, with little regard to the end result on the IT service Achieving high levels of IT service performance with little regard to how it is achieved Metrics Focus on technical performance without showing what this means for services Internal metrics (e.g. network uptime) restored to the business instead of service performance metrics Focus on external metrics without showing internal staff how these are derived or how they can be improved Internal staff are expected to devise their own metrics to measure internal performance Customer/User Experience High consistency of deliver, but only delivers a portion of what the business needs Prefers to have standard set of services for all business units Poor consistency of delivery ‘IT consists of good people with good intentions, but cannot always execute’ Reactive mod of operation Prefers to deliver customized services upon request

32 Service Operation - Principles Quality vs. Cost An Organization here is out of danger of losing service quality because of balance and is in of heavy cost cutting An Organization here is quite balanced, but may tend to overspend to deliver higher levels of service than are strictly necessary Extreme focus on cost Extreme focus on quality Copyright 2011 AXELOS Limited. Reproduced under License from AXELOS

33 Service Operation - Principles Quality vs. Cost Copyright 2011 AXELOS Limited. Reproduced under License from AXELOS Extreme focus on qualityExtreme focus on cost Primary Focus Delivering the level of quality demanded by the business regardless of what it takes Meeting budget and reducing costs Typical problems experienced Escalating budgets IT services generally deliver more than is necessary for business success Escalating demands for higher- quality services Use of more support resources and other services assets than necessary to fulfill service demands. IT limits the quality of service based on their budget availability Escalation from the business to get more service from IT Financial management IT usually does not have a method of communicating the cost of IT services. Accounting methods are based on an aggregated method (e.g. cost of IT per user) Financial reporting is done purely on budgeted amounts. There is no way of linking activities in IT to the delivery of IT services

34 Service Operation - Principles Reactive vs. proactive An Organization here is out of balance and is not able to effectively support the business strategy An Organization here is quite balanced, but tends to fix services that are not broken, resulting in higher levels of change Extremely Reactive Extremely Proactive Copyright 2011 AXELOS Limited. Reproduced under License from AXELOS

35 Service Operation - Principles Stability vs. Responsiveness An organization here is out of balance and is in danger of ignoring changing business requirements An organization here is out of balance and is in danger of over-spending on changes Extreme focus on stability Extreme focus on responsiveness Copyright 2011 AXELOS Limited. Reproduced under License from AXELOS

36 Service Operation - Principles Stability vs. Responsiveness Copyright 2011 AXELOS Limited. Reproduced under License from AXELOS Extreme focus on stabilityExtreme focus on responsiveness Primary Focus Technology Developing and refining standard IT management techniques and processes Output to the business Agrees to required changes before determining what it will take to deliver them Typical problems experienced IT can demonstrate that it is complying with SOPs and operational level agreements (OLAs), even when there is clear misalignment to business requirements IT staff are not available to define or execute routine tasks because the are busy on projects for new services Technology growth strategy Growth strategy based on analyzing existing demand on existing systems New services are resisted and business units sometimes take ownership of ‘their own’ systems to get access to new services Technology purchased for each new business requirement Using multiple technologies and solutions for similar solutions, to meet slightly different business needs

37 Service Operation - Principles Providing Service  Service Operation Staff There to provide service Have to be responsive to requirements Act in a polite and professional manner Provision of supportive training  Critical Element – recruitment of customer-facing staff to manage customer relationships

38 Service Operation - Principles Operational Health  IT infrastructure is like a human body, it has vital signs that can be monitored  Define the critical “vital signs” on devices or services that deliver VBF  Conduct health checks at regular intervals  Consider “self healing systems”

39 Service Operation - Principles Communication  Good communication is needed between all IT staff and with users/customers/partners  Issues can often been prevented or avoided through the right type communication  All communication should have: Intended purpose and/or resultant action Clear audience, who should be involved in deciding the need/format  Communication is important in all lifecycle stages

40 Service Operation - Principles Documentation  IT Operations Teams will create and maintain relevant IT documentation Process manuals Technical procedure manuals Maintenance documents Planning documents Work instructions for tools

41 Service Operation - Principles Principles summary  The organization  Achieving balance  Providing service  Involvement with Design and Transition  Operational health  Communication  Documentation

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