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ITIL V2 : Service Support
Summary
Author: Pieter Dubois
mail address: duboisp@be.ibm.com
Total Pages: 30
Document Version: 1.2
June, 2003
IGS non-Confidential
Document Control
Distribution
Pieter Dubois
ITIL interest groups
Revision History
Date of this revision: 16/06/2003
Date of next revision: TBD
Revision Number Revision Date
Summary of Changes
Changes marked
(1) 20/11/2002 Version 1.0
1.1 December 2002 slight adaptations
1.2 June 2003 prepare for publication
References:
Service Support (CCTA) - ISBN 0 11 330015 8
IBM Belgium
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IGS non-Confidential
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Page 4 of 31
IGS non-Confidential
1. Overview
1.1 Management Summary
This document provides a summary of the most relevant information of the ITIL Service
Support V2 book to help with preparation of the Exin certificate in ITIL Service Management.
The following topics for all processes got particular attention:
• What is ITIL
• Mission statement different ITIL processes
• Activities of each ITIL process
• Benefits/difficulties/costs implementing ITIL process
• Links dependencies with other ITIL processes
• Information flow with other ITIL processes
• ITIL process roles and responsibilities
• Order of implementation within ITIL process
• Key Performance Indicators of and reports about the ITIL Process
IBM Belgium
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IGS non-Confidential
2 Introduction to ITIL
2.1 ITIL is
• A Public Domain Framework: the information is publicly available and can be used
by everyone for implementation
• Best practice Framework: the information documents industry best practice
guidance. While not detailing every action that should be done, which is organization
dependant, it provides the goals, general activities, inputs and outputs of the various
processes. It provides a framework in which to place existing methods and activities.
• De facto standard: ITIL by its widespread use became a de facto standard. The
advantage is that there is a common language for people to speak. This makes
education very important to provide all people in the process this common language
• Quality Approach: ITIL focuses on providing high quality services with a focus on
customer relationships. There is a strong relationship between the IT organization
and the Customers.
• Process Based: ITIL is a process based method. It sees IT Service Management
also as a Business Process and tries to organize it that way.
2.2 General Service Management benefits
• Improved quality of service – more reliable business support
• Formalizes the use of procedures so that they are more reliable to follow
• Provides better view of current IT capabilities.
• Provides better information on current IT services provided.
• Better understanding of IT support by the business.
• Better motivated staff through better management of expectations and
responsibilities.
• Enhanced Customer satisfaction as it is clear what service providers know and
deliver.
• More flexibility and adaptability through acknowledgement and formalizing working in
a changing environment.
• Faster cycle times and greater success rates on implementing changes.
IBM Belgium
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3 Relationship between processes
3.1 Configuration Management
Configuration management is an integral part of all other service management processes.
• Change Management: current, accurate information about all components in the IT
infrastructure makes Change management is more effective. It can even be
integrated with Configuration Management. As a minimum logging of all changes
should be done under control of Configuration Management. Also impact
assessment should be done based on data of the CMDB. All change requests
should be entered and updated in the CMDB.
• Incident Management/Problem Management: Information from the CMDB help the
service support group to solve Incidents and Problems faster by understanding the
probably cause of failure on the Configuration Item. The CMDB should link Incident
records and Problem records to the failing CI and the User.
• Release Management: Requires the CMDB to know what CI’s have to be changed
with a new release.
• Service Level Management: uses info from the CMDB to identify CI’s making up a
particular service for which SLA’s are in place. With this information, underpinning
agreements can be set up.
• Financial Management for IT: needs to know which components are used by whom
in order to be able to charge the right departments
• IT Service Continuity and Availability management: needs to know the CI’s to
perform risk analysis and impact analysis on the service and business when a
component fails.
• Service Desk: uses CMDB information on CI’s to help resolve incidents or provide
feedback on the status of a CI to the User.
3.2 Service Desk
Service desk is the SPOC between service provider and Users on a day-to-day basis.
• Incident Management: SD is the focal point in the incident management process. It
its activities are: registering Incidents, informing Users about incidents, and
management of the incident end-to-end.
• Change Management: As changes can cause incidents, and SD is the SPOC for
incidents, it should know about all changes. SD can act as a focal point for Change
requests of Users, and inform Users on progress of changes. SD can be given
delegation to implement Changes to circumvent Incidents within a scope.
• Problem Management: informs the Service Desk on the progress of managing
problems.
• Service Level Management: Any impact on SLA will arrive at the SD. So SD needs
to know what the relevant SLA’s are such that incidents related to services with SLA’s
get appropriate priority.
• IT Service Continuity: If business continuity plans are invoked, SD plays an
important coordination role.
• Configuration Management: good info on CI’s helps the SD managing requests
and incidents.
IBM Belgium
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3.3 Incident Management
• Problem Management: an incident that has a large impact or several incidents
having the same cause can lead to investigation of a problem. Therefore all
Incidents should be recorded and available for investigation by Problem
Management.
• Service Desk: Is the prime owner of the incident management process. It
coordinates all actions required to manage an incident.
• Change Management: Changes can lead to new incidents; therefore a way of
linking incidents to changes is required.
• Configuration Management: the CMDB can help incident management with
identification of the CI in question. Also because of interrogation & reporting reasons
it would be good to link or insert incident records in the CMDB.
• Service Level Management: priorities given to incidents and escalation procedures
should be agreed upon as part of the SLM process and documented in the SLA’s.
3.4 Problem Management
• Incident management: PM has to have access to accurate and comprehensive
recording of Incidents in order to examine the cause of incidents and trends that are
happening.
• Configuration Management: PM uses the CMDB to record/update its problem
records, and to identify CI’s exhibiting Problems
• Availability Management: is strongly connected with PM in order to identify trends
and to instigate remedial action.
• Change Management: Known Errors give rise to Request for Changes which fall
under the responsibility of Change Management
• Service Desk: PM keeps SD up-to-date of ongoing Problem Resolution.
3.5 Change Management
• Configuration Management: is required for change management as it depends on
the accuracy of the CMDB to assess the full impact of a change.
• Release Management: All releases have to go through change management when
implemented in production
• Service Level Management: is provided details of the Change process in the SLA’s
such that the change management procedures are known to the Users. Also the
impact of changes to the SLA’s are important to take into account
• Service Desk: provided details of the changes that happen such that when incidents
occur on a CI due to the changes it can inform the User about the cause.
• Service Level Management: Before changes happen, their impact on SLA’s have to
be assessed.
• Availability: Changes to CI’s should be evaluated against the impact on availability
of the services it provides.
• Capacity Management: before implementing a change, the impact on the capacity
of the CI should be assessed. Also capacity management activities will give raise to
RFC’s to ensure proper capacity is available
IBM Belgium
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• Security Management: before implementing a change, the impact on the security of
the environment should be assessed.
• IT Service Continuity: before implementing a change on a CI, it has to be assessed
what the impact is on the IT Service continuity plans.
• Release Management: the implementation of new releases happens under the
control of change management.
3.6 Release Management
• Change Management: Changes may require new releases of HW & SW. The
preparation of this before it goes in production is part of Release Management, but
bringing it in production happens under control of Change Management
• Configuration Management: Creating a new Release should be in close integration
with Configuration Management, where the state of all CI’s, whether they are in
development/test/validation/production are updated in the CMDB.
• Incident/Problem Management: should be provided with the documentation of the
new Release and procedures of incident remedial should be provided.
• Service Desk: after the roll-out of a new Release, SD should be able to support this
new release in terms of requests from Users, and managing of incidents relevant to
this new release.
• Service Level Management: Implementation of a new release can have impact on
the SLA’s. This has to be assessed and remediate in advance.
• Capacity Management: The impact of a new Release on the capacity demands of
the systems on which it is implemented should be assessed.
• IT Service Continuity: the impact to the business by a Release when a failure
occurs has to be validated by the IT Service Continuity process. Both when during
the rollout as well as during normal operation, should a failure occur, impacting the
usage of this Release.
IBM Belgium
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4 Configuration Management
4.1 Mission Statement
Configuration Management provides IT infrastructure control through the identification,
registration, monitoring and management of:
• All the Configuration Items of the IT infrastructure in scope.
• All configurations, versions and their documentation
• All changes, errors, service level agreements and history of the components in
general.
• Relationships between the different components.
• Exceptions between configuration records and the real infrastructure.
Configuration Management provides a sound basis for other processes like Incident,
Problem, Change and Release management by providing accurate information on all CI’s
and to the SD function.
4.2 Activities
1. Planning: What is the purpose, scope, objectives, policies, procedures,
organizational & technical context for configuration management
2. Identification & registration: selection, identification and labeling of CI’s and the
relationships between them. CI’s can be hardware, software, documentation. Also
Incident, Problem, Change records can be associated with a CI. Important is the
level of detail required. Each CI should have a unique identifier.
3. Control: Only authorized and identifiable CI’s are recorded during their whole
lifecycle time. It ensures updates to CI’s are associated with Change Management
documents.
4. Status accounting: Reporting of current and historical data associated with each CI.
It tracks the state of a CI from one state to another: test, broken, production,
withdrawn.
5. Verification and audit: validate data in the CMDB with the situation in the real
environment.
6. Reporting: Information about the IT infrastructure should be provided to the other
processes.
4.3 Benefits
• Provides accurate information on CI’s: supports all other Service Management
processes
• Controls valuable CI’s: who is responsible for what CI. If a CI is stolen/broke, what
should be the configuration of the replacement.
• Helps with adherence to licenses: As the CMDB contains an Inventory of all
software installed in the environment, it helps with the verification of legality of
installed software during audits
• Helps financial planning: is helped by interrogating the CMDB to know expected
maintenance costs, life expiry dates, replacement costs.
IBM Belgium
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[...]... to Service Desk 7.3 Benefits • • • • • Improved IT service quality: removal of structural errors improves the quality of service Incident volume reduction: Problems generating Incidents are removed Permanent solutions: Problems resolved stay resolved Improved knowledge on organization: PM learns from past experience, using historical data to identify trends Higher first time fix rate at Service Desk:... Reporting • • • • • • Incident reports by application /support group/customer Service Desk functioning reports o Telephony pickup times o Telephony talk times o % calls answered within x seconds o time worked on resolving incidents Workload reports Daily reports on: o Escalations by support group o Outstanding incidents o Service breaches Weekly reports on: o Service availability o Incidents that occur the... restore normal service operation, within Service Level Agreement limits, as quickly as possible, after an incident has occurred to that service, and minimize the adverse impact on business operations 6.1.2 Definitions 1 Incident: is an event, which is not part of the standard operation of a service, and which causes/may cause interruption/reduction in the quality of that service 2 Impact: measures business... with the status of his service request • To provide management information on relevant topics regarding the service, like: o Service deficiencies o Customer training needs o Resource usage o Service performance & targets • To be the window on the level of service offered by the IT organization towards the business 5.2 Activities • • • • • • • • • Call handling Recording & tracking service requests, including... period of time Input for CAB Agreed with Service Desk, Availability Management, SLA Management Projected Service Availability (PSA ): Details of Changes to agreed Service Level Agreements, and service availability because of the currently planned FSC Input for CAB Agreed with Service Desk, Availability Management, SLA Management Post Implementation Review (PIR ): assessment implemented changes after predefined... detail: causing too much work or not sufficient control Implementation without design/analysis Overambitious schedules: making CM a bottleneck because not enough time to do CM activities is provided No commitment from management: resulting in lack of control Perception is too bureaucratic process: resulting in trying to bypass process Bypass process: for reasons of speed or malice Inefficient process:... IGS non-Confidential 5 Service Desk Function, not process 5.1 Mission Statement The Service Desk intends: • To be the focal point for all service requests from the business Users towards the IT organization (including 3rd party providers), and to manage them within Service Level Agreements • To record and manage the life cycle of incidents, with an emphasis in rapid restoration of service with minimal... Urgency: measure for required speed of solving an incident 4 Priority: measure of the expected effort to solve the incident and the order in which to solve the incidents Priority=f(Impact, urgencym) 6.2 Activities • • • • • • Incident detection and recording: SD, record basic details (time, who, symptoms, CI’s affected) and provide incident number Classification and initial support: SD, if service. .. non-Confidential • • • • • • Changes don’t go undetected: It provides information on all changes in the environment which allows for investigation on other required changes like licensing eg Helps contingency planning: The CMDB identifies the CI’s making up a service which helps to know what is required to restore a certain service Supports Release Management: When rollouts of new hardware or software happen,... right Service Desk structure (insourced, outsourced, local, remote, virtual, customer built, off-the-shelf) Get professional support from outside Consult Customers and End Users Adopt a phased approach, generating quick wins Communicate them Measure progress Acknowledge it is hard work Advertise and sell the service 5.6 Service Desk type considerations 5.6.1 Local Service Desk • • • • • • • • • Service .
ITIL V2 : Service Support
Summary
Author: Pieter Dubois
mail address: duboisp@be.ibm.com
Total Pages: 30
Document Version: 1.2
June, 2003
IGS. document provides a summary of the most relevant information of the ITIL Service
Support V2 book to help with preparation of the Exin certificate in ITIL
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