ITL9328CL FoundationwROYALCaseStudy IG.r3.3.0 ITp Demo

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ITpreneurs Service Management
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ITpreneurs
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ITIL FOUNDATION COURSE

INSTRUCTOR GUIDE
Release 3.3.0
www.ITpreneurs.com
Copyright
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ITIL Foundation, Classroom course, release 3.3.0

Copyright and Trademark Information for
Partners/Stakeholders.
Copyright 2012 ITpreneurs. All rights

reserved.
ITIL is a registered trademark of the Cabinet Office.

IT Infrastructure Library is a registered trade mark of the
Cabinet Office
Please note that the information contained in this material is

subject to change without notice. Furthermore, this material
contains proprietary information that is protected by copyright.
No part of this material may be photocopied, reproduced, or
translated to another language without the prior consent of
ITpreneurs Nederland B.V.
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The Swirl logo is a trade mark of the Cabinet Office.

All contents in italics and quotes is from the ITIL Service
Lifecycle Suite Crown copyright 2011 Reproduced under
licence from the Cabinet Office.
The language used in this course is US English. Our sources

of reference for grammar, syntax, and mechanics are from The
Chicago Manual of Style, The American Heritage Dictionary,
and the Microsoft Manual of Style for Technical Publications.
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All other text is based on Cabinet Office ITIL material.

Reproduced under licence from the Cabinet Office
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More on:
http://www.itil-officialsite.com/IntellectualPropertyRights/TrademarkLicensing.aspx
Copyright 2012 ITpreneurs. All rights reserved
CONTENTS
LIST OF ICONS
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FOLLOW US
ITIL FIRST AID KIT INFORMATION
ACKNOWLEDGEMENTS
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UNIT 2: SERVICE MANAGEMENT AS A PRACTICE

2.1 Best Practices in the Public Domain
2.2 ITIL as a Good Practice
2.3 Concept of Service
2.4 Concept of Service Management
2.5 Processes and Functions
2.6 The RACI Model
2.7 Roles and Responsibilities
2.8 Exercise The Lost Laundry
2.9 Module Summary
2.10 Test Questions for Service Management as a Practice
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UNIT 1: COURSE INTRODUCTION

1.1 Student and Instructor Introductions
1.2 ITIL Foundation Course
1.3 Course Learning Objectives
1.4 Course Agenda
1.5 ITIL Qualification Scheme
1.6 Exercise The Arora Family
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UNIT 3: SERVICE LIFECYCLE

3.1 The Service Lifecycle
3.2 Basic Concepts of Service Strategy
3.3 Basic Concepts of Service Design
3.4 Basic Concepts of Service Transition
3.5 Basic Concepts of Service Operation
3.6 Basic Concepts of Continual Service Improvement
3.7 Exercise The New Swimming Pool
3.8 Module Summary
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UNIT 5: SERVICE DESIGN

5.1 Basic Concept of Service Design
5.2 Principles and Models of Service Design
5.2.1 Service Solutions for New or Changed Services
5.2.2 Management Information Systems and Tools
5.2.3 Technology Architectures and Management Architectures
5.2.4 Processes Required
5.2.5 Measurement Methods and Metrics
5.3 Processes of Service Design
5.3.1 Design Coordination
5.3.2 Service Level Management
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UNIT 4: SERVICE STRATEGY

4.1 Basic Concepts of Service Strategy
4.2 Principles and Models of Service Strategy
4.3 Processes of Service Strategy
4.3.1 Service Portfolio Management
4.3.2 Financial Management for IT Services
4.3.3 Business Relationship Management
4.4 Module Summary
4.5 Test Questions for Service Strategy
Copyright 2012, ITpreneurs Nederland B.V. All rights reserved.
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UNIT 6: SERVICE TRANSITION

6.1 Change Management
6.2 Service Asset and Configuration Management
6.3 Release and Deployment Management
6.4 Transition Planning and Support
6.5 Knowledge Management
6.6 Exercise Crossword
6.7 Module Summary
6.8 Test Questions for Service Transition
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UNIT 7: SERVICE OPERATION

7.1 Event Management
7.2 Incident Management
7.3 Request Fulfilment
7.4 Problem Management
7.5 Access Management
7.6 Service Operations Functions
7.6.1The Service Desk Function
7.6.2 The Technical Management Function
7.6.3 The Application Management Function
7.6.4 The IT Operation Management Function
7.7 Exercise Complaint Handling and Service Recovery
7.8 Module Summary
7.9 Test Questions for Service Operation
UNIT 8: CONTINUAL SERVICE IMPROVEMENT
8.1 Basic Concepts of CSI
8.2 Principles and Models of CSI
8.3 CSI Process
8.5 Module Summary
8.6 Test Questions for Continual Service Improvement
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UNIT 10: EXAM PREPARATION
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UNIT 9:TECHNOLOGY AND ARCHITECTURE

9.1 Service Automation
9.2 Competence and Skills for Service Management
9.3 Competence and Skills Framework
9.4 Training
9.5 Module Summary
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APPENDIX B: GLOSSARY
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APPENDIX A: CASE STUDY
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MOCK EXAM
APPENDIX C: ANSWERS
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APPENDIX D: APM GROUP SYLLABUS
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APPENDIX E: ADDITIONAL INFORMATION
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APPENDIX F: KEPNER-TREGOE METHODOLOGY
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APPENDIX G: RELEASE NOTES
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FEEDBACK
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5.3.3 Service Catalogue Management

5.3.4 Availability Management
5.3.5 Information Security Management
5.3.6 Supplier Management
5.3.7 Capacity Management
5.3.8 IT Service Continuity Management
5.5 Module Summary
5.6 Test Questions for Service Design
LIST OF ICONS
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Refers to content that is meant for the instructor to lecture in class
Refers to content that is meant for the student to read on his/her own in class or at
home
Refers to information items that are not covered by the instructor in class but help the
student understand a particular topic in detail
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Refers to a Scenario-Based Activity that the student must do in class or as homework

after the completion of a topic or in between a topic
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Refers to items or contents that are given in a step-by-step-instruction or checklist format
Refers to an important snippet of information that the instructors should remember to

touch upon while conducting an activity or during a lecture
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Refers to the simplification of content that was previously difficult to understand or

confusing
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Refers to an extra piece of information that is not very important but still good to know
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Refers to light, conversational snippets of information or that the instructor can use in
class to break the monotony of a serious and tedious lecture
Refers to space for the students to take notes
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Refers to general-knowledge-based information that the instructor can use to provide

relief to students during a serious or tedious classroom lecture
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www.ITpreneurs.com
Follow us
Before you start the course, please take a moment to:
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Like us on Facebook
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"Add us in your circle" on Google Plus
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"Link with us" on Linkedin
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Follow us on Twitter
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"Watch us" on YouTube
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http://www.youtube.com/user/ITpreneurs
Copyright 2012 ITpreneurs. All rights reserved
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Free ITIL First Aid Kit
The ITIL First Aid Kit (retail value $50) is an essential toolkit for effective
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utilization of an IT Infrastructure Library (ITIL) for any organisation. It
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provides guidelines for areas to pay particular attention to and possible
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strategies to include in your program approach.
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Essential Information for professionals

and organisations using ITIL
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Please scan the QR code below to download your free ITIL First Aid Kit.
itilfakpromo.itpreneurs.com
ITIL and IT Infrastructure Library are registered trade marks of the Cabinet Office.
itil fak.indd 3
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Acknowledgements
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We would like to sincerely thank the experts who have

contributed to the shaped ITpreneurs ITIL Foundation.
Authors / Subject Matter Experts

y P J Corum - Quality Assurance Institute
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y Cesar Augusto Monteiro - IT Partners, Brasil

y Sergio Rubinato Filho - CA (CA Education), Brasil
y Service Management Art, Calgary, Canada
y Brian Bourne - Compagnie Gnrale de
Communication
y Cazzy Jordan - General Dynamics Information
Technology
y Marcel Foederer - ITpreneurs
Review Board Members :

y Per Ivar Lillebrten - Ciber
y Fatih Celen - Impetus Consulting
y Michael D Costigan - CSC
y Lars Kristian Larsen - KMD
y Erik Bartholdy - KMD
y Bartosz Kozakiewicz - Conlea
y Jrgen Letager Hansen - berg
y Krzysztof Kozakiewicz - Conlea
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Module1
COURSE INTRODUCTION
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DURATION: 1 HOUR AND 15 MINUTES
S HA R E
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Learning Objectives
DISCUSS
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Course Agenda
OUTLINE
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ITIL Qualification Scheme
Case Study
THE
ROYAL
CHAO PHRAYA
HOTEL
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INTRODUCE
| COURSE INTRODUCTION| ITIL FOUNDATION | INSTRUCTOR |
1.1 STUDENT AND INSTRUCTOR INTRODUCTIONS

ITIL Foundation Course
Course Introduction
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Student and Instructor Introductions
Your name.
Your profession.
Your role.
Your background in IT.
Your familiarity with the IT Infrastructure Library (ITIL).
What you expect to learn over the next three days.
1.1
Coming Up
1.2
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Student and Instructor Introductions
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Just Concluded
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We would like to hear about you. Please share with the class:
| INSTRUCTOR | ITIL FOUNDATION | COURSE INTRODUCTION |
1.2 ITIL FOUNDATION COURSE

Course Introduction
Continual
Service
Improvement
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The Service Lifecycle
Service
Strategy
Service
Operation
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Service
Design
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Service
Transition
ITIL = Information Technology Infrastructure Library
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The Service Lifecycle
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Adapted from The ITIL Service Lifecycle Crown Copyright 2011 Reproduced under licence from Cabinet Office
1.2
Just Concluded
This course will guide the students in understanding the basic concepts of IT Service Management (ITSM), as described
in the five stages of the Service Lifecycle; that is, Service Strategy, Service Design, Service Transition, Service Operation,
and Continual Service Improvement (CSI). These stages will be dealt with in detail in subsequent modules.
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Coming Up
1.3
Course Learning Objectives
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1.3 COURSE LEARNING OBJECTIVES

Course Introduction
At the end of this course, you will gain the knowledge and skills to:
Comprehend Service Management as a practice.
Understand the Service Lifecycle.
Know the generic concepts and definitions.
Understand the key principles and models used behind selected processes.
Identify the selected processes.
Understand the selected functions and roles.
Comprehend the technology and architecture of the Service Lifecycle.
Comprehend competence and training.
Just Concluded
Coming Up
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1.3
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Course Agenda
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1.5 ITIL QUALIFICATION SCHEME

Course Introduction
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ITIL Qualification Scheme and Credit Assignment
Service Strategy
SD
Service Design
ST
Service Transition
SO
Service Operation
CSI
Continual Service Improvement
OSA
Operational Support and Analysis
PPO
Planning, Protection, and Optimization
RCV
Release, Control, and Validation
SOA
Service Offerings and Agreement
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Legend
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Qualification Scheme
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Cabinet Offices Official Accreditor The APM Group Limited 2011
The purpose of the ITIL Foundation Certificate in ITSM is to certify students who have gained knowledge of the
terminology, structure, basic concepts, and main principles of ITIL practices for Service Management.The ITIL Foundation
Certificate in ITSM will guide the students to apply the ITIL practices for Service Management in the real world. After
the students pass the certification exam, they will gain credits of two points.
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1.5
Just Concluded
Coming Up
1.6
Exercise The Arora Family
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ITIL Qualification Scheme
1.6 EXERCISE THE ARORA FAMILY

Course Introduction
We are pleased to introduce the Royal Chao Phraya Hotel case study.
The case study will be used for various exercises throughout this course.
Please take the specified time to read through the case study.
The case study will be followed by our first exercise.
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The Royal Chao Phraya Hotel
Learning Focus
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This exercise is intended to introduce the students to some of the basic concepts of Service Management.
Learning Methodology
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The intent of this exercise is not to achieve a correct result at this stage, but to:
Introduce some of the basic concepts of Service Management.

Address the knowledge of some of those students who presume to know ITIL best practices based on their
previous operational experience.
Review some of the key points below with the students at the close of the exercise:
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There is no distinction between Request Fulfillment, Incident Management, and the business.
Kit didnt register the Incident or check whether other people had earlier reported the same Incident in that
room or on that floor.
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The receptionist didnt check if the Incident was resolved.

There was inadequate reaction to early checkout. The lost revenue is much greater than $19.
There was no linking of the similar Incidents faced by both Mr. Brock and Mr. Arora.
There is a damage caused by inconsistent compensation for a similar event.
There has been no Change Management on maintenance work and its effects on services.
There is no Configuration Management.
There is poor service-oriented communications.
Delivery Instructions
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Instruct the students to read the exercise on their own. Ask them to underline or highlight the identified errors
that could be corrected through the application of Service Management practices.
Exercise
The Arora family arrived at the Royal Chao Phraya Hotel, enthusiastic about their upcoming stay. Mr. Arora checked in
while his wife and two children, Ajay and Shalini, waited patiently in the lobby. It took some time to check the family in
because the receptionist was first dealing with a lengthy complaint from another guest about her shower not having
hot water and then handling continual interruptions on the telephone from people calling to ask about the availability
of rooms for the upcoming Songkraan festival.
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After about 10 minutes, the Arora family was ready to go to their room, 1711. Their bellhop, Warit, led the way.
When they reached the room, they found it stifling hot and musty. They turned on the air-conditioning, but it seemed
ineffective. Mrs. Arora was quite upset and instructed her husband to get another room immediately. They had not
escaped the heat of Mumbai to stay in an oven in Bangkok!
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Mr. Arora returned to the reception and again waited in line while people were checked in. He spoke to the frontdesk agent, Kit, and informed her of the situation. Kit was very nice and explained, As the room hasnt been used for
a few days, it takes some time for the air-conditioning to take effect. I suggest that you close the curtains, take some
refreshments at the Sugar Reef bar, and return in 20 minutes. Here is a beverage coupon for $20 as compensation for
the inconvenience.
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Mr. Arora begrudgingly agreed and took his family for a refreshing drink at the Sugar Reef bar. The front desk heard no
more from him until he came to check out the next day. Oh, you are leaving a day early, Mr. Arora?
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Yes, he replied, the room was too hot for my wife and even though conditions improved slightly during the course
of the evening, my wife really wants to move to the Mandarin Oriental today.
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Oh, I am sorry to hear that! I do hope that you will return and that next time, your experience will be much better. As
a token of our apologies, I have removed from your bill the $19 charged for the video game you ordered.
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Mr. Arora thanked her for the token of goodwill and headed for the front of the lobby to wait for his car to be pulled up
from the garage. While waiting, Mr. Arora heard another guest talking to Sonny Singh, the Concierge. Ive been coming
here for years, Sonny; I am so upset that this stay was ruined by the stifling heat in my room.
Did you complain about it to Mr. Van Rijn, Mr. Brock? Sonny asked. No, answered Mr. Brock, Dimitri is away for the
day.
But at least they gave you some compensation, sir?
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Yes Sonny, they gave me the room free, but that didnt solve the problem, did it?
Well, I guess saving $250 is some consolation, Mr. Brock. Maybe Sonny maybe.
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Mr. Arora was astonished to hear this and felt quite discouraged. He was just glad that his wife had not heard this story.
Maybe he hadnt complained enough! The hotel certainly hadnt offered him any such compensation. Now he knew
that the move to a new hotel was the right step.
Meanwhile, Sonny wandered back to the front desk and found the receptionist, Apple, chatting with Pap.
Apple, I just heard that there is a problem with the air-conditioning on the 17th floor. Is someone working on that?
Oh, you must have spoken to Mr. Arora. He was a bit upset, but I think I satisfied him by compensating his bill.
No, it wasnt Mr. Arora, it was Mr. Brock and he is still upset.
Thats strange, said Pap, I had told Kit yesterday that we were doing maintenance on the 17th floor and that we might
lose some suction power on the air-conditioning units.
Did you tell her to block the rooms, Pap? asked Sonny. No, but I thought that would have been obvious, wouldnt it?
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Meanwhile, the Aroras drove away in their chauffeured car.
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Module 2
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SERVICE MANAGEMENT
AS A PRACTICE
DURATION: 1 HOUR AND 45 MINUTES
SHARE
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Learning Objectives
Challenges in an IT
Organization
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OUTLINE
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IDENTIFY
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ITIL as a Good Practice
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Service | Service
Management
| Functions | Processes
VALUE
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DEFINE
BUSINESS
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| SERVICE MANAGEMENT AS A PRACTICE | ITIL FOUNDATION | INSTRUCTOR |
Module Introduction
Service Management
as a Practice
Learning Objectives
At the end of this module, you will be able to:
the concept of best practices in the public domain
the concept of service Management and IT Service Management (ITSM)
the importance of functions and processes in an organization
a process model and its characteristics
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Describe:
Identify:

Stakeholders in service management
and explain types of customers
Define:
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and explain the concept of Service and types of Services
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General Concepts
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2.1 BEST PRACTICES IN THE PUBLIC DOMAIN
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Best Practices in the Public Domain
Service Management
as a Practice
Best practices are successful innovations that organizations implement to

close gaps in customer needs and Service quality.
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ITIL is the popularly accepted and trusted source of best practices for IT
Service Management (ITSM).
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Sources for best practices include:

Public frameworks (for example, ITIL, COBIT, and CMMI)
Standards (for example, ISO/IEC 20000 and ISO/IEC 27001)
Proprietary knowledge (for example, vendors, individuals,

and organizations)
Are public good practices more attractive than proprietary ones?
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| INSTRUCTOR | ITIL FOUNDATION | SERVICE MANAGEMENT AS A PRACTICE |
General Concepts
Service Management
as a Practice

Employees
Industry practices
Sources
(generate)
Customers
Academic research
Suppliers
Training and education
Advisers
Technologies
Substitutes
Drivers
(filter)
Enablers
(aggregate)
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Internal experience
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Standards
Competition
Regulators
Compliance
Commitments
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Customers
Scenarios
(filter)
Knowledge fit for business

Objectives, context and purpose
Adapted from Sources of Service Management best practices Crown Copyright 2011 Reproduced under licence from Cabinet Office
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Organizations should maintain and share public frameworks and standards along with
proprietary knowledge to be at an advantage with competition and to be able to collaborate
and coordinate easily across organizations.
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Best practices are successful innovations that organizations implement to close gaps in customer needs and Service
quality. Organizations set standards against competitors and try to close the gaps in its capabilities. Setting standards
helps organizations improve Service quality and meet customer requirements for Services. Sources for best practices
are listed on the slide.
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Public frameworks and standards are more attractive than proprietary knowledge because of the following
reasons:
Proprietary Knowledge
Public Frameworks
Proprietary knowledge:
Public frameworks and standards:
Is characteristic of a local and

specific requirement of the
business. As a result, unless an
organization is aware of such
knowledge, this knowledge can
become ineffective in its usage.
Becomes a public framework
only when owners of this
knowledge agree to making
the proprietary knowledge
public through commercial
terms, such as purchases and
license agreements. Owners of
proprietary knowledge expect
rewards for their knowledge and
investments.
Are validated across diverse

environmental contexts and are not
limited to a single organization. Multiple
organizations, disciplines, partners,
supplier, and competitors examine these
frameworks and standards. Some wellknown frameworks and standards are:
o
ITIL
LEAN
Six Sigma
COBIT
CMMI
PRINCE2
PMBOK
ISO 9000
ISO/IEC 20000
ISO/IEC 27001
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Is often unstated, undocumented,

and deeply rooted in an
organization. As a result,
adoption, duplication, and transfer
of proprietary knowledge are
difficult without the cooperation
of the owners.
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(Source: Service Strategy book)
Just Concluded
2.2
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Coming Up
2.1
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Are more widely found among a

large community of professionals, for
example, public training and certification.
Organizations can acquire public
knowledge through the labor market.
2.2 ITIL AS A GOOD PRACTICE

General Concepts
Service Management
as a Practice
Continual
Service
Improvement
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ITIL as a Good Practice ITIL Core
Service
Strategy
Service
Design
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Service
Operation
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Service
Transition
ITIL = Information Technology Infrastructure Library
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Adapted from The ITIL Service Lifecycle Crown Copyright 2011 Reproduced under licence from Cabinet Office
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ITIL adapts all common frameworks of practices and unites all domains of IT Service provision to deliver value to
business. ITIL is the most practical approach to Service Management. Some characteristics that make ITIL a global
success are:
It is vendor-neutral: ITSM practices are not based on any specific platform of technology or industry. It is
also not tied to any commercial proprietary practice or solution but is owned by the UK government. As a
result, ITIL is applicable to any IT organization.
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It is non-prescriptive: ITIL is applicable to all IT Service organizations and their customers because of its
robust, established, and time-tested practices. ITIL continues to be useful and applicable in public and private
sectors; internal and external Service Providers, small, medium, and large enterprises; and within any technical
location.
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It is best practice: ITIL embodies the learning experiences and thoughts of leaders who provide best
Services to customers across the globe.
Because ITIL describes practices that allow organizations to deliver profits, Return on Investment (ROI), and continuous
success, many organizations adopt ITIL to:
Deliver value for customers through services
Integrate the strategy for services with the business strategy and customer needs
Measure, monitor and optimize IT services and service provider performance
Manage the IT investment and budget
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Manage risk
Manage knowledge
Manage capabilities and resources to deliver services effectively and efficiently
Change the organizational culture to support the achievement of sustained success
Improve the interaction and relationship with customers
Coordinate the delivery of goods and services across the value network
Optimize and reduce costs.
Just Concluded
2.2
Coming Up
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2.3
Concept of Service
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Enable adoption of a standard approach to service management across the enterprise
2.3 CONCEPT OF SERVICE

General Concepts
Service Management
as a Practice
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Concept of Service
Service: A means of delivering value to customers by facilitating outcomes customers

want to achieve without the ownership of specific costs and risks.
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Services are a means to deliver value to customers by enabling what the customer wants to achieve (outcomes)
without taking any ownership of costs and Risks. All Services have a Service cost when they become operational, which
is reflected as Return on Investment (ROI) and Total Cost of Ownership (TCO), and this cost must be managed. To
avoid taking ROI and TCO Risks, the customers look to Service Providers to satisfy their need for those Services. The
Service Provider, on the other hand, provides those Services according to the requirements of the customers. In doing
so, the Service Provider does not expose all costs and Risks that the customer wants to avoid but only exposes the
overall cost or price of a Service to the customer. These costs and Risks include all costs and Risk-mitigation measures
of the Service Provider. The customer finally compares the cost and reliability of the Service offered and then buys the
Service. Some constraints associated with Services are regulation, lack of funding or capacity, or technology limitations.
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General Concepts
Service Management
as a Practice
Concept of Service
Types of Services
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The types of services are divided into internal and external.
Internal
Services
Delivered between
departments or business units
in the same organization
External
Services
Delivered to external
customers
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Services
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Services should be differentiated as internal and external to help organizations differentiate between Services that
support an internal activity and those that essentially help realize business outcomes.
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General Concepts
Service Management
as a Practice
Types of Services
External
customer
External
customer
External
customer
External
customer
The business
Business unit
(internal customer)
Business unit
(internal customer)
IT
IT department
External
customer
IT department
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IT department
External
customer
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rin
t
Concept of Service
External customer-facing services

IT Services
ot
Internal customer-facing services

Supporting services (internal)
Business services and products provided by other business units
Adapted from Internal and External Services Crown Copyright 2011 Reproduced under licence from Cabinet Office
ia
l-
Sa
pl
at
er
The figure on the slide shows the difference between internal and external services for an IT Service Provider. Services
can be classified as core, enabling or enhancing and are further explained in the subsequent slides.
19
General Concepts
Service Management
as a Practice
Concept of Service
IT Services
ep
rin
t
From the perspective of an IT service provider, an IT service is of three types.
Enabling
Services
ia
l-
Enabling
Services
ot
Enhancing
Services
(option)
Core
Services
fo
rR
Customer
er
IT Services
It can be further classified into:
at
Is made up of information technology, people, and processes. An IT Service Provider provides this Service to one or
more customers to support its business processes.
Core Services: Represent the value that the customers need and for which they are willing to pay. They
deliver the basic outcomes that are needed by one or more customers. Core Services represent the value
proposition for the customer and provide the base for their continued utilization and satisfaction.
pl
Enabling Services: Are Services that are required to deliver a core Service. They are the basic factors
that allow the customers to receive the real Service. As a result, customers may not perceive these Services
as Services in their own right because the Services may or may not be visible to them.
Sa
Enhancing Services: Are Services that are added to a core Service to attract customers to buy a Service.
They are not crucial to the delivery of a core Service because they are only added as excitement factors.
20
The table shows the three types of IT Services.

Type of service
Definition
Description
ep
rin
t
Supporting services are defined to allow IT teams to

identify the interdependencies between IT components.
They will also show how these components are used to
deliver internal and external customer-facing services.
Supporting services enable IT processes and services,
but are not directly visible to the customer.
fo
rR
Some IT teams view recipients of supporting services

as customers. Although this promotes good service
quality, it is also misleading. Supporting services only
exist to be combined with other supporting services
to produce customer-facing services. If they cannot,
they are of no value and their existence should be
questioned.
There can be no service level agreements for

supporting services as they are all internal to the same
department. Instead, the performance of supporting
services should be managed using operational level
agreements.
It should be noted that Figure 3.5 only refers to
services originating inside the organization. In some
cases supporting services are sourced from outside
the organization. In these cases they are managed in
the same way as other supporting services, but using
underpinning contracts rather than operational level
agreements.
l-
ot
Supporting service,
sometimes called
an infrastructure
service, although
they are often
broader than just
infrastructure
A service that is
not directly used by
the business, but is
required by the IT
service provider so
they can provide
other IT services for
example, directory
services, naming
services, the network
or communication
services.
ia
An IT service that
directly supports
a business process
managed by another
business unit for
example, sales
reporting service,
enterprise resource
management.
e
pl
m
An IT service that
is directly provided
by IT to an external
customer for
example, internet
access at an airport.
Sa
External customerfacing service
Internal customer-facing services rely on an integrated

set of supporting services, although these are often not
seen or understood by the customer or user.
Internal customer-facing services are managed
according to service level agreements.
An external customer-facing service is available to
external customers and is offered to meet business
objectives defined in the organizations strategy.
at
er
Internal customerfacing service
An internal customer-facing service is identified and

defined by the business. If it cannot be perceived by the
business as a service, then it is probably a supporting
service.
An external customer-facing IT service is also a business

service in its own right, since it is used to conduct the
business of the organization with external customers.
Depending on the strategy of the organization,
the service is either provided free of charge (many
government agencies provide services to the public
for no fee), or it is billed directly to the person or
organization using the service. In other cases, the
service may be provided free to the customer, but paid
for by a third party, such as an advertiser or sponsor.
These services are managed using a contract even a
simple online agreement constitutes a contract of sale
and purchase with terms and conditions.
21
General Concepts
Service Management
as a Practice
Concept of Service
Internal
Customers
People or departments
working in the same
organization
External
Customers
People not employed by

the organization or
separate legal entities
10
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l-
ot
fo
rR
Customer
ep
rin
t
Types of Customers
er
Types of Customers
at
Customers can be both internal and external. Both internal and external customers must be given an agreed level of
Service along with the same customer Service levels. Given below is an example of both types of customers.
Internal
..the marketing department is an internal customer of the IT organization because it uses IT services. The head of
marketing and the CIO both report to the chief executive officer (CEO). If IT charges for its services, the money paid is an
internal transaction in the organizations accounting system i.e. not real revenue.
pl
External
an airline might obtain consulting services from a large consulting firm. Two-thirds of the contract value is paid in cash,
and one-third is paid in air tickets at an equivalent value.
Sa

T
Just Concluded
2.3
Concept of Service
22
Coming Up
2.4
Concept of Service Management
2.4 CONCEPT OF SERVICE MANAGEMENT

General Concepts
Service Management
as a Practice
ep
rin
t
Service Management: A set of specialized organizational capabilities for providing

value to customers in the form of services.
fo
rR
Service Management:
Is a set of specialized organizational capabilities that provides value to customers in the form of
Services.
Is a professional practice that is globally supported by qualification schemes and standards.
Must transform capabilities and resources into valuable Services.
11
er
ia
l-
ot
at
Service Management is a set of specialized organizational capabilities that provides value to customers in the form of
Services. It is a professional practice that is supported by a vast body of knowledge, experience, and skills. The core of
Service Management lies in the act of transforming capabilities and resources into valuable Services. An organization
without appropriate Service Management in place will not have the required capabilities that can transform resources
that by themselves have low intrinsic value for customers. On the other hand, if a Service Providers capabilities are
mature, the quality of Service that the customers wants will be produced in a timely and cost-effective manner.
Capabilities:
pl
Take the form of functions and processes for managing Services over a Lifecycle.
Sa
Represent an organizations capacity, competency, and confidence for action.
23
General Concepts
Service Management
as a Practice
Challenges of Service Management

They are intangible in nature.
The demand for capability is tightly linked to the assets of the customer.
They involve high level of contact for Service producers and consumers.
The Service output and Service capacity are perishable.
12
ia
l-
ot
fo
rR
ep
rin
t
Some challenges of Service Management capabilities are:
er
Some challenges of Service Management capabilities are:
They are intangible in nature. Capabilities are difficult to measure, control, and validate.
at
The demand for capability is tightly linked to the assets of the customer. Customers and customer assets, such
as processes, applications, documents, and transactions, arrive with demand and enhance the production of
Services.
They have a high level of contact for Service producers and consumers. The absence of buffer between the
creations of the Service Providers Service and the customers consumption of that Service makes Service
Management capabilities difficult to achieve.
Service Management had its origins in the airlines, banking, hotel, and phone businesses. It is
now adopted by IT as a Service-oriented approach to manage applications, infrastructure, and
processes.
Sa
pl
The Service output and Service capacity are perishable. Service Providers need to ensure that they provide
a steady supply of demand from customers and assure the customers of a consistent and quality Service.
24
General Concepts
Service Management
as a Practice
ep
rin
t
Concept of IT Service Management
IT service management (ITSM): The implementation and management of quality IT

services that meet the needs of the business. IT service management is performed by IT
service providers through an appropriate mix of people, process and information
technology.
13
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ot
fo
rR
er
ITSM
Sa
pl
at
The meaning of IT keeps changing depending on the various perspectives of the business and people. As a result, these
perspectives need to be recognized and balanced to communicate the value of ITSM and to know the context for how
the business looks at the IT organization.
25
General Concepts
Service Management
as a Practice
Concept of IT Service Management
A category of
services utilized by
business and treated
as an expense
A collection of
systems, applications
and infrastructures
fo
rR
IT Service
Management
ep
rin
t
IT Service Management Meanings
An organization
with its own set of
capabilities and
resources
14
er
Some meanings of ITSM are:
ia
l-
ot
A category of
business assets and
is treated as an
investment
at
IT is a collection of systems, applications and infrastructures which are components or sub-assemblies of a larger
product. They enable or are embedded in processes and services.
IT is an organization with its own set of capabilities and resources. IT organizations can be of various types such
as business functions, shared services units and enterprise-level core units.
IT is a category of services utilized by business. The services are typically IT applications and infrastructure that are
packaged and offered by internal IT organizations or external service providers. IT costs are treated as business
expenses.
pl
IT is a category of business assets that provide a stream of benefits for their owners, including, but not limited to,
revenue, income and profit. IT costs are treated as investments.
Sa
Using the principles of Service Management, all IT organizations must act as Service Providers to make sure that
organizations deliver the needs of the customers. To carry out ITSM effectively and efficiently, IT Services should be
managed from the business perspective.
The IT Service Provider must communicate to the customer if the Services required cannot be delivered according to
the agreed level of performance or cost.To know that a good relationship exists between an IT Service Provider and its
customers, the IT Service Provider needs to maintain a balance between the three aspects listed below.The aspects are:
The customer receives an IT Service that meets its needs.
The IT Service is at an acceptable performance level.
26
The cost of the IT Service is affordable.

According to ITIL, an IT Service Provider is defined as someone who provides IT services to
internal or external customers.
General Concepts
Service Management
as a Practice
fo
rR
Concept of Stakeholders in Service Management
ep
rin
t
A Service Level Agreement (SLA) documents agreements between an IT Service Provider

and a customer. It lists the IT Services, defines the Service level targets, and identifies the
responsibilities of the IT Service Provider and the customer. A single SLA can cover multiple IT
Services or customers.
Teams
Internal Stakeholders
Functions
Functions, groups, and teams deliver the

services within the organization.
Customers
ot
Groups
External Stakeholders
l-
Customers buy goods and services.
Users use IT services directly and on a dayto-day basis.
ia
Users
Suppliers are third parties that supply goods

and services.
er
Suppliers
at
15
Stakeholders in Service Management
pl
Stakeholders are important to an organization, project, or Service.They are interested in the activities, targets, resources,
or deliverables from Service Management. Some examples of stakeholders are organizations, Service Providers,
customers, consumers, users, partners, employees, shareholders, owners, and suppliers.
Sa
Stakeholders internal to the Service Provider organization are the functions, groups, and teams that are involved in
the delivery of Services. On the other hand, stakeholders external to the Service Provider organization are customers,
users, and suppliers.
Internal stakeholders are functions, groups, and teams that deliver Services.
27
External stakeholders are:
Customers
Buy goods or Services.
ep
rin
t
Define and agree to the Service level targets.
Users
Are people who use the Service every day.
Use IT Services directly.
Are sometimes customers who use these Services.
fo
rR
Suppliers
Are third parties who are responsible for supplying the goods or Services needed for delivering IT Services.
Examples are commodity hardware and software vendors, network and telecom providers, and organizations
that outsource Services
R
2.4
Coming Up
2.5
Processes and Functions
Sa
pl
at
er
ia
l-
ot
Just Concluded
28
2.5 PROCESSES AND FUNCTIONS

General Concepts
Service Management
as a Practice
ep
rin
t
Process: A process is a structured set of activities designed to accomplish a

specific objective. A process takes one or more defined inputs and turns them
into defined outputs.
16
er
ia
l-
ot
fo
rR
Sa
pl
at
Processes are measurable and performance driven. They help managers measure cost, quality, and other variables and
help practitioners measure duration and productivity. Processes must also meet the expectations of all internal or
external customers. A process exists to deliver a specific, identifiable, and countable result.
29
General Concepts
Service Management
as a Practice
pecific results:
ustomers:
Cost, quality, duration, productivity, and so on
Delivery of a specific result
Individually identifiable and countable
Delivery of results to a customer or stakeholder
Meeting customer expectations
Could be internal or external
Traceable to a specific trigger
17
The characteristics of processes are:
er
Characteristics of Processes
ia
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espond to a specific event:
Performance driven
fo
rR
easurable:
ot
ep
rin
t
Process Characteristics
at
They are measurable: A process is driven by performance because managers measure cost, quality, and
other variables while practitioners are concerned with duration and productivity.
They give specific results: A process exists to deliver a specific result that is individually identifiable and
countable. However, it is not possible to count the number of completed Service Desks as compared to the
number of Changes.
pl
They are customer-oriented: The result of each process is delivered to a customer or stakeholder, who
may be internal or external to the organization. The process must meet the expectations of the customer or
stakeholder.
They respond to specific events: A process whether ongoing or iterative should be traceable to
a specific trigger.
Sa
Delivery Notes
Ask the learners to remove all the as from the word MaSaCaRa, or memorize the phrase Mary Sells
Custom Rings, to get essence of the characteristics of processes.
30
General Concepts
Service Management
as a Practice
Process control
Triggers
Process policy
Process owner
Process objectives
Process
documentation
Process feedback
Process metrics
Process activities
Process procedures
Process inputs
fo
rR
Process
ep
rin
t
Process Model
Process roles
Process improvements
Process work instructions
Process outputs
Including process
Reports and reviews
Process enablers
ot
Process
capabilities
Process resources
18
ia
l-
Adapted from Process Model Crown Copyright 2011 Reproduced under licence from Cabinet Office
er
Process Model
at
In the diagram, a process is shown as a set of structured activities designed to accomplish a specific objective.There are
clearly defined inputs, activities, and results, along with documented process roles and a continual improvement loop.
A trigger, which may be an input or an Event, initiates a process or an activity within a process. For example, Service
failure may trigger the Event Management and Incident Management processes.
pl
To deliver outputs that are reliable, a process can consist of any of the roles, responsibilities, tools, and management
controls. Organizations should document and control the processes once you define them. A process that is in control
can be repeated and managed. Consequently, you should build measurements and metrics into the process to control
and improve it. Organizations should ensure that they incorporate process analysis, results, and metrics regularly in the
management reports and process improvements.
Sa
In other words, processes are measurable and performance driven.They help managers measure cost, quality, and other
variables and help practitioners measure duration and productivity. Processes must also meet the expectations of all
internal or external customers. A process exists to deliver a specific, identifiable, and countable result.
31
General Concepts
Function: A function is a team or group of people and the tools they use to
perform one or more processes or activities."
Functions:
Provide structure and stability to organizations.
Are self-contained units of organizations, with their own capabilities and resources.
Rely on processes for cross-functional coordination and control.
Have their own knowledge base, built from experience.
Can result in functional silos if there is a lack of coordination or an inward focus.
19
ia
l-
ot
fo
rR
ep
rin
t
Service Management
as a Practice
Sa
pl
at
er
According to ITIL, a function is a team or group of people and the tools it uses to perform one or more processes or
activities. A function also has the specialized resources needed to generate the desired outcomes. In large organizations,
functions maybe divided and performed by several departments and teams, and groups or functions can also be
embedded within a single organizational unit, such as the Service Desk. On the other hand, in small organizations, an
individual or a group can perform multiple functions, for example, a technical management department performing the
functions of a Service Desk.
32
General Concepts
Service Management
as a Practice
Functions
People performing similar

activities on different
technologies into different
organizational structures or
different companies
ep
rin
t
Group
Team
Based on hierarchical
reporting structure, where
managers are responsible
for the execution of the
activities
Team members can work

virtually or in multiple
locations towards a mutual
objective but not in the
same organization structure
Functions
Division
fo
rR
Department
20
ia
l-
ot
Comprises of a number of
departments being grouped
together, geographically or
product wise
Different Functions
at
er
For a successful Service Lifecycle, you should clearly define the roles and responsibilities that are needed to perform
the processes and activities in each stage of the Lifecycle. You should establish, manage, and assign roles to individuals
and to suitable structures of the organization, such as teams, groups, or functions. The groups, teams, departments, and
divisions can be defined as:
Group
Are a number of people who have similarities with one another.
Refer to people who perform similar activities although they may work on different technologies or report
into different organizational structures or even different companies.
pl
Are not formal organizational structures but define common processes across organizations.
Team
Are formally organized and recognized groups.
Sa
Are people working together but not in the same organization structure to achieve a common objective.
Can be co-located or work in multiple locations and operate virtually.
Are useful for collaboration, for dealing with a temporary or transitional situation.
Department
Are formal organizational structures that perform a specific set of defined activities on a continuing basis.
Have a hierarchical reporting structure with managers being responsible for the execution of activities and
the daily management of departmental staff.
33
Division
Refers to a grouped number of departments such as geographical or product line groupings.
Is self-contained generally.
General Concepts
Software
Development
fo
rR
IT Management
ep
rin
t
Service Management
as a Practice
Operations
Service Desk
Incident Management
ot
Problem Management
Desktop Support
Change Management
Change Manager Role
21
at
er
ia
l-
ORGANIZATIONAL MATRIX
Only the size, structure, and culture of an organization can actually determine if it is a function, role, activity, or set of
processes.
ITIL describes four functions Service Desk, Technical Management, IT Operations Management, and Application
Management in detail.
pl
The Service Desk acts as the Single Point of Contact (SPoC) for customers when there is a disruption in Services, for
Service Requests, or for Requests for Change (RFCs).
Technical Management provides the detailed technical skills and resources required to support continuing IT Services
operation and IT infrastructure management.
Sa
IT Operations Management executes the day-to-day live activities that are required to manage IT Services and the
supporting IT infrastructure. IT Operations Management also conducts IT operations control and facilities management.
Application Management manages applications throughout their Service Lifecycle. It supports and maintains live
applications and plays a crucial role in the design, testing, and improvement of applications that are part of IT Services.
T
Just Concluded
2.5
34
Coming Up
2.6
The RACI Model
2.6 THE RACI MODEL

General Concepts
Service Management
as a Practice
The RACI Model
ep
rin
t
RACI
RACI is an example of an authority matrix, which can be used within organizations to

indicate roles and responsibilities in relation to processes and activities.
1.0 Record
the RFC
2.0 Review
the RFC
Service
Desk
Change
Manager
3.0 Assess
and Evaluate
Change
CAB
ECAB
Change
Builder
Change
Tester
Etc.
C/I
22
ia
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R/A
Change
Coordinator
ot
Change
Sponsor
Customer
fo
rR
R = Responsible
A = Accountable
C = Consulted
I = Informed
er
The RACI Model
at
Organizations must clearly define all roles when designing a Service or a process. The RACI Model offers a close,
succinct, and easy way of tracking who does what in each process and allows speedy and confident decision making.
RACI is an acronym for what the four main roles should be:
Responsible: The person or people responsible for accurate execution or getting the job done.
Accountable: The person who has ownership of Service quality and the result. Only one person is
accountable for one task.
pl
Consulted: The people who are consulted and whose opinions are sought. Their involvement is through
input of knowledge and information.
Informed: The people who are kept updated on the progress of a Service. They receive information about
process execution and quality.
Sa
Some organizations use the RACI definitions but shift the order to Accountable, Responsible,
Consulted, and Informed (or ARCI). However, the meanings and usage of RACI continue to
be unchanged.
T
Just Concluded
2.6
The RACI Model
Coming Up
2.7
Roles and Responsibilities
35
2.7 ROLES AND RESPONSIBILITIES

General Concepts
Service Management
as a Practice
ep
rin
t
Role
fo
rR
A role is the set of responsibilities, activities, and authorities defined in a process and
assigned to a person or team.
Problem Analyst Role
Change Initiator Role
First-line Analyst Role
23
er
ia
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ot
Second-line Analyst Role
Sa
pl
at
A role is the set of responsibilities, activities, and authorities defined in a process and assigned to a person or team. One
person or team may have multiple roles, for example, the roles of Configuration Manager and Change Manager may
be performed by a single person or team, who should carefully assess this requirement and workload.
36
General Concepts
Service Management
as a Practice
ep
rin
t
Generic Roles
Process Owner Role
Service Owner Role
Is accountable for the overall

quality of the process.
Is accountable for the delivery of

a specific Service.
Is responsible for ensuring that

a process fits the purpose
Is responsible for the

sponsorship, design, and
Change Management.
Is responsible for the initiation,

transition, maintenance, support
and improvement of a specific
Service.
24
ia
l-
ot
fo
rR
er
Generic Roles
at
There are two generic roles in Service Management, Process Owner and Service Owner. These owner roles are not
necessarily dedicated resources.
A Process Owner:
Is accountable for the overall quality of the process and oversees the management of and compliance with
the processes, procedures, data models, policies, and technologies associated with the IT business process.
Is responsible for ensuring that a process is fit for purpose and that all activities within the process are
performed.
pl
Is also responsible for the sponsorship, design, and Change Management of the process and its metrics.
Role is often assigned to the same person who performs the Process Manager role, but the two roles may
be separate in larger organizations.
Sa
A Service Owner:
Is accountable for the delivery of a specific Service, regardless of where the underpinning technology
components, processes, or professional capabilities reside.
Is responsible to the customer for the initiation, transition, and ongoing maintenance, support, and improvement
of a particular Service.
Interacts with the Process Owner throughout the Service Management Lifecycle.
37
General Concepts
Service Management
as a Practice
Generic Process Role
Process Manager Role
Carries out the role of process

owner and coordinates all
process activities.
Carries out one or more

activities of a process.
Can be combined to process

manager role or there may be
a possibility of a large number
of practitioners executing
different parts of the process.
For example a 2nd or 3rd line
analyst in the Incident
Management process.
fo
rR
Is accountable for the

operational management of a
process.
Process Practitioner Role
25
ia
l-
ot
ep
rin
t
Other generic process roles are the Process Manager and Process Practitioner.
er
A Process Manager:
Is responsible for the operational management of a process.
at
Is responsible for planning and coordinating all the activities required to perform, monitor, and report on the
process.
Role is performed, in some organizations, by several Process Managers, for example, regional or departmental
Change Managers or ITSCM Managers for each data center.
A Process Practitioner:
Is accountable for carrying out one or more activities of a process.
pl
Is joined with the Process Manager role in some organizations and for some processes. In other organizations,
huge numbers of practitioners carry out different parts of the process.
T
Just Concluded
2.7
Sa
38
Coming Up
2.8
Exercise The Lost Laundry
2.8 EXERCISE THE LOST LAUNDRY

DURATION: 30 Minutes
After a series of complaints about lost laundry, James has asked Dimitri to
review the entire laundry process. As a first step, Dimitri organizes a meeting
with Isabel OHara, who is the head of the front office; Mary, who is the head
of housekeeping; Reginald Jones, who is the account manager for the laundry
company; and your team of Service Management experts.
fo
rR
Dimitri has asked you to attend this meeting to kick-off the discussion.
ep
rin
t
INTRODUCTION
Learning Focus
This exercise is to demonstrate the students understanding of the definition of a service, the roles within Service
Management, and the use of RACI diagrams.
Learning Methodology
ot
Expected Results:
Laundry is a service because hotel guests want clean and/or pressed clothes without performing the activity themselves.
The consequences of poor service are passed on to the hotel and then to the laundry company, which also bears the
losses.
l-
The characteristics of the laundry process are:
at
The laundry needs to be presented with a correctly filled inventory list.

The laundry needs to be classified as urgent or normal.
The laundry should be picked up before a specific time.
All laundry picked up should be gathered at one place for pick-up.
All laundry should be picked up on time by the laundry company.
All laundry should be handled and processed in accordance with the clients wishes.
All laundry should be returned to the hotel on time.
All laundry should be distributed to the correct guestrooms by a specific time.
pl
er
Measurable activities include:
ia
The laundry service is triggered by a request from a guest to either housekeeping or the front desk.The students could
also have identified that there are perhaps three triggers for this service: guest requests, linen/towels, and staff uniforms.
Delivery Instructions
Sa
Divide the class into two groups (three, if you have a large class). Each group will then produce three answers each
in the students notes section. Ask each group to nominate one person to present their answers. Stimulate them
to discuss the answers based on the material in the curriculum.
Time should be limited to 20 minutes for discussion and preparation and 10 minutes for presentation and review.
Ask the students at least one question per presentation to ensure that they have the required knowledge.
Remember that this is a Foundation-level course, so comprehension is the goal of this exercise, not application.
39
Exercise
You choose the following agenda:
Which specific Event triggers the laundry service, what activities or results
are measureable, and what specific results are delivered to the customers?
Which of the attendees in the meeting should be the Process Owner,
Service Owner, and Process Manager; why will a RACI chart/matrix help
clarify everyones roles; and who is Responsible and who is Accountable?
Student Guidelines
You have 20 minutes to discuss and prepare your answers.
Sample Answer:
fo
rR
Appoint an individual to write down and present the teams answers.
ep
rin
t
Why is laundry a service?
There should be no complaints about missing or incorrectly handled clothes.

Specific results are:
ot
Clothes handled as requested

Customer satisfied
On-time delivery
To the right customer
l-
Correctly packaged
ia
Possible assigned roles are: Process Owner = Dimitri, Service Owner = Isabel, Process Manager = Mary
2.8
Coming Up
2.9
Module Summary
Sa
pl
Exercise The Lost Laundry
at
Just Concluded
er
RACI is an example of an Authority Matrix that documents the roles and relationships of stakeholders in a process or
activity.The accountability for the process lies with the process owner (Dimitri) because he controls the resources that
provide the valuable services to the customer. Everyone else is responsible for executing part of the process.
40
2.9 MODULE SUMMARY

General Concepts:
ep
rin
t
Good practices address the need to learn and adapt in dynamic business environments and improve
performance while managing trade-offs.
o
Customers pursue sourcing strategies that best meet their business interests while service providers
must ensure competitiveness.
Good practices are used to benchmark against peers and address gaps.
Sources are public standards and frameworks and proprietary knowledge.
fo
rR
The ITIL core set consists of Service Strategy, Service Design, Service Transition, Service Operation, and
Continual Service Improvement.
Services are a means of delivering value to customers by facilitating the outcomes that customers want to
achieve without the ownership of specific costs and risks.
Service Management is a set of specialized organizational capabilities for providing value to customers in
the form of services.
Processes and Functions:
ot
A process is a structured set of activities designed to accomplish a specific objective.
Process characteristics are Measureable, Specific results, deliver to Customers, and Respond to a specific
event.
A Process model facilitates understanding and helps articulate the distinctive features of a process.
Just Concluded
Coming Up
2.10
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2.9
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Functions are teams or groups of people and the tools they use to perform one or more processes or
activities.
Test Questions for Service

Management as a Practice
Sa
pl
at
Module Summary
41
2.10 TEST QUESTIONS FOR SERVICE MANAGEMENT AS A PRACTICE
Q1. What is the RACI model used for?

a) Documenting the roles and responsibilities of stakeholders in a process or activity
b) Defining requirements for a new Service or process
fo
rR
c) Analyzing the business Impact of an Incident
ep
rin
t
Official ITIL Accreditor 2011.This document is not to be reproduced or re-sold without express permission from the APM Group Ltd.This information is part of the official ITIL
sample examination paper.
Version 5.1 (Live) Owner Chief Examiner
Note: The students can find the answers in Appendix C.
d) Creating a balanced scorecard showing the overall status of Service Management

Correct Answer: a
Sa
pl
at
er
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ot
Rationale: RACI is a responsibility model used by ITIL to help define roles and responsibilities.
The Swirl logo is a trade mark of the Cabinet Office

ITIL is a registered trade mark of the Cabinet Office
ITIL Foundation Examination SampleA v5.1
This document must not be reproduced without express permission from The Accreditor.
42

ITL9328CL FoundationwROYALCaseStudy IG.r3.3.0 ITp Demo

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ITpreneurs Service Management

ITIL FOUNDATION COURSE

ITIL Foundation, Classroom course, release 3.3.0

Copyright 2012 ITpreneurs. All rights

ITIL is a registered trademark of the Cabinet Office.

Please note that the information contained in this material is

The Swirl logo is a trade mark of the Cabinet Office.

The language used in this course is US English. Our sources

All other text is based on Cabinet Office ITIL material.

Copyright 2012 ITpreneurs. All rights reserved

UNIT 2: SERVICE MANAGEMENT AS A PRACTICE

UNIT 1: COURSE INTRODUCTION

UNIT 3: SERVICE LIFECYCLE

UNIT 5: SERVICE DESIGN

UNIT 4: SERVICE STRATEGY

Copyright 2012, ITpreneurs Nederland B.V. All rights reserved.

UNIT 6: SERVICE TRANSITION

UNIT 7: SERVICE OPERATION

UNIT 10: EXAM PREPARATION

UNIT 9:TECHNOLOGY AND ARCHITECTURE

APPENDIX A: CASE STUDY

APPENDIX D: APM GROUP SYLLABUS

APPENDIX E: ADDITIONAL INFORMATION

APPENDIX F: KEPNER-TREGOE METHODOLOGY

APPENDIX G: RELEASE NOTES

5.3.3 Service Catalogue Management

Copyright 2012, ITpreneurs Nederland B.V. All rights reserved.

Refers to content that is meant for the instructor to lecture in class

Refers to a Scenario-Based Activity that the student must do in class or as homework

Refers to items or contents that are given in a step-by-step-instruction or checklist format

Refers to an important snippet of information that the instructors should remember to

Refers to the simplification of content that was previously difficult to understand or

Refers to space for the students to take notes

Refers to general-knowledge-based information that the instructor can use to provide

Copyright 2012, ITpreneurs Nederland B.V. All rights reserved.

"Link with us" on Linkedin

"Watch us" on YouTube

Copyright 2012 ITpreneurs. All rights reserved

Free ITIL First Aid Kit

utilization of an IT Infrastructure Library (ITIL) for any organisation. It

provides guidelines for areas to pay particular attention to and possible

strategies to include in your program approach.

Essential Information for professionals

We would like to sincerely thank the experts who have

Authors / Subject Matter Experts

y Cesar Augusto Monteiro - IT Partners, Brasil

Review Board Members :

Copyright 2012, ITpreneurs Nederland B.V. All rights reserved.

DURATION: 1 HOUR AND 15 MINUTES

ITIL Qualification Scheme

Copyright 2012, ITpreneurs Nederland B.V. All rights reserved.

| COURSE INTRODUCTION| ITIL FOUNDATION | INSTRUCTOR |

1.1 STUDENT AND INSTRUCTOR INTRODUCTIONS

Student and Instructor Introductions

Your background in IT.

Your familiarity with the IT Infrastructure Library (ITIL).

What you expect to learn over the next three days.

ITIL Foundation Course

Student and Instructor Introductions

Copyright 2012, ITpreneurs Nederland B.V. All rights reserved.

| INSTRUCTOR | ITIL FOUNDATION | COURSE INTRODUCTION |

1.2 ITIL FOUNDATION COURSE

The Service Lifecycle