# Presentation: 134410

## Information Technology Infrastructure Library (ITIL)Overview

- Presented By: Troy DuMoulin
- Executive Consultant

- Part 1 (10:15 -11:00 am)

## What Is ITIL?

- The Information Technology Infrastructure Library (ITIL)
- An integrated, process based, best practice framework for managing IT services
- The de facto standard in IT Service Management
- A framework, developed by the
-    United Kingdom’s Office of
-    Government Commerce
-    (OGC) captured in a series of books

**Notes:**
ITIL stands for the “Information Technology Infrastructure Library”.
Developed by the CCTA (Central Computer and Telecommunications Agency) in the late 80’s.
ITIL has become the de facto standard in Service Management.
It is public domain.

Recent refresh, with companies within private sector involved in the development of material.

CCTA now OGC (Office of Government Commerce) part of HM Treasury – authority for best practices within Government.

Underpins ISO 9000 quality standards, considered a fast path toward quality certification.

ITIL stands for the “Information Technology Infrastructure Library”.  The fact that it is referred to as a “library” relates to the fact that the information and guidance surrounding the implementation of each process in an organization can be found in books.  At present, there are approximately 46 books within the library – each covering a different topic on IT Service Management.  Within the Essentials course, 10 of these books will be covered in detail.  However, because the ITIL framework is holistic, it is impossible to discuss a process without mentioning other related processes.  This is demonstrated in each of the books, where frequent reference is made to other books within the library when further guidance and information may be required.

## ITIL’s Origins & Evolution

- Late 1980s
- UK government project started
- CCTA (OGC) involved in development plus practitioner and consulting organizations
- Organizations outside of government became interested (including Pink Elephant)
- First books published
- Early 1990s
- The library completed
- Late 1990s
- Generally accepted as the de-facto standard for IT service management worldwide
- Pink Elephant introduced ITIL to North America (1996)

## ITIL’s Origins & Evolution

- 2000-2005
- British Standards Institute “Specification for IT Service Management (BSI) 15000
- Australian Standard 8018
- Ratification of ISO 20000
- Vendor community supports ITIL and are developing products and practices in support of the framework (CA, HP, Microsoft, IBM, Gartner)
- All major service management software vendors moving towards ITIL Service Management compatibility
- Where is it going?
- Early Industry Adopters
- Financial \ Government \ Utilities \ Medical
- Global adoption

## ITIL: New Library Series

*Service Support* * *
*Service Delivery* * *
*Infrastructure Management*
*Applications Management*
*The Business Perspective*
*Planning To Implement ITSM*
*Security Management*
*	*

- The library is being re-formatted to become a set of 7 books:

_**Paper And Electronic Formats**_

## Quality Systems 

- Continuous Process Improvement

**Quality Systems**

- ISO 900x
- TQM
- EFQM
- Six Sigma
- Malcolm Baldrige
- Theory of Constraints
- Statistical Process Control
- Deming
- Etc..

**Process Frameworks**

**IT Infrastructure Library**
- Meta Models
- IBM Processes
- EDS Digital Workflow
- Microsoft MOF
- Telecom Ops Map
- Etc..

**What is not defined cannot be controlled**
**What is not controlled cannot be measured**
**What is not measured cannot be improved**

- Define

- Improve

- Measure

- Control And
- Stabilize

_**ITIL Best Practices**_

## IT Service Management Certification 

**Notes:**
This slide builds in chronological order.
The Manager’s level was the first to be developed. Pink Elephant was instrumental in all stages of development of the certifications.

## ITIL: Strategic Benefits

- Provides a documented framework for IT best practices: The only public, non-proprietary set of recognized best practices
- Provides a holistic, connected and integrated approach to IT
- Promotes a common IT language of terminology
- Improves interfaces between IT and its customers and suppliers
- Improves user productivity
- Provides process models for IT business alignment

## Operational ITIL Processes

**Management**

**      ****Problem Management**

**Change Management**

**Incident Management**

- Authorization

- ProblemControl

- ErrorControl

**Operational**
**IT-Services**

- Impact Analysis

**Incidents**

**Request****For Change**

**Configuration Management**

- DSL

** ****Release**

**Strategies**

- Service Desk

**Notes:**
The interactions among the Operational processes discussed during the 1st half of the course are illustrated in the diagram.  Each of the processes will be explained in detail.

## Configuration Management

**To identify, record control, and report on all IT components that are within the scope of Configuration Management.**

- Inventory Management
- Asset Management

- Key Definitions

## Configuration Management 

- Configuration Management

- Identification &
- Registration

- Verification

- Status
- Accounting

- Define
- Scope

- Define
- CI-level

**CMDB**

**Activities**

## Example Hardware CIs

**MAINFRAME**

**FILESERVERS**

**HUB**

**PC**

**PC**

**PC**

**PC**

**PC**

**MODEM**

**MODEM**

**PC**

**ATTRIBUTES**
- Owner, Status,
- Location, Version,
- Serial Number

**RELATIONSHIPS**
- Is Connected To
- Or Is Part Of

- Keyboard

- CPU

- Mouse

**Notes:**
This diagram illustrates how Scope, CI level, Attributes and Relationships relate to hardware CIs.  The same principles apply to software CIs, documentation and people as well.  

## Modeling IT Services & Systems

## IT Asset Management?

- _What the industry refers to as “Asset Management” represents activities across several ITIL processes_

## Incident Management

-  Provide continuity: Restore services ASAP
- Detection, recording, classification, investigation, diagnosis, resolution, recovery
- An ***incident*** is a deviation from the (expected) standard operation of a system or service

## Service Desk

- Managing Incident Control
- Communication and Promotion
- Providing Management Information

**Activities**

**Notes:**
In order to fulfill its objectives, the Help Desk must perform several key activities.  These activities are not necessarily analogous to specific procedures.  Procedures could be documented to fulfill these activities which, in turn, allow the Help Desk to fulfill is objectives.  For example, procedures could be documented and policies enacted to promote the services the Help Desk provides to the business at large.  This could be done through customer satisfaction surveys, “lunch & learn” seminars, and a general marketing pitch where the Help Desk circulates brochures and pamphlets to the business outlining how customers can receive assistance for any technical issues that they may have.  Of course, the specific services that the Help Desk provides must be agreed to with the business through a Service Level Management process.

Managing incident control is the main focus of activities within the Help Desk.  This pertains to the actions that must occur in order to effectively restore services in the event of incidents.  Again, the specific procedures, work instructions, escalation points, prioritization, categorization schemes that will be utilized will vary from organization to organization.  Even the extent to which tools automate this process will vary.  In each case though, ITIL provides guidance on the factors that should be considered when establishing these procedures.

## Managing Incident Control

**CMDB**

**ICS**

**Incident**
**Closure**

**Recording &**
**Classification**

**Investigation &**
**Diagnosis**

**Resolution &**
**Recovery**

**Monitoring & Tracking**

**Direct**
**Solution?**

**Yes**

**No**

***Incidents***

**1st Line**

**2nd Line**

**Configuration**
**Management**
**Process**

**CMDB**

## ITIL Prioritization

- Priority = Impact x Urgency
- Impact
- The degree to which the provision of services are disrupted within the organization, and the effect the interruption has on other areas of the infrastructure.
- Qualitative and quantitative study into the effects upon other areas of the infrastructure.
- Consequences for the level of service provision.
- Degree of the consequence.
- Etc.
- Urgency
- The speed with which the incident must be resolved.

***Used by multiple processes!***

## Example Priority Scheme

**3**

**2**

**1**

**3**

**2**

**4**

**3**

**Low**

**Medium**

**High**

**Low**

**Medium**

**High**

***URGENCY***

***IMPACT***

**2**

**3**

- LOB / Dept

- VIP
- Critical CI
- > 10 People

- 1 Person

- Critical Service

- Support to critical

- Non Critical Service

- Urgency indicators should be synchronized with the IT Service Continuity policy defining IT systems criticality

## Escalation & Notification Model Example

**100****% ****SLA**

**0****%**

**50****%**

**75****%**

- P1

- P2

- P3

- P4

**Notify SR Business Stakeholders**

**Escalate to Assignment Mgr**

**Notify SR IT Mgmt**

**Notify Assignment Grp**

-  Email
-  Pager
-  Alerts

**Tools:**

## Problem Management

**Ensures stability in IT services, by identifying and removing errors in the IT infrastructure.**
- A _problem_ is a condition that has been defined, identified from one or more incidents exhibiting common symptoms, for which the cause is unknown.
- A _known error_ is a condition identified by successful diagnosis of the root cause of a problem, when it is confirmed that a CI is at fault.

## Incident Trending

**New Problem Record Defined**

- 1-1
- M-1

- Relationships

- Incident Matching

- Historical Incident Data

## Proactive Procedures

- Identification of trends and potential problems
- Identifying weak infrastructure CIs
- Initiation of Change to prevent:
- Problems from occurring
- Problems from repeating
- Preventing Problems from affecting other areas and systems
**REQUIRES HISTORICAL DATA!!**

## Change Management

**Ensures that standardized methods and techniques are used, for efficient and immediate handling of all changes to the IT infrastructure, while minimizing change related incidents.**
- A _Change_ is an action that results in a new status for one or more IT infrastructure Configuration Items.
- A _Request For Change_ (RFC) is the main input to the Change Management process.

## Change Management Activities

- Problem Management Process

**Error Control**

- CMDB

- Configuration
- Management
- Process

**Assessment**
**And Planning**

**Authorization Of**
**Changes**

**Acceptance And **
**Classification**

- RequestFor Change

**Control**
**And Coordination**

**Evaluation**

## Change Type

- Minor?
- Medium?
- Major?
- Urgent?
- Expedite
- Emergency
- Pre-approved?

**Indicators**

- Financial
- Scope
- Urgency

- Business Criticality
- Etc..

**Business Driven**

**Categorization = Authorization Path**

## From Incident(s) To A Problem To A Known Error To A Change

- Problem

- Known Error

**Change**
**Management**

**Incident Management**

**Problem Management**

**Notes:**
Each incident is a result of an error in the IT infrastructure. To be able to discover the error, a problem is defined and this problem can be researched and diagnosed. As soon as the CI that causes the error is found, the problem changes into a known error. A known error is removed by means of a change and Problem Management ensures that an RFC is sent to Change Management. To remove the error, a CI, for example, must be replaced or repaired. Only after a successful change has the cause of the incidents - the error - been removed and is it guaranteed these incidents will never recur. Only then has a structural solution to the incidents been applied. 

In the interests of clarity, the differences between the Help Desk and Problem Management are explained below:

Help Desk
The objective of the Help Desk process is to resolve incidents as quickly as possible. Incidents arise during the utilization of the IT infrastructure and all incidents are recorded. 

Problem Management
Problem Management focuses on introducing structural improvements to the IT infrastructure. The main concern here is not that it is solved quickly, as with the Help Desk, but that the solution is reliable and robust. A problem is defined on the basis of the incidents recorded by the Help Desk­.

## Release Management

- The focus of Release Management is the protection of the live environment and its services through the use of formal procedures and checks.
- The Definitive Software Library (DSL) contains all original software, developed in-house or purchased through vendors.

## Activities

**Release**
**Policy**

**Release**
**Planning**

**Design &**
**Develop, Or Order**
**& Purchase The**
**Software**

**Build &**
**Configure**
**The **
**Release**

**Fit-For-**
**Purpose**
**Testing**

**Release**
**Acceptance**

**Roll-Out**
**Planning**

**Communication**
**Preparation**
**& Training**

**Distribution**
**&**
**Installation**

**RELEASE MANAGEMENT**

**Development**
**Environment**

**Controlled Test**
**Environment**

**Live**
**Environment**

**Configuration Management Database (CMDB)**
**&**
**Definitive Software Library (DSL)**
**Definitive Hardware Store (DHS)**

**Notes:**
TEACH NOTES:
This is Fig 9.1 on page 204.
Significance of ‘dotted lines’ - Shows how the different aspects of Release Management relate to the development, controlled test and live environments.

This diagram outlines the major activities in Release Management, and their position in the life-cycle of a change.

Build Management becomes the responsibility of Release Management from ‘Controlled Test Environment’, onwards.

It also indicates that the CMDB and the DSL need to be updated throughout the change and release cycles.

## Release Management

-  New Technology
-  New Services
-  Application Enhancements
-  Projects
-  Fixes or Time Sensitive issues

- Major Release

- Medium Release

- Minor Release

- Emergency Release

- Change Management

- Release Readiness?

- Promote to Production

- Configuration Management

- RFC

- _Pre Production_

- _Production_

-  Testing
-  Documentation
-  Training
-  Acceptance
-  Standards
-  Support

- Right Requirements

## Information Technology Infrastructure Library (ITIL)Overview

- Part 2 (11:15 to 12:00 pm)

- Presented By: Troy DuMoulin
- Executive Consultant

## Tactical ITIL Processes

**Availability**
** ****Management**

**Capacity**
** ****Management**

**IT Financial **
**Management**

**IT Service**
**Continuity**

- SLA’s, OLA’s, SLR’s
- Service requests
- Service catalogue
- SIP
- Exception reports
- Audit reports

- Availability Plan
- AMDB
- Design Criteria
- Targets/Thresholds
- Reports
- Audit Reports

- Capacity Plan
- CDB
- Targets/Thresholds
- Capacity Reports
- Schedule
- Audit Reports

- Financial Plans
- Types & Models
- Costs & Charges
- Reports
- Budgets & Forecasts
- Audit Reports

- IT Continuity Plans
- BIA & Risk Analysis
- Define Requirements
- Control Centers
- DR Contacts
- Reports
- Audit Reports

**The Business, Customers & Users**

- Requirements
- Targets
- Achievements

- Queries
- Enquiries

- Communication
- Updates
- Reports

**Service Level**
**Management**

**Management Tools**

**Alerts, Exceptions, Changes**

**Notes:**
This is a new slide that is neater, conveys the message more appropriately and is more aesthetically pleasing

## Service Level Management

***Service Level Management ***ensures agreement to and monitoring of an optimal level of IT service in close cooperation between provider and supplier.
- A ***Service Level Agreement ***specifies the services, the service levels, specific conditions and the parties involved.

## Key SLM Terms

- Service Catalog
- Service Level Agreements (SLA)
- Operational Level Agreement (OLA)
- Underpinning Contract (UC)
- Service Level Requirements (SLR)

- A formal signed agreement between a Customer and a service Provider in which service provision (responsibilities) is described and achievable targets are stipulated and bounded.

- A formal signed agreement(s) which defines _internal support requirements_ between the IT Support Organization sub-groups.  OLAs are required to ensure that SLA and UC targets can be achieved.

- A formal signed agreement(s) which defines _external support requirements_ between the IT Support Organization and external vendors and channel partners. UCs are required to ensure both OLA and SLA targets can be achieved.

- A document which describes the Services provided and/or brokered to Customers by the IS/IT division. This catalog forms the basis for an understanding of all services offered, their form, fit, functionality, features, components, charges, etc.

- A document which describes the Service demands and specifications gathered from direct consultation with the Customer which when defined and delivered meets the customers business process productivity needs.

**Notes:**
       Service Level Agreement - SLA
An agreement between customer and IT organization on level of service provision.
       Operational Level Agreement - OLA
An agreement made between an internal IT department (e.g., Network Management) and Service Level Management.
       Underpinning Contracts - UC
A contract between IT department and external supplier.

## Service Level Definitions

- One or more technical or professional IT capabilities which enable a business process.
-  Fulfills one or more needs of the customer
-  Supports the customer’s business objectives
-  Is perceived by the customer as a coherent whole

- An integrated composite that consists of one or more of the processes, hardware, software, facilities and people, that provides a capability to satisfy a stated need or objective.
-  Collection of configuration items necessary to deliver an IT service

- Service:

- System:

**Notes:**
Notes:
Service Delivery, Service Level Management, Page 33

Section 4.4 Implementing the process
Section 4.4.1 Produce a Service Catalogue,  raises the question of What is a Service?

The slide takes the definition from the book.

A ‘service’ can be made up of other ‘services. 

IT staff often confuse a ‘service’ as perceived by the Customer with an IT system.

The Service Catalogue may define a hierarchy of services, qualifying business service/infrastructure service/network service/application service.  The Catalogue may be a matrix. 

## Structure Of SLM

**CUSTOMER**
**NEEDS**

**PERFORMANCE**

**SATISFACTION**

**INTERNAL SUPPLIERS**

**EXTERNAL SUPPLIERS & MAINTAINERS**

**SLA**

**OLA**

**UC**

**IT Service**

**IT Systems**

**IT Systems**

**IT Systems**

**IT Systems**

**Notes:**
Notes:

Diagram not specifically from the book, but a good demonstration of the links, dependencies to achieving Customer satisfaction.
The proecess of managing expectations/perceptions of service quality.

Section 4.3.2 Establish initial perception of the services, Page 32

Before embarking on the introduction of SLM, it is worthwhile to attempt to evaluate the Customers’ current perception of service levels, so that later the effectiveness of the SLA might be judged.  
This may assist in determining the pace at which to proceed and the prioritisation of services to be addressed.

Some form of Customer satisfaction survey or questionnaire may allow an overall impression to be gained.  It is important to seek views both at a management and user level to gain the full perception.

## Technical & Operational Services
Messaging
File / Print
Office Productivity
Desktop Services
ERP Services
Trading Applications
Voice / Data LAN
Professional Services
Architecture & engineering
Security
IT support 
Project Management Services
Procurement Services
Application Development Services

- Messaging
- File / Print
- Office Productivity
- Desktop Services
- ERP Services
- Trading Applications
- Voice / Data LAN
_**Professional Services**_
- Architecture & engineering
- Security
- IT support
- Project Management Services
- Procurement Services
- Application Development Services

- IT Services Example

*The top level of the Config. data model should match the IT services defined in the Service Catalog as well as the line items on the client bill.*

## Availability Management

- Allows organizations to sustain the IT service availability, in order to support the business at a justifiable cost.
**Availability****	****	****	****Reliability**
**Maintainability****	****	****Serviceability**
**Resilience ****	****	****	****Security**

## Availability Management Process

| 5. Implement Availability Improvements |
| --- |
| Infrastructure 
Changes
Process Changes |

| 2. Reactive Adjustment |
| --- |
| ICT Infrastructure
Process
People |

**Availability**
**Reports**
**(Monthly)**

| 3. Analysis/ Trending(Quarterly) |
| --- |
| Availability, reliability, serviceability, resilience
Metrics & Statistics
Analysis
Action list |

**Availability Report**
**(Quarterly)**

| 4. Design for Availability |
| --- |
| New and existing applications/services
Capital projects
On-going ops
Resources/FTE
 |

**Tactical **
**Availability Plan**
**1 - 3 yrs.**

| 1. Operational Data Collection |
| --- |
| Monitoring
Measuring
Reporting
Management |

- Change Mgmt

- Release Mgmt

- Problem Mgmt

## Availability & Incidents

**Incident**

**Incident**

**Detection**

**Diagnosis**

**Repair**

**Restoration**

**Time Between Failures Or****‘Uptime’**

**Time Between System Incidents**

**Recovery**

**Time**

**‘****Repair’**
**Time**

**Response**
**Time**

**Recovery**
**Time**

**Time To Repair Or ‘Downtime’**

**Detection**
**Elapsed**
**Time**

**Notes:**
Section 9.9.9   The expanded Incident ‘lifecycle’  Page ?
Guiding principle #2 - can still gain customer satisfaction even when things go wrong.  
Ensure duration of any incident is minimised to enable normal business operations to resume as quickly as possible.

This discusses the various stages of ‘repair’
Incident occurs, Detection, Diagnosis, Repair, Recovery, Restoration.

+ Mean Time Between Failures, Mean Time To Repair,
Mean Time Between System Incidents.

Availability Management will need to work in close association with Incident & Problem Management to ensure repeat occurrences are eliminated.

It is recommended that these measures are established and captured for all incidents for specific activities and trending information.

Valuable input to SOA assignments, SIP, regular reporting, impetus for continuous improvement to pursue cost effective improvements

## Capacity Management

- Supports the optimum and cost effective provision of IT services by helping organizations match their IT resources to the business demands.
- _Capacity Management Database (CDB):_
- A collection of technical, business and organizational data, to provide capacity forecasts and plans.

## Capacity Management

**Capacity Management Activities**

**Capacity****Plan**

**Reports**

**Forecasts**

**Guidelines For**
**Service Level**
**Management**

**Inputs & Outputs**

## Capacity Management Activities

- Performance
- Management

- Workload
- Management

- Resource
- Management

- Demand
- Management

- Modeling

- Application
- Sizing

- Capacity
- Planning

- Client

- Technical Infrastructure

- Applications

## Capacity Management Process

**Capacity Management Process**

**Computer Operations**

**Application Support**

**Network & Voice****Communications**

**Data Base**

| 11. Operational Data Collection |
| --- |
| Monitoring
Measuring
Reporting
Management |

- Provides

- Service Level Mgmt

- Current Service

- Incident Problem Mg

- Collects

**Functional**
**Reports**
**(Monthly)**

**System Mg Tools**
**(Ongoing)**

- Observations 	Recommendations

| 2. Service Capacity(Ongoing) |
| --- |
| Roll up component and domain resource monitoring into IT Service Capacity |

| 3. Analysis/ Trending(Quarterly) |
| --- |
| Utilization Trends –
Undocumented usage
Growth for user base and workload
Metrics & Statistics |

- Gauge
- Against

**Capacity Report**
**(Quarterly)**

| 4. Business and Organizational Capacity
(Proactive) |
| --- |
| Impact Assessment –
New Applications, 
Resource, 
Demand Mgmt
Operational Policies & Procedures,
Facilities |

| 5. Capacity Upgrade |
| --- |
| Infrastructure 
Changes:
Understand Business
Consequences,
Plan to Address |

- Review
- of

- Triggers

**Tactical **
**Capacity Plan**
**1-3 yr.**

## IT Service Continuity Management

- IT Service Continuity Management (ITSCM) is focused on the continuity of IT services to the business.

## IT Service Continuity Management

- IT Service Continuity Management (ITSCM) is focused on the continuity of IT services to the business.
- Business Continuity Management (BCM) is concerned with the management of Business Continuity that incorporates all services upon which the business depends, one of which is IT.
- A crisis is an unplanned situation where it is expected that the period when one or more IT services will be unavailable will exceed threshold values agreed to with the customer.

## ITSCM Planning Process

**Risk**
**Management**

**CRISIS**

**Countermeasures**

**Assets**

**Threats**

**Vulnerabilities**

**Risk**
**Analysis**

**Risks**

- TEST
- IT Service Continuity Plan

- Manage
- IT Service Continuity Plan

**Notes:**
1.1.1    Risk Analysis
Risk analysis is the identification and assessment of possible consequences from a crisis. Assessment consists of the analysis of the following aspects­:
       asset value: identification and appraisal (in monetary terms) of hard­ware, software and data;
       possible threats: identification and assessment of possible threats to IT services (including economic or social threats)­­;
       vulnerability: to what degree are IT services vulnerable to threats and what does this mean for business processes­.
1.1.2    Risk Management
Risk Management consists of identification, selection and implementation of counter measures. These measures should be justified on the basis of identified risks to assets and reduction of these risks to an acceptable level. 
1.1.3    Management of the Contingency Plan
Once a Contingency Plan has been set up, it should be regularly tested, evaluated and adjusted. Change Management coordinates changes to a Contingency Plan. The Contingency Plan can also be considered as a CI. 
1.1.4    Testing the Contingency Plan
To demonstrate the effect of counter measures in practice, the Contingency Plan should be tested regularly and after changes that have an impact on the plan.
1.1.5    Management Information and Communication
All people involved should be informed about items, such as:
       incidents, from which crises could have (or have) arisen;
       changes influencing Contingency Plan;
       results of Contingency Plan tests;
       costs of counter measures.
This slide is not detailed in the delegate’s workbook.  It is relevant to participants who might be continuing their development as Practitioners or IT Service Managers.  This is an optional slide for trainers.

## IT Service Continuity Management Process

_**Business Continuity Planning**_

**BCP****Plan**

_**IT Service Continuity**_

**Procedures Repository**

- Requires

**Test****Results**

- Validates

**Manage Disaster Recovery**

- Incident / Problem Mgt.

- Business Units

- DR Coordinator

- IT & Bus. Execs.

- External / InternalRecovery Support

| 1. Manage BusinessContinuity |
| --- |
| Asses RiskDetermine RequirementsValidate RequirementsCreate BCP Plan
 |

**Release**
**Change**
**Config.**
**Mgmt**

|  2. a Assess Capability |
| --- |
| Asses FeasibilityNegotiate CapabilityApprove RequirementsInitiate Change |

|  2. b Build Capability |
| --- |
| ITSCM SolutionCreate/ Update Recovery Procedures, Test ProceduresBusiness and Technical Review |

- Crisis TriggersActivate Recovery Site

**4. Manage Disaster****Recovery Plan**

| 3. Testing DR Plans |
| --- |
| Testing Policies & Procedures(Periodic and Annual
 |

- IT Service Continuity Management Process

- Validates
- Approves
- Funds

**Notes:**
ITSCM has both Tran actual and annual process

Annual:  Determine what the critical business services are.  Communicates to IT where it wishes to ensure continuity in alignment with BCM.  Goes to IT and say these are services we want then IT responds with this is what it will take until funds are validated.  The end goal reached is business defined level of ITSC.  

Once agreed IT builds that level of continuity.  Which includes a level of detailed procedures for the recover of systems and data.  Those procedures are stored in a document repository.  This repository must be redundant.
Then we test it periodically and report results to the business which may trigger improvement, or changes in the plan.
Any changes could invalidate the plan if the DR procedures are not updated in alignment with changes.

4. Disaster happens and plan is invoked

## Financial Management

- Provides insight into, monitors and if necessary, recovers costs of IT services from customers.

- Financial Management is the sound stewardship of the monetary resources of the organization. It supports the organization in planning and executing its business objectives and requires consistent application throughout the organization to achieve maximum efficiency and minimum conflict.

## Three Pillars Of IT Finance

**Budgeting**
- Is the process of predicting and controlling the spending of money within the organization and consists of a periodic negotiation cycle to set budgets (usually annual) and the day-to-day monitoring of the current budgets.
**IT Accounting**
- Is the set of processes that enable the IT organization to account fully for the way its money is spent (particularly the ability to identify costs by Customer, by service, by activity). It usually involves ledgers and should be overseen by someone trained in accountancy.
**Charging**
- Is the set of processes required to bill Customers for the services supplied to them. To achieve this requires sound IT Accounting, to a level of detail determined by the requirements of the analysis, billing and reporting processes.

## Service Based Costing

**Hardware**

**Software**

**People**

**Accommodation**

**External**
**Service**

**Transfer**

- Cost Elements

**Direct & Indirect Costs**

**% Unabsorbed costs recovered by a forecasted growth based on tactical processes and apportioned to M&S**

**X% **
**Margin**

**Total Cost of IT Services**

**Direct Costs**

**Indirect Costs**

**Unabsorbed Costs**

**Direct Costs**

**Indirect Costs**

**Cost Unit**

## ITIL Integration Considerations

-  Project Management
-  IT Governance
-  Other IT Frameworks

## ICT Service Life Cycle

- Policy

- Strategy

- Plan

- Prove

- Deploy

- Operate

- Obsolete

- Technical Support

**Administration**

- Application Mgmt

- Service Delivery

- Service Support

**Business**

**Customers**

**Users**

- Strategies, Plans, & Requirements

- Business Solutions

## Project Lifecycle for New Services Introduction

- Feasibility

- Initiation

- Planning

- Execution

- Closure

- Policy / Strategy / Plan

- Build / Prove / Deploy

**Project Stages**

**Service**
**Lifecycle**

- _Design and planning architecture standards_
-  Service Level Mgmt
-  Availability Mgmt
-  Capacity Mgmt
-  IT Service Continuity
-  Security Mgmt
-  Financial Mgmt

- _Acceptance Criteria Development & Prioritization_
-  Service Level Mgmt
-  Release Mgmt
-  Configuration Mgmt
-  Incident Mgmt
-  Security Mgmt

- _Acceptance Criteria Validation and Documentation_
-  Release Mgmt
-  Change Mgmt
-  Configuration Mgmt
-  Incident Mgmt

**Process**
**Mapping**

## Enterprise & IT Governance

## COBIT for Sarbanes Oxley (ITGI)

## IT Governance Model

- IT OPERATIONS

- _Audit Models_

- _Quality Systems & Mgmt. Frameworks_

## Establishing Standards & Mgmt. Models

- HP ITSM

**Service Management**

**Information, Communications Technology Infrastructure Management**

**Application Life Cycle Management**

**Application Maintenance**

- ASL

- ITIL

- MOF

- Digital
-  Workflow

**Client Relationship Mgmt.**

- ETOM

- ESCM

- CMM

- MSF

- Rational

- IBM

- Meta

## t.dumoulin@pinkelephant.com
www.pinkelephant.com

- www.pinkelephant.com

- More Questions?