Documentos de Académico
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Itil (Pdfdrive)
Itil (Pdfdrive)
© Copyright 2012
ISBN: 978-84-8414-086-3
Edición noviembre 2012
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ITIL® Intermediate
Gestión del Servicio a lo largo del Ciclo de Vida
Índice de Contenidos
Introducción
IT Infrastructure Library®
El Esquema de Certificación ITIL®
La Certificación ITIL® Intermediate: Gestión del Servicio a lo largo del Ciclo
de Vida
Descripción del Examen
Descripción y Planificación del Curso
Estructura del Curso
Bibliografía
Página vii
Introducción Gestión del Servicio a lo largo del Ciclo de Vida
IT Infrastructure Library®
ITIL® (IT Infrastructure Library®) es un estándar público que describe las
Mejores Prácticas para la Gestión de Servicios TI. Proporciona un marco de
trabajo para el Gobierno de las TI, centrándose en la medición y la mejora
continuas de la calidad del servicio entregado, tanto desde un punto de vista
empresarial como del destinatario del servicio. Esta perspectiva es uno de los
motivos principales del éxito de ITIL® a nivel mundial, y ha contribuido a su uso
masivo y a los beneficios clave obtenidos por aquellas organizaciones que han
implementado las técnicas y procesos en su actividad empresarial. Algunos de
estos beneficios incluyen:
- Aumento de la satisfacción del usuario y del cliente respecto de los
servicios TI
- Mejora de la disponibilidad del servicio, lo que redunda en un incremento
de ingresos y beneficios
- Reducción de costes financieros derivados de la duplicación/repetición
de tareas, pérdida de tiempo, mejora de la gestión de los recursos…
- Ahorro de tiempo para invertir en nuevos productos, servicios y
mercados
- Mejora en la toma de decisiones
- Optimización del riesgo
ITIL® fue publicado entre 1989 y 1995 por Her Majesty’s Stationery Office
(HMSO) en el Reino Unido en representación de la Central Communications
and Telecommunications Agency (CCTA) – ahora integrada en la Cabinet
Office. Al principio su uso estuvo limitado al Reino Unido y Holanda
principalmente. Entre los años 2000 y 2004 se publicó la segunda versión como
un conjunto de libros revisados.
La versión inicial de ITIL® consistía en una librería de 31 libros asociados que
cubrían todos los aspectos de la provisión de servicios TI. Esta primera versión
fue revisada y sustituida por 7 libros mejor conectados y consistentes (ITIL®
V2) consolidados en un marco de trabajo global. Esta segunda versión obtuvo
aceptación internacional y actualmente es utilizada en muchos países por miles
de organizaciones como la base para una provisión de servicios TI eficiente.
En el 2007, ITIL® V2 fue mejorada y consolidada en una tercera versión, como
respuesta a los avances significativos en tecnología y a los nuevos retos
emergentes para los proveedores de servicios TI en forma de nuevos modelos
y arquitecturas: outsourcing, servicios compartidos, utility computing, cloud
computing, virtualización, servicios web, y comercio móvil.
Página viii
Introducción Gestión del Servicio a lo largo del Ciclo de Vida
Esta nueva versión consiste en 5 libros principales que cubren el ciclo de vida
del servicio, junto con una Introducción Oficial. Cada uno de los cinco libros
cubre una fase del ciclo de vida, desde la definición y análisis iniciales de los
requisitos de la organización en la Estrategia del Servicio y el Diseño del
Servicio, a través de la migración hacia un entorno real en la Transición del
Servicio, hasta la operación y mejora en la Operación del Servicio y la Mejora
Continua del Servicio.
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Introducción Gestión del Servicio a lo largo del Ciclo de Vida
o Peticiones de Cambio
o Evaluación del Servicio
- Análisis y Soporte Operativo
o Gestión de Eventos
o Gestión de Incidencias
o Peticiones de Cambio
o Gestión de Problemas
o Gestión de Accesos
o Centro de Servicio al Usuario
o Gestión Técnica
o Gestión de Operaciones TI
o Gestión de Aplicaciones
Cada uno de estos módulos otorga 4 créditos.
Cada uno de los módulos (ya sean los del Ciclo de Vida o los de Capacidad)
constituye una certificación independiente, conducente hacia la certificación
ITIL® Expert en la Gestión de Servicios TI.
Tipología de todos los exámenes del nivel ITIL® Intermediate:
- Es necesario tener aprobado el examen ITIL® Version 3 Foundation
Examination (o bien el de la versión V2 más el examen puente de
actualización V2-V3)
- 8 preguntas de opción múltiple basadas en un caso concreto. Cada
pregunta presenta 4 posibles respuestas: una de ellas puntúa con 5 puntos,
otra con 3 puntos, otra con 1 punto, y la restante no recibe ninguna
puntuación
- 90 minutos
- Válidos 3 ó 4 créditos, en función de la trayectorias de certificación a la que
pertenezca el examen
- Módulo Gestión del Servicio a lo largo del Ciclo de Vida
Este módulo completa las trayectorias de certificación del Ciclo de Vida y de
Capacidad, centrándose en los conocimientos complementarios necesarios
para implementar y gestionar las habilidades asociadas con el uso de las
prácticas del ciclo de vida. Incluye aspectos tales como:
- Introducción a aspectos de gestión empresarial para la gestión de servicios
TI
- Gestionar la planificación e implementación de la gestión de servicios TI
- Gestión del cambio estratégico
- Gestión del riesgo
- Funciones de gestión
- Comprensión de los retos organizativos
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Introducción Gestión del Servicio a lo largo del Ciclo de Vida
ITIL® Master
Los candidatos al nivel de certificación ITIL® Master deben estar en posesión
de la certificación ITIL® Expert. Para obtener este nivel, los candidatos deben
ser capaces de explicar y justificar cómo han seleccionado y aplicado una serie
de conocimientos, principios, métodos y técnicas de ITIL®, así como técnicas
Página xiv
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Introducción Gestión del Servicio a lo largo del Ciclo de Vida
Objetivos
El objetivo de este curso es proporcionar a los asistentes los conocimientos
necesarios sobre cuestiones relacionadas con la Gestión del Servicio a lo largo
del Ciclo de Vida, tales como:
Participantes
Este curso está dirigido a profesionales TI, responsables de servicios TI,
directores y responsables de Informática, supervisores, gestores de procesos
ITIL® y personal de operaciones que necesiten adquirir o ampliar
conocimientos en los procesos relacionados con la Gestión del Servicio a lo
largo del Ciclo de Vida.
Duración
El curso tiene una duración de 30 horas distribuidas según detalle:
- Fundamentos Teóricos para la Gestión del Servicio a lo largo del Ciclo de
Vida –15 horas
- Caso de Estudio y Prácticas de Gestión del Servicio a lo largo del Ciclo de
Vida – 15 horas
(Ver sección: Estructura del Curso)
Planificación
El curso está basado en el Programa de Estudio del certificado ITIL®
Intermediate Qualification: Managing across the Lifecycle propuesto por The
APM Group Limited - The Cabinet Office's Official Accreditor.
Está diseñado desde un punto de vista teórico-práctico, de manera que los
fundamentos teóricos reciben una correspondencia práctica que permite
analizar y evaluar (niveles 4 y 5 de la Taxonomía de Bloom) los contenidos de
acuerdo con una situación (caso de estudio) real.
(Ver Apéndice B: Taxonomía de Bloom)
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Introducción Gestión del Servicio a lo largo del Ciclo de Vida
Temario
1. Key concepts of the service lifecycle
- Nivel de dificultad: 5
This learning unit represents a brief re-cap of key concepts in the ITIL service
lifecycle, looked at from a strategic and managerial perspective, as an
introduction and foundation for the rest of the syllabus.
This unit considers both the perspective of integrating service management
processes across the lifecycle and the perspective of managing services across
the lifecycle.
To meet the learning outcomes and examination level of difficulty, the candidate
must be able to evaluate, justify, check, co-ordinate, detect, monitor, test, judge,
analyse, differentiate, organize, attribute:
- Managing services and service management (Any 2.1.1 - 2.1.3)
- The service lifecycle:
o The five stages of the service lifecycle and how they interact with each
other (Any 1.2)
o Considering services from end-to-end: justification, design, measuring,
testing, deploying, operating and looking for ways to improve (Any 2.4)
- Service value across the different stages of the service lifecycle:
o How service strategy elements dictate what constitutes value, and how
value is defined and measured (SS 1.1.4, SS 3.2.3)
o Realizing business value in service operation (SO section 3 up to and
including 3.1.1)
o Testing and demonstrating the service value in service transition (ST
4.6.3)
o Monitoring service measurements and using them to support all stages
of the service lifecycle (SO 5.1.2.12)
1
SS, SD, ST, SO, CSI: literatura oficial ITIL® edición 2011: Service Strategy, Service Design,
Service Transition; Service Operation; Continual Service Improvement; Cabinet Office
Página xxi
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Introducción Gestión del Servicio a lo largo del Ciclo de Vida
To meet the learning outcomes and examination level of difficulty, the candidate
must be able to evaluate, check, co-ordinate, detect, monitor, test, judge,
analyse, differentiate, organize, attribute:
- Measuring and demonstrating business value (SD 3.1.4)
- Determining and using metrics:
o Service measurement (CSI 3.9)
o Service, process and technical metrics (CSI 5.5 up to but not including
5.5.1)
o CSFs and KPIs (CSI 5.5.1, CSI 5.5.1.1, CSI 5.5.1.2)
o Using measurements and metrics to validate, justify, direct, intervene
(CSI 5.5.5)
- Design and development of measurement frameworks and methods:
o Design and development of a service measurement framework (CSI
5.4.1, CSI 5.4.4)
o Designing measurement methods and metrics (SD 3.7.5)
o Monitoring and control systems (SO 5.1)
o Monitoring, reporting and control (SO 5.1.1)
o Monitor control loops (SO 5.1.2 excluding 5.1.2.6)
- Use of event management tools to increase visibility of the infrastructure and
IT service delivery (SO 7.2, CSI 7.1.3)
7. Implementing and improving service management capability
- Nivel de dificultad: 5
This learning unit covers various techniques for implementing service
management capability and for assessing service management maturity and
performance to enable effective service management improvement. It also
addresses how organizational change can be best achieved.
To meet the learning outcomes and examination level of difficulty, the candidate
must be able to evaluate, check, co-ordinate, detect, monitor, test, judge,
analyse, differentiate, organize, attribute:
- Implementing service management
o Understanding the high-level goals and objectives of the organization.
Identifying the external (legislation, competitors, etc) and internal
(organizational structure, culture, etc) drivers (CSI 3.1, CSI 3.5)
o Service strategy implementation taking a service lifecycle approach (SS
8.2)
- Assessing service management
o Assessing the current situation regarding service provision:
> Strategic assessment (SS 4.1.5.1 – 4.1.5.3)
> SWOT analysis (CSI 5.5.9)
> Gap analysis and IT service management maturity
assessment (CSI 5.2.5, CSI 5.3.10.1)
Página xxvi
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Página xxviii
PARTE 1
| Fundamentos Teóricos para la Gestión del Servicio
a lo largo del Ciclo de Vida |
Gestión del Servicio a lo largo del Ciclo de Vida
ITIL® Intermediate
Gestión del Servicio
a lo largo del Ciclo de Vida
Course objectives
1
Gestión del Servicio a lo largo del Ciclo de Vida
Examination information
2
Gestión del Servicio a lo largo del Ciclo de Vida
Advanced
Level
5 Days
Expert
Level
3 Days
5 Days
Intermediate
Level
3 Days
Foundation
Level
3
Gestión del Servicio a lo largo del Ciclo de Vida
Introduction
Agenda
4
Gestión del Servicio a lo largo del Ciclo de Vida
Services and
service management
Core publications
5
Gestión del Servicio a lo largo del Ciclo de Vida
Function
Function
Function
Function
Service
Process
Service
11
12
6
Gestión del Servicio a lo largo del Ciclo de Vida
Types of service
Core service
Delivers the basic
outcomes desired by one
or more customers
Enabling services
Services that are
needed in order for a
core service to be
delivered
13
14
7
Gestión del Servicio a lo largo del Ciclo de Vida
Value
© Crown copyright 2011. Reproduced with permission from the Cabinet Office
15
Value creation
Losses
from
utilizing
Gains from the service
utilizing
the service Economic
Net
value of
difference
service
Based on DIY
or existing
arrangements
PLUS MINUS EQUALS
Reference
Value
© Crown copyright 2011. Reproduced with permission from the Cabinet Office
16
8
Gestión del Servicio a lo largo del Ciclo de Vida
Organization
Prospects
Create
Competitors
value
Regulators Service provider
Suppliers Processes
Influence
Capabilities
Knowledge
Goods/
Demand Coordinate,
services
control, and
Consume deploy
People Asset
assets
types
Customers
Resources
Supply
Generate returns Information
(or recover costs)
Applications
Infrastructure
© Crown copyright 2011. Reproduced with permission from the Cabinet Office Financial capital
17
Overview
of the service lifecycle
9
Gestión del Servicio a lo largo del Ciclo de Vida
19
• Service strategy
o Value creation begins here with understanding organizational
objectives and customer needs
o ITIL Service Strategy provides guidance on how to use service
management as a strategic tool to satisfy business needs
o Asks why something should be done before asking how
• Service design
o Service design turns service strategy into the blueprint for delivering
the business objectives
o ITIL Service Design provides guidance for the design of services
(new or changed) and service management processes
• Service transition
o ITIL Service Transition provides guidance for the development and
improvement of capabilities for introducing new and changed
services into live service operation
20
10
Gestión del Servicio a lo largo del Ciclo de Vida
• Service operation
o Service operation is where strategic objectives are ultimately
realized and embodies practices in the management of the day-to-
day operation of services
o ITIL Service Operation provides guidance on achieving effective and
efficient delivery and support of services to ensure value for the
customer, user and the service provider
• Continual service improvement
o Continual service improvement combines principles, practices and
methods from quality management, change management and
capability improvement
o ITIL Continual Service Improvement provides guidance on service
improvement through better strategy, design, transition and
operation of services
21
Service strategy
strategies, policies,
© Crown copyright 2011. Reproduced with permission from the Cabinet Office
standards Feedback
lessons learned Feedback
for improvement lessons learned
for improvement
Service design
Plans to create and modify
Output services and service
management processes Feedback
lessons learned Feedback
for improvement lessons learned
for improvement
Service transition
Manage the transition of a
Output new or changed service
and/or service management Feedback
process into production lessons learned
for improvement
Service operation
Day-to-day operations of
Output services and service
management processes
11
Gestión del Servicio a lo largo del Ciclo de Vida
24
12
Gestión del Servicio a lo largo del Ciclo de Vida
25
26
13
Gestión del Servicio a lo largo del Ciclo de Vida
27
28
14
Gestión del Servicio a lo largo del Ciclo de Vida
Discussion point
29
15
Gestión del Servicio a lo largo del Ciclo de Vida
Groups
Function Team
Role
Departments Division
31
32
16
Gestión del Servicio a lo largo del Ciclo de Vida
33
Processes
17
Gestión del Servicio a lo largo del Ciclo de Vida
Organizational context
Operations manager
management teams
Change manager
Process owner
Technical and
Service desk
applications
Service
Customer
manager
level
management
Document SLRs C R A
C I
Design Negotiate SLA C R C CI C I A
Transition Negotiate SLA C R C CI C C A
Monitor performance
Measure customer satisfaction R R R R A
Measure customer
Measure customer satisfaction
satisfaction R C C R A
Produce service
Produce servicereports
reports R I I C R R A
Conduct service review C R I C C C A
Review SLA C R C R C C C I A
Operation Log and manage complaints I I A
R C R I
CSI Identify service improvements R C C,I R R R R C A
36
18
Gestión del Servicio a lo largo del Ciclo de Vida
Functional analysis
37
Activity analysis
38
19
Gestión del Servicio a lo largo del Ciclo de Vida
Discussion point
39
20
Gestión del Servicio a lo largo del Ciclo de Vida
Risk management
41
42
21
Gestión del Servicio a lo largo del Ciclo de Vida
43
© Crown Copyright 2011 Reproduced under licence from the Cabinet Office 44
22
Gestión del Servicio a lo largo del Ciclo de Vida
Analysis
Risks
Management Countermeasures
45
Risk profiling
Most Severe
X
Event 3 X
X Event 4
Event 2 X
Severity
Event 5
Plan Reduce
X
X Event 6
Event 1
Least Severe
X
Event 7
Accept Manage
Likelihood of Occurrence
46
23
Gestión del Servicio a lo largo del Ciclo de Vida
Risk Owner Description Prob- Impact Exposure Proposed actions Date raised
No. ability
1 HGT 3 3 9 Manage…….. 22/11/08
Key
Probability Impact Status
5 - > 80% 5 - Critical RED – Not yet addressed or progressed
4 - > 60% 4 - High AMBER – Being addressed and some progress made
3 - > 40% 3 - Medium GREEN – Being addressed and significant progress
made
2 - >=20% 2 - Low
BLUE – Risk management action taken and completed
1 - < 20% 1 - Negligible
47
Sharing knowledge
across the lifecycle
24
Gestión del Servicio a lo largo del Ciclo de Vida
49
© Crown copyright 2011. Reproduced with permission from the Cabinet Office
50
25
Gestión del Servicio a lo largo del Ciclo de Vida
Other External
Service Unstructured
CMDBs DML structured database
Data layer portfolio data
data links
© Crown copyright 2011. Reproduced with permission from the Cabinet Office
51
Establish
requirements
Learning styles
Define architecture
Knowledge visualization management
Knowledge procedures
identification,
Driving behaviour
capture and Evaluation and
maintenance improvement
Transfer media
© Crown copyright 2011. Reproduced with permission from the Cabinet Office
52
26
Gestión del Servicio a lo largo del Ciclo de Vida
Summary
53
27
Gestión del Servicio a lo largo del Ciclo de Vida
55
28
Gestión del Servicio a lo largo del Ciclo de Vida
57
Market
Customer space
Strategic perspective
Strategic positions
Service management
plans Feedback
Feedback
Patterns of execution
(through the lifecycle)
© Crown copyright 2011. Reproduced with permission from the Cabinet Office
58
29
Gestión del Servicio a lo largo del Ciclo de Vida
Sourcing strategy
Multi-vendor
Selective outsourcing sourcing
Consortium
Prime
Best-in-class Direct control
capabilities
Traditional
Full service outsourcing sourcing
Shared services
Internal
Internal sourcing
59
© Crown copyright 2011. Reproduced with permission from the Cabinet Office
60
30
Gestión del Servicio a lo largo del Ciclo de Vida
Sourcing structures
Option Description
Insourcing In house development and support
External development and support – well
Outsourcing defined – formal arrangement
Combination of in/outsourcing, or group of
Co-sourcing or multi-sourcing outsourcers
Partnership Strategic partnerships
Re-location of entire business function or
Business process outsourcing process e.g. call centres
Formal arrangements for the supply of on-
Application service provision demand software applications
Business expertise utilizing advanced
Knowledge process outsourcing specialist skills
Specific pre-defined services, usually on-
Cloud demand
Different sources from different vendors, often
Multi-vendor representing different sourcing options from
the above
© Crown copyright 2011. Reproduced with permission from the Cabinet Office
61
Discussion point
62
31
Gestión del Servicio a lo largo del Ciclo de Vida
Organizational structure
Organizational development
64
32
Gestión del Servicio a lo largo del Ciclo de Vida
Functional IT
leadership
Unresponsive Group-wide Excessive
perspective cost to group
Scale
No BU ownership economies Users control
of systems IT priorities Variable
Control of BUs have standards of IT
No BU control of standards competence
ownership
central overhead costs
Critical mass Responsive Unnecessary
to BU needs reinvention
Doesn’t meet every of skills
Pooled
BU’s needs No synergy
experience
Synergy
© Crown copyright 2011. Reproduced with permission from the Cabinet Office 65
Organizational development
66
33
Gestión del Servicio a lo largo del Ciclo de Vida
Challenge of control
Challenge of autonomy
Challenge of leadership
© Crown copyright 2011. Reproduced with permission from the Cabinet Office
67
Organizational departmentalization
68
34
Gestión del Servicio a lo largo del Ciclo de Vida
Strategic considerations
© Crown copyright 2011. Reproduced with permission from the Cabinet Office 69
Organizational design
Organizational
Strategic forces Process focus
structure
Partnership High
Collaboration
Control and harmonization
Coordination
Process and
decentralization
Delegation
Structure and centralization
Directive
Speed and creativity
Network
Low
© Crown copyright 2011. Reproduced with permission from the Cabinet Office
70
35
Gestión del Servicio a lo largo del Ciclo de Vida
Key processes
Organizational structure
Key people
Performance measures
© Crown copyright 2011. Reproduced with permission from the Cabinet Office
71
Governance and
service management
36
Gestión del Servicio a lo largo del Ciclo de Vida
What is governance?
73
74
37
Gestión del Servicio a lo largo del Ciclo de Vida
STRATEGY
Sets direction
POLICY
Rules about boundaries,
how decisions are made
and how money is spent
PLAN
What the organization actually decides to
do
© Crown copyright 2011. Reproduced with permission from the Cabinet Office
75
Discussion point
76
38
Gestión del Servicio a lo largo del Ciclo de Vida
Governance activities
IT governance
Evaluate
Direct Monitor
proposals
Service portfolio
IT plans
Business Performance
policies
proposals conformance
Business
77
• Governor(s)
o A person or group specifically appointed to ensure the organization
adheres to rules and policies and fulfils its mission
o May not be managers in the organization that they govern
• Executive
o A group of senior managers responsible for the day-to-day
governance on behalf of the governors and execute the governance
policies
o Members of the executive have a dual role of governance and
management
• Chief executive officer (CEO)
o Provides the link between the governors and the executive
78
39
Gestión del Servicio a lo largo del Ciclo de Vida
The governance of IT
79
Governance bodies
Chairperson
Governors Company secretary
(responsible for corporate
governance)
Treasurer
Corporate officers
© Crown copyright 2011. Reproduced with permission from the Cabinet Office
80
40
Gestión del Servicio a lo largo del Ciclo de Vida
IT steering group
synchronized by:
o Prioritizing investment
opportunities in relation to
corporate and business
Business strategy and plans strategy
o Ensuring that the projected
business benefits of
investments are realized
Service portfolio
81
82
41
Gestión del Servicio a lo largo del Ciclo de Vida
83
42
Gestión del Servicio a lo largo del Ciclo de Vida
Sourcing governance
85
86
43
Gestión del Servicio a lo largo del Ciclo de Vida
Risk level 3
CAB or ECAB e.g. Affects local or
service group
Risk level 4
Change manager
e.g. minor
Communications (normal) change
escalations, risks,
issues Risk level 5
Local
authorization e.g. standard
change
© Crown copyright 2011. Reproduced with permission from the Cabinet Office
87
88
44
Gestión del Servicio a lo largo del Ciclo de Vida
Governance
89
Summary
90
45
Gestión del Servicio a lo largo del Ciclo de Vida
Summary
91
46
Gestión del Servicio a lo largo del Ciclo de Vida
Introduction
93
Agenda
94
47
Gestión del Servicio a lo largo del Ciclo de Vida
Implementing
service management
96
48
Gestión del Servicio a lo largo del Ciclo de Vida
97
Effectiveness
Compliance with
Resource constraints Desired
standards and
including schedules solution
regulations
Acceptable Existing
Copyrights, patents solution commitments
and trademarks
Other constraints:
Values Policy, governance etc.
and
Capability constraints
ethics
Technology Comparative unit
constraints costs
Efficiency
© Crown copyright 2011. Reproduced with permission from the Cabinet Office 98
49
Gestión del Servicio a lo largo del Ciclo de Vida
99
100
50
Gestión del Servicio a lo largo del Ciclo de Vida
© Crown copyright 2011. Reproduced with permission from the Cabinet Office
101
51
Gestión del Servicio a lo largo del Ciclo de Vida
Contents of a vision
104
52
Gestión del Servicio a lo largo del Ciclo de Vida
Vision killers
105
Sample vision
106
53
Gestión del Servicio a lo largo del Ciclo de Vida
107
vision? understand what the ultimate and long term aims are
answers to these questions
Where do we
want to be?
This is often expressed as business requirements
© Crown copyright 2011. Reproduced with permission from the Cabinet Office
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54
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110
55
Gestión del Servicio a lo largo del Ciclo de Vida
Assessments
111
Discussion point
112
56
Gestión del Servicio a lo largo del Ciclo de Vida
Assessment tools
ISO/IEC 20000
114
57
Gestión del Servicio a lo largo del Ciclo de Vida
Six Sigma
115
COBIT
116
58
Gestión del Servicio a lo largo del Ciclo de Vida
117
SWOT analysis
118
59
Gestión del Servicio a lo largo del Ciclo de Vida
Discussion point
119
60
Gestión del Servicio a lo largo del Ciclo de Vida
121
Gap analysis
122
61
Gestión del Servicio a lo largo del Ciclo de Vida
Service desk
5
Supplier Incident
4
3
Capacity Problem
2
1
Required
Actual
0
Availability Event
Industry average
ITSCM Change
SACM Release
123
Benchmarking
124
62
Gestión del Servicio a lo largo del Ciclo de Vida
Additional considerations:
• Added business value
Area where the • Quick gains
business runs • Costs
high risks RISK! • Resources
• Competing projects
• Culture
• Etc.
Value of
‘Largely overdoing IT’
IT processes
in relation to the
to the
low value of IT to
business
the business
Low
value
1 2 3 4 5
Low High
Maturity of IT processes
© Crown copyright 2011. Reproduced with permission from the Cabinet Office
125
63
Gestión del Servicio a lo largo del Ciclo de Vida
127
128
64
Gestión del Servicio a lo largo del Ciclo de Vida
Measuring progress
130
65
Gestión del Servicio a lo largo del Ciclo de Vida
© Crown copyright 2011. Reproduced with permission from the Cabinet Office
131
132
66
Gestión del Servicio a lo largo del Ciclo de Vida
133
134
67
Gestión del Servicio a lo largo del Ciclo de Vida
How do we keep
the momentum going?
136
68
Gestión del Servicio a lo largo del Ciclo de Vida
Key considerations
for implementation
and improvement
138
69
Gestión del Servicio a lo largo del Ciclo de Vida
140
70
Gestión del Servicio a lo largo del Ciclo de Vida
Business case
A. Introduction
Presents the business objectives addressed by the service management initiative
B. Methods and assumptions
Defines the boundaries of the business case, whose costs, whose benefits.
C. Business impacts
The financial and non-financial business case results
D. Risks and contingencies
The probability that alternative results will emerge
E. Recommendations
Specific recommendations
141
142
71
Gestión del Servicio a lo largo del Ciclo de Vida
Perspectives on benefits
• Improvements
o Outcomes that when compared to the ‘before’ state show desirable
changes in metrics
• Benefits
o The gains achieved through the implementation of improvements
(often described in monetary terms)
• Return on investment (ROI)
o The difference (as a percentage) between the benefit (saving) and
the money spent to achieve that benefit
• Value on investment (VOI)
o The extra value created by a benefit that includes non-monetary or
long term outcomes
143
144
72
Gestión del Servicio a lo largo del Ciclo de Vida
145
146
73
Gestión del Servicio a lo largo del Ciclo de Vida
Calculating ROI
147
Return on investment
148
74
Gestión del Servicio a lo largo del Ciclo de Vida
149
150
75
Gestión del Servicio a lo largo del Ciclo de Vida
Implement
Unfreeze the
organization
Freeze the
organization
151
Methods and
techniques Sourcing
The emotional changes
cycle of change
Monitoring
Roles,
progress
responsibilities
Managing
and the role of
service organizational
transition change Assessing
organizational
readiness
Strategy and
design
Organizational
Planning and change
implementing products
152
76
Gestión del Servicio a lo largo del Ciclo de Vida
153
154
77
Gestión del Servicio a lo largo del Ciclo de Vida
• Monitoring progress
o Regular checks throughout the many levels affected should be
performed and feedback from individuals and teams should be
sought
• Sourcing changes
o Dealing with the effects of supplier and sourcing changes
• Other methods and techniques
o E.g. J.P. Kotter’s “Eight steps to transform your organization”
155
Summary
156
78
Gestión del Servicio a lo largo del Ciclo de Vida
Communication and
stakeholder management
158
79
Gestión del Servicio a lo largo del Ciclo de Vida
Stakeholder management
and communication
160
80
Gestión del Servicio a lo largo del Ciclo de Vida
161
162
81
Gestión del Servicio a lo largo del Ciclo de Vida
Potential stakeholders
Business
Customer relationship Sponsor
manager
163
BRM
Sponsor
Supplier
Project
manager
IT specialist
Service desk
User
Customer
© Crown copyright 2011. Reproduced with permission from the Cabinet Office
164
82
Gestión del Servicio a lo largo del Ciclo de Vida
Influence
Highly influential. Does the project
Effort required to get manager need to
sponsor more involved be more influential?
and keep her there Perhaps the BRM can carry
Customer
more influence on the project
Sponsor BRM manager’s behalf
Project
manager
IT
Supplier specialist
User
Engagement
165
Departing sponsor X O
New sponsor X
O
Business relationship OX
manager
User O X
Supplier O X
IT specialist O X
Project manager OX
Customer O X
Service desk O X
© Crown copyright 2011. Reproduced with permission from the Cabinet Office
166
83
Gestión del Servicio a lo largo del Ciclo de Vida
167
168
84
Gestión del Servicio a lo largo del Ciclo de Vida
© Crown copyright 2011. Reproduced with permission from the Cabinet Office
170
85
Gestión del Servicio a lo largo del Ciclo de Vida
Communication planning
Communication strategy
The key elements to consider
when planning for effective
es
Ide
communication
tiv
Communication
nti
jec
plan
fyi
ob
ng
s Ownership
es
an
Style
sin
dm
Delivery mechanisms
bu
ain
Competences – skills, training
the
tai
Other related ongoing activities
nin
of
gs
Involve staff at all levels
i
vis
po
(stakeholder and operations)
ns
ga
Timescales
ors
ttin
hip
Se
Communication path
The sequence of activities Define vision and team charters Current state
required to communicate
on a typical improvement Perform gap analysis
project
Obtain leadership team buy-in
172
86
Gestión del Servicio a lo largo del Ciclo de Vida
173
174
87
Gestión del Servicio a lo largo del Ciclo de Vida
175
176
88
Gestión del Servicio a lo largo del Ciclo de Vida
Communication transformation
Sharp,
focused
information
Vision
Communication lines
© Crown copyright 2011. Reproduced with permission from the Cabinet Office
177
178
89
Gestión del Servicio a lo largo del Ciclo de Vida
Business
relationship New requirements
management
Requirements &
opportunities
Requests/suggestions
Service
provider
and Customer
process Service capabilities Service expectations
owners
180
90
Gestión del Servicio a lo largo del Ciclo de Vida
181
IT strategy,
policies and Service portfolio
plans Opportunities, Existing lines of management
priorities, service
outcomes, and service
action plans packages or new
services?
Business
relationship
management
Patterns of
Cost/pricing business
Financial models activity Demand
management management
Forecasts and
investment appraisals
182
91
Gestión del Servicio a lo largo del Ciclo de Vida
183
184
92
Gestión del Servicio a lo largo del Ciclo de Vida
185
186
93
Gestión del Servicio a lo largo del Ciclo de Vida
187
188
94
Gestión del Servicio a lo largo del Ciclo de Vida
Summary
189
95
Gestión del Servicio a lo largo del Ciclo de Vida
Introduction
191
Agenda
192
96
Gestión del Servicio a lo largo del Ciclo de Vida
194
97
Gestión del Servicio a lo largo del Ciclo de Vida
Integration
195
Discussion point
196
98
Gestión del Servicio a lo largo del Ciclo de Vida
Integration (cont.)
197
Integration (cont.)
198
99
Gestión del Servicio a lo largo del Ciclo de Vida
199
Service
Change proposals,
Service knowledge
strategy Resources,
service charters
Policies constraints
management
Strategies
system
Service
design SDP s
Standards
Solution Architectures
designs
Business
Service value
Implementation
transition SKMS of transition plans
Tested updates
New/changed
Service solutions
retired services
portfolio
Service Operational/live
operation Achievements
against targets services
Service
catalogue
Continual service
improvement CSI register, improvement
actions and plans
© Crown Copyright 2011 Reproduced under licence from the Cabinet Office 200
100
Gestión del Servicio a lo largo del Ciclo de Vida
Continual feedback
201
101
Gestión del Servicio a lo largo del Ciclo de Vida
203
204
102
Gestión del Servicio a lo largo del Ciclo de Vida
Aspects of design
205
206
103
Gestión del Servicio a lo largo del Ciclo de Vida
Discussion point
• Consider each of the items in the list below and list how you
feel they will add value when designing processes:
o Service models
o Patterns of business activity
o Business impact analysis
o Business relationship management
o Risk management
207
208
104
Gestión del Servicio a lo largo del Ciclo de Vida
209
210
105
Gestión del Servicio a lo largo del Ciclo de Vida
212
106
Gestión del Servicio a lo largo del Ciclo de Vida
213
Strategy
SDP
Design Improvement
Transition
Pilot Live
SLR SLR SLR SLR SLR SLR SLA SLA SLM
RFC Authorized Authorized for Authorized for Authorized for Authorized for Authorized for Review and
released for design development build and test deployment SLA pilot acceptance close
Change management
Plan and prepare Build and test Deploy and verify Review and
release release release (including ELS) close
Release and deployment management
© Crown copyright 2011. Reproduced with permission from the Cabinet Office
214
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Gestión del Servicio a lo largo del Ciclo de Vida
Customer
Strategy/Plans
Customers
Business Strategy/Plans
Work requests
Exec BCM BCM Key
Demand Capacity Plan & IT Financial ITSCM
Workload forecasts Plans + BIA
Management Management Service
Strategic info & Strategy/ Approval for
SIP requests Plans
Availability
bus cases All
Strategy
EXEC Plan Business
Budgets processes Continuity Plans
Strategy/ Business Budget Financial Info
Plans Budget BIA
Reqs & Forecasts Requirements Strategy/Plans
Budget Requests Exceptions
Resource
+ business cases
Service Design
Committed
All
Service processes
Resource Resource
Portfolio/
Management Reqs
Capacity Availability Risk Service
Catalogue Mgt pipeline
info
BIA ITSCM Customer
Management Management Management + All Transition
Risk/issues processes
Supplier Log
Strategy (updated)
Security Major
Skills Matrix incidents/breaches
Security
Incident Service
Supplier Details of
Incidents
Operation
Capability/Availability All breaches SRs
Policy Reports Change Risk/Issues Log
processes Access requests
Skills reqs; Stnd Changes
Org Chart Training 3rd party Change Information
Product & Security Continual
R&Rs Plan Risk Security
service Incidents
Assessment Service
info
Capability/Performance All Release Improvement
IT Job Reports processes Management Information
Incident
Security Access
descriptions Release Scope; + SVAT* CI Information
Policy Rights
Management
SAC;
Supplier Supplier Evaluation
SIPs reports
RFCs Release records
HR Management + Emergency
Updated PSO Impact Change Request
All and RFCs Incident
Assessment
Strategy processes RFCs raised to Information:
Plans SIPs resolve incidents (Multiple;
Supplier
Trend)
Performance
SIP Request Incident Diagnosed
Reports (via SCD)
Service SLAs
Problem CI Info
Asset problems Workarounds
Change
Reporting KPIs Change and updates
Availability Configuration
CSIP
Capacity Management CI data request
Management
SIP RFCs Known errors;
On- going SIP Information Knowledge
Service Asset and CI Info
Reporting Status reports base
Reports and
requests
Information Monitoring
SIP request SIPs SIP
business Finance Information
case
Approved/ Change
Schedule +
RFCs raised to Problem
Rejected/ resolve problems
Customer implemented PSO Management
feedback changes Potential
Complaint
Service Review Service Level SLAs/SLRs
All
All problems
Complaints + Customers
Reports Management
KPIs
reviews
processes
Auto RFCs
processes
Response
Auto
Problems
SIP requests Monitor Service Performance
Alerts Event
Monitoring (Information;
CSS – surveys unusual; exceptions) Management Auto
and responses Incidents
Business
Escalated Complaint
response
Relationship Annual Service Review
Availability
Availability
Complaint Management Alerts
Feedback & Escalation
Service * Service Validation & Testing
Portfolio / New & Existing
Catalogue SIP New & Existing
Services Customers
Mngt. Requests Service Offerings Capacity
Capacity
Alerts
SIP requests
215
108
Gestión del Servicio a lo largo del Ciclo de Vida
217
Summary
218
109
Gestión del Servicio a lo largo del Ciclo de Vida
Managing services
across the lifecycle
Introduction
220
110
Gestión del Servicio a lo largo del Ciclo de Vida
Agenda
221
111
Gestión del Servicio a lo largo del Ciclo de Vida
223
Discussion point
112
Gestión del Servicio a lo largo del Ciclo de Vida
Identify
Identify Analyse,
Analyse,
Adopt
Adoptaa stakeholders
stakeholders document
documentand and
project
project and
approach andtheir
their prioritize
prioritize
approach needs
needs requirements
requirements
Determine
Determine
and
andagree
agree
budgets
budgetsand
and
funding
funding
Develop
Developthe
the
communications
communications
plan
plan
Resolve
Resolve
Sign-off
Sign-off potential
potential
requirements
requirements stakeholder
stakeholder
and
andagree
agreeaa conflicts
conflicts
change
changeprocess
process
225
Processes to be triggered
226
113
Gestión del Servicio a lo largo del Ciclo de Vida
228
114
Gestión del Servicio a lo largo del Ciclo de Vida
es
Sc
requirements include not only the
urc
he
service functionality but also the
du
so
Re
le
cost and the schedule
Functionality
Business functionality
Management requirements
Legislative requirements
Regulatory requirements
© Crown copyright 2011. Reproduced with permission from the Cabinet Office
229
Discussion point
230
115
Gestión del Servicio a lo largo del Ciclo de Vida
Balanced design
231
Service requirements
232
116
Gestión del Servicio a lo largo del Ciclo de Vida
Business
Process
IT service
233
Discussion point
117
Gestión del Servicio a lo largo del Ciclo de Vida
Service requirements
235
118
Gestión del Servicio a lo largo del Ciclo de Vida
Discussion point
238
119
Gestión del Servicio a lo largo del Ciclo de Vida
Managing cross-lifecycle
processes
240
120
Gestión del Servicio a lo largo del Ciclo de Vida
Discussion point
241
242
121
Gestión del Servicio a lo largo del Ciclo de Vida
243
Service
Servicestrategy
strategy
Service design
Service
transition
Service
operation
244
122
Gestión del Servicio a lo largo del Ciclo de Vida
245
• Each service lifecycle stage takes its shape and inputs from
the strategy set by the service provider
• The service strategy must be communicated through the
service lifecycle
• For service design
o Service transition and service operation staff can provide subject matter expertise to
ensure that developers and architects establish and reassess the viability of service
designs
246
123
Gestión del Servicio a lo largo del Ciclo de Vida
247
248
124
Gestión del Servicio a lo largo del Ciclo de Vida
Discussion point
249
125
Gestión del Servicio a lo largo del Ciclo de Vida
126
Gestión del Servicio a lo largo del Ciclo de Vida
Strategic assessment
• Existing services
o How does the service provider differentiate itself?
• Financial analysis
o What is the cost of service provision and what is the return on
investment?
• Human resources
o What skills and capabilities does the service provider have?
• Operations
o How effective and efficient is the service provider at supporting and
delivering IT services?
254
127
Gestión del Servicio a lo largo del Ciclo de Vida
255
256
128
Gestión del Servicio a lo largo del Ciclo de Vida
• Competitors
o Who are the competitors and how do they differentiate themselves?
• Legislation and regulation
o How do these affect the service provider and do they represent an
opportunity for differentiation?
• Political
o Will political changes affect the service provider’s strategy?
• Socio-economic
o How will current economic forecasts affect the service provider?
• Technology
o What will be the impact of new technology on the service provider
and its customers?
257
258
129
Gestión del Servicio a lo largo del Ciclo de Vida
259
130
Gestión del Servicio a lo largo del Ciclo de Vida
Service reviews
261
262
131
Gestión del Servicio a lo largo del Ciclo de Vida
Discussion point
264
132
Gestión del Servicio a lo largo del Ciclo de Vida
265
• Service strategy
o Business relationship management ensures that customer objectives
and overall requirements are accurately understood
• Service design
o Business relationship management facilitates the communication
between the customer and the design teams
• Service transition
o Business relationship management ensures customers are involved in
change, testing, release and deployment activities
• Service operation
o Business relationship management and the service desk may be
involved in assessing both customer and user satisfaction
• Continual service improvement
o Business relationship management can interact with other processes
and functions to ensure that appropriate improvement initiatives are
identified and agreed with the business customer
266
133
Gestión del Servicio a lo largo del Ciclo de Vida
267
134
Gestión del Servicio a lo largo del Ciclo de Vida
Discussion point
269
Summary
270
135
Gestión del Servicio a lo largo del Ciclo de Vida
Measurement
Introduction
272
136
Gestión del Servicio a lo largo del Ciclo de Vida
Agenda
273
137
Gestión del Servicio a lo largo del Ciclo de Vida
Business value
275
Discussion point
276
138
Gestión del Servicio a lo largo del Ciclo de Vida
Service measurement
278
139
Gestión del Servicio a lo largo del Ciclo de Vida
280
140
Gestión del Servicio a lo largo del Ciclo de Vida
281
282
141
Gestión del Servicio a lo largo del Ciclo de Vida
© Crown copyright 2011. Reproduced with permission from the Cabinet Office
283
Discussion point
284
142
Gestión del Servicio a lo largo del Ciclo de Vida
Monitoring
and control systems
© Crown copyright 2011. Reproduced with permission from the Cabinet Office
286
143
Gestión del Servicio a lo largo del Ciclo de Vida
Service
1
Continual
strategy service
2 improvement
IT management and vendor account management
Service
Portfolios,
standards and
design
3
policies Service transition
Technical architectures
and performance
standards
Users
Norm Norm Norm
Discussion point
288
144
Gestión del Servicio a lo largo del Ciclo de Vida
The use of
event management tools
290
145
Gestión del Servicio a lo largo del Ciclo de Vida
Summary
291
146
PARTE 2
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Gestión del Servicio a lo largo del Ciclo de Vida
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Gestión del Servicio a lo largo del Ciclo de Vida
Página 152
ITIL® Qualification:
MANAGING ACROSS THE LIFECYCLE (MALC)
CERTIFICATE
This booklet contains the case study upon which at least 8 of the 10 examination questions will be
based. Within each question paper either 8, 9, or 10 questions will be based upon the case study.
Within the Question Booklet, any questions which state 'Please refer to the case study' are based
upon this case study. You are strongly advised to refer to the case study when answering these
questions. Failure to do so may result in experienced candidates selecting incorrect answers.
Questions which state 'This question does NOT use the case study' do not use the case study, and
may be answered without reference to it.
The case study describes an organizational situation and necessarily only provides a limited amount
of information. Where information is not provided (for example the case study may give no information
about a particular ITIL role or process), it should not be assumed that the role or process or other
aspect is absent in the organization. Nor should it be assumed that it is present in the organization.
When such information is important for any examination question, then it will be clearly specified in
the question-specific scenario on the question paper. No assumptions should be made based on the
absence of information in the case study.
Background
A bank specializes in banking services for individuals and companies. The bank offers its services
through branch offices across the country and also through automated teller machines (ATMs), and
telephone and online banking. The bank has operated in its country of origin (HQ country) for many
years and has recently expanded its operations into overseas countries.
The bank offers several different types of accounts, including savings, loans, credit cards and cheque
accounts. All the accounts can be accessed by visiting a branch, by internet or by telephone. Internet
and telephone banking have been increasingly successful in the domestic market and the bank hopes
to deliver more innovative online products and service offerings internationally.
Changing world economics have opened up opportunities for the bank, and recent initiatives have
included:
• acquisition of banks in other countries, to expand international operations and widen its
customer base
• partnerships with other financial institutions such as insurance companies, to widen the range
of services to the bank's customers
• extended hours of operation and a broader range of products through its wider international
coverage.
The bank's strategy is to integrate activities and share services and functions with the recently-
acquired overseas banks where possible. The bank has already started selling and providing services
in these markets.
The partnerships that the bank has established with other financial institutions are strong and the
bank works closely with these partners. The bank has a business strategy, undeclared to its partners,
to take the lead in these partnerships. In particular, the bank wishes to take the lead in designing and
developing new banking services, and in marketing and selling them to the bank's own customers.
The bank also sees opportunities in marketing and selling its products to its partners' end-customers.
To support this strategy the bank has made a significant financial investment and commitment in
terms of professional banking staff and organizational support in these areas.
Banking services
The bank supplies a range of banking service packages to its customers. The following banking
services are considered to be critical components of these service packages, critical both to the
bank's business operation and to support the bank's customers:
Company structure
The high level company organization is set out in the attached organization chart.
There are eight divisions, each with a divisional director reporting to the chief executive officer (CEO).
The business executive board comprises the CEO plus the eight divisional directors.
The company's divisions work closely together, with collaboration on specific projects often crossing
divisional boundaries. The five banking divisions are:
• Marketing division - covering marketing of the generic brand and specific products
• Shared services division - this division consolidates the support services which have evolved
over time within each operational division and includes the departments of human resources
(HR), finance, IT and facilities
• Security division - covers security, audit, risk and compliance and is responsible for the bank's
security policy and for adherence to legislation, data security and physical security
requirements and business continuity. It is also responsible for the bank's global risk
management policy.
The chief information officer (CIO) used to report to the chief financial officer (CFO), but now they
both report to the CEO via the shared services divisional director. This change happened a year ago
when the shared services division was formed.
The corporate vision is firmly focused on expansion. Based on this vision, the business executive
board has set targets to be achieved by the close of the next financial year. The current financial year
will close six months from now so these targets are to be achieved 18 months from now, and will be
measured against the current position. Some of the targets are listed below:
• In the bank's HQ country, to have as a customer base 10% of the retail banking market
(currently 7%)
• To increase income from internet banking by 70%
• To increase the income from customers living outside the HQ country by 50%
• To achieve a 5% increase in corporate profit.
Part of the business strategy is to integrate and automate business and IT operations within company
constraints that include legislation, regulatory, financial and security constraints.
The commitment to expansion has created some direct and immediate challenges, including:
• Language and time-zone concerns, as the bank acquires and partners with companies in
other countries
• Cultural and organizational issues - this has especially shown itself in the different levels of
expectation for IT support between the different countries and acquired companies.
All the banking divisions and the marketing division rely on their ability to monitor current performance
and predict future demand. They depend heavily on the accuracy of management information and the
underpinning IT services. Recently there have been issues with integration of management
information across the business units.
As with all banks, there is a large amount of legislation - both national and international - that has to
be complied with. Additionally the bank is committed to conforming to the national banking code of
conduct, drafted collectively by the HQ country's major banks.
• An operational risk related to an information security breach in the online banking service
• All IT hardware maintenance within the HQ country is outsourced to a single supplier which
was not profitable in the last financial year.
IT structure
IT infrastructure
The bank has built up a server environment consisting of rack mount and blade servers. Some of
these are clustered to provide high availability for critical IT services. Some are configured as virtual
machines, but others are not. In an effort to reduce capital expenditure and increase the utilization of
hardware, the bank has established a new policy of 'virtual first' meaning all new services will be
virtual unless the application requires otherwise.
The bank manages this infrastructure in its own physical data centre with connectivity to branches in
the HQ country via dedicated data links provided by a third-party supplier. Connectivity to offices
outside the HQ country is provided by a third-party supplier via internet wide area network (WAN)
links. The bank has set up a virtual private network (VPN) to ensure appropriate levels of security.
Some direct management of the branch IT infrastructure remains with the customer delivery division.
Some direct management of the overseas banks' IT infrastructure remains with the overseas banks
within the global banking division.
IT services
The banking services are underpinned by IT services. Some IT services, including the desktop
service and the management information (MI) service, support many different banking services. Other
IT services, such as the ATM management service, only support a single banking service. The IT
Some IT development is outsourced and there is a policy that application software is purchased
whenever possible rather than developed in-house. For example, accounting applications, stock
control applications and desktop applications are all based on commercial, off-the-shelf (COTS)
software.
Due to the nature of the business, ITSM is well integrated into the company. An integrated ITSM
toolset is used to support ITSM processes.
Service strategy
The CIO and IT strategy unit work closely with the business with the aim of delivering relevant
and up-to-date IT services. There is a well-maintained IT service catalogue, easily accessible
to staff, showing the IT services available. The service portfolio, however, is not formally
maintained, although relevant information is available via business change request records
and development records.
Financial control within the IT department is comprehensive at a high level, but only limited
information is known as to the detailed cost of individual IT services and the usage by each
customer.
Service design
Banking staff are actively involved in the IT service design activities undertaken by the
application unit, and good relationships exist between staff in the applications unit and staff in
other divisions.
The applications which support the bank's products are either developed by the applications
unit, or purchased from third-party suppliers and customized by the applications unit. The
applications unit maintains these systems, in collaboration with third-party suppliers where
appropriate.
Approximately 60% of the work of IT service design is delivered by short-term contract staff
working in the applications unit.
Service level agreements are in place, with negotiation beginning during the service design
stage and extending through the service transition stage.
A remote back-up site is available to deliver continuity of critical IT services in the event of a
disaster. There is an IT service continuity policy that requires that all critical IT services be
designed to deliver IT service continuity via this route.
Service transition
It is difficult to secure the involvement of internal customers in the implementation of new and
changed IT services, although they are willing to be involved in IT service design. Once
internal customers have specified what they want, they expect the IT department to deliver
the IT service without their further involvement.
Operational changes are well-managed, with strict control over access to the live IT services,
but there is no formal change evaluation process to provide support for the evaluation of
significant changes, and customer involvement with IT service transition is minimal.
Six months ago HQ internal users received the roll-out of two updates to the standard desktop
build, which is a major component within the desktop service. One was an important security
update and the other was an update to the management information (MI) application that was
considered critical for financial end-of-year reporting, and is also a component of the MI
service. These two deployments were done at the same time and resulted in significant
incidents for HQ staff.
Service operation
The service desk function and the incident management process are well-established and
effective. Problem management tends to be reactive rather than proactive.
Business questions (how-to questions) are handled by separate business support teams
within each of the main business divisions.
There is a central operations control centre in the HQ country which controls the operations of
both applications and IT infrastructure (apart from certain management activities for the
branch IT infrastructure, which are carried out locally by the branches themselves).
Traditionally the operations management unit staff have focused on IT service operation
stage activities and have not been involved with service design stage or service transition
stage activities.
While the plan is to integrate IT from the acquired businesses into the bank wherever
possible, there have been difficulties in integrating the staff, IT and the acquired companies
with the existing bank staff and structure. This has resulted in management focusing more
attention on IT operations.
CEO
Finance Facilities
IT department HR department Departments
department department
CIO HR manager Heads of Department
CFO Facilities manager
QUESTION BOOKLET
Instructions
The review report concludes that the existing ITSM processes are, in general, meeting their
performance targets. Currently, however, ITSM as a whole is not sufficiently robust to support the
bank’s globalization plans.
1. Improvements should be made in order to increase customer satisfaction, which has fallen
due to performance issues in IT services that have recently changed.
2. A programme should be developed to implement all ITIL processes.
3. Service portfolio management should be implemented.
4. A multilingual service management tool should be bought to increase process effectiveness.
5. The process owners' main focus should be on improving their processes through the use of
process metrics.
6. Additional training in customer care should be provided for all staff members who have direct
contact with customers and users.
7. Service design should be strengthened by the introduction of design co-ordination.
8. A single SDP should be created for use in all future bank acquisitions.
Due to the current financial constraints, the CIO recognizes that only some of the recommended
options for improvement can be included in the strategy.
You are the service improvement manager within the bank. The CIO has asked you to evaluate the
proposed improvements.
Which one of the following combinations of improvements will provide the BEST solution for the bank?
A. 2, 5, 6, 8
B. 1, 2, 3, 7
C. 1, 4, 6, 7
D. 2, 3, 4, 5
The chief information officer (CIO) wants a pragmatic approach to improve the current practice of
communicating changes. This is required to ensure successful deployment of similar security changes
which are due next month. The CIO has assigned you to evaluate a key part of the existing IT
communication plan for IT staff, which is shown below. The strategic communication plan for the
business and IT is documented elsewhere.
Which one of the following answer options describes the BEST recommendation to improve the
extract from the communication plan?
A. Row 1 does not need to be changed, as it is important for all IT unit managers to understand the
changes. In row 2, modify the method of communication to “Policy on the intranet with
confirmation of understanding from the reader.”
B. In row 1, change the message to “Importance of complying with new and changed policies to
maintain regulatory compliance by following the knowledge management process”. In row 2, add
to the method of communication “Questionnaire to check that staff members have understood the
policy”. Add a new activity to the table as row 3 to find out how people are affected by the ‘change
cycle’ in order to establish the target audience.
C. In row 1, change the target audience for CIO communications to “The IT steering group.” In row 2
modify the message to “Importance of reading and understanding policies for new or changed
services.”
D. In row 1, add IT team managers to the target audience. Under 'date and frequency', specify where
in the service lifecycle the specific points of communication should happen. In row 2, change the
method of communication to “Policy on the intranet and mandatory online test to be completed by
all IT staff".
You have recommended that the bank should improve its service design practices. Specifically, you
propose that formal service design packages (SDPs) should be introduced with agreed standards for
their content, methods for development and required inputs. You believe that significant benefits can
be derived that would help resolve several existing issues in design, transition and operation.
The CIO has asked you to create a report that explains the importance of formal SDPs to the bank.
The report will be used to encourage both staff and management support for this improvement effort.
Which one of the following answer options BEST summarizes the benefits arising from the SDPs that
should be included in your report in order to make the strongest case for implementing the SDP
improvements?
Answer options
Item A B C D
Deployment plans that specify required testing, allowing better change scheduling
Service transition plans that identify all transition requirements, allowing better
change co-ordination
The inclusion and documentation of more than just the functional requirements
when designing services
The involvement of IT groups other than application development staff in design
work
The identification of the appropriate times during design and transition to draw on
knowledge of operations staff
Drawing on knowledge of operations staff during design
Having a consistent and repeatable approach to design documentation, regardless
of who in the organization is leading the effort
Having a consistent and repeatable approach to requirements documentation
Appropriately measured service design activities for continual improvement
The involvement of service implementation unit staff in design
The inclusion of application development staff in transition activities
The inclusion of the business in transition activities
Ensuring business participation in functionality testing
Having clear design acceptance criteria to reduce failed changes
Ensuring testing and validation of all design and acceptance specifications for new
or changed services
Ensuring testing includes more than functionality
Specifying knowledge capture and documentation requirements
Determining if the design is practical for the purpose specified
The inclusion of user training in all new or changed service designs
You are the IT operations manager, and you believe that the current policy is outdated and should be
replaced. You have been invited to a meeting with the CIO and other IT unit managers to present your
view.
Many IT managers, including the IT strategy unit manager and the service improvement manager, do
not agree with the idea of increased involvement of operational staff in other lifecycle stages. You
have decided to present examples of activities from other service lifecycle stages which show how the
organization would benefit from the involvement of service operation staff.
Which one of the following answer options is the BEST example of a list of activities carried out by
service operation staff during other service lifecycle stages?
A. • Gather and identify IT operational costs by key service operation process such as incident
management and problem management
• Create an overview of how the different customer-facing services utilize technology, as a
basis for improving service asset and configuration management
• Perform training on a new service supporting the new insurance ventures to reduce the
probability of user errors
• Communicate potential issues with the server environment to prevent incidents.
B. • Indicate operational risks for a new IT strategy being developed, which would introduce
contracted development services
• Develop appropriate cost models for accounting and stock control services to support a
policy change from “build before buy” to “buy before build”
• Define IT service objectives and performance criteria, to improve the match between services
delivered and business requirements
• Initiate work on analysing the potential impact on infrastructure availability from an
aggressive business expansion strategy.
C. • Assess whether the data centre is equipped to handle the additional capacity needed to
support the growth of internet banking
• Develop mechanisms to increase visibility into the cost of the desktop support service to
compare with similar 3rd party services
• Ensure that business-critical changes have been undergoing sufficient integration testing
• Identify how new monitoring tools could provide improved customer reporting.
D. • Detect and diagnose events to prevent issues with the central banking services being
exposed to customers
• Document requests on the word processing service in the service knowledge management
system to facilitate sharing of good practice
• Conduct periodic reviews of operational logs to identify patterns and trends of activities
• Maintain up-to-date records of personnel to ensure that users are given correct rights to use
services.
You have established a project to develop and implement a formal knowledge management process
across the service lifecycle. The knowledge management process needs to be delivered within the
bank’s regulatory and security constraints. Disposal of information is recognized as a challenge.
Last week, the key stakeholders on the project agreed that the purpose of knowledge management is:
• To share perspectives, ideas, experience and information and ensure that these are available
in the right place at the right time to enable informed decisions to be made; and to improve
efficiency by reducing the need to rediscover knowledge.
The next task for the project is to develop a knowledge management policy that supports the purpose
of knowledge management. You are working with key stakeholders to develop this policy.
Which one of the following answer options describes the BEST set of policy statements to support the
implementation of knowledge management at the bank?
A. • Knowledge, information and data will be available and accessible to staff, partners, and key
suppliers, in different languages.
• Definitive knowledge, information and data will be stored in a service knowledge
management system (SKMS) and used to support the provision of services.
• Knowledge management will facilitate knowledge transfer to support the implementation of
new or changed services.
• Documented procedures will be designed and developed for the creation, approval,
maintenance and control of knowledge, information and data.
B. • Knowledge management will support knowledge transfer for all roles across the service
lifecycle and across all time-zones.
• Knowledge will be shared across the bank and with its partners to support decision-making
and the lifecycle of IT services.
• Definitive knowledge, information and data will be maintained in a system that supports
different languages with secure and controlled access to accurate information.
• Knowledge, information and data will be created, approved, maintained and disposed of
using a documented process.
C. • Staff will be trained to optimize their use of information and to dispose of data.
• Knowledge, information and data will be gathered, analysed and stored in a secure SKMS
and maintained to support effective operational services.
• The SKMS will provide controlled access for each member of staff.
• IT service management and service delivery will be supported by a configuration
management system (CMS) that is part of the SKMS.
D. • An SKMS will support the flow of information through all stages of the service lifecycle.
• The SKMS will reduce the risks that arise from a lack of proper mechanisms for knowledge
transfer.
• Knowledge, information and data will be gathered, analysed, stored and maintained by each
team.
• Details of all operational IT services will be maintained in the service catalogue to ensure that
staff, partners and key suppliers have access to information and data on live IT services.
i. Some systems from the acquired companies have been retired before it was clear how this
work would be managed in legacy systems.
ii. On other occasions two or even three systems have been retained, even though they all
perform the same work. These decisions seem to be driven at the business departmental
level, without significant involvement of business leadership.
iii. Designs of merged IT services have not fully taken operational realities into consideration.
iv. Transitions have been executed in a rushed manner, focusing primarily on service
functionality. As a result, training for support staff and users has been neglected, and there is
insufficient knowledge documentation for the services. This has led to operational issues.
v. Required technology and service metrics are not being collected to enable the services to be
managed effectively.
You are the manager of the newly formed service management office (SMO). You believe that many
of the issues that have been experienced can be traced back to poor integration between the stages
of the service lifecycle. You undertake a review to determine if each lifecycle stage is providing the
right outputs to be inputs into other stages. Based on your review, you will identify the highest priority
items to be addressed in a first set of improvements. Other items, though they may be highly
desirable, will be addressed in future improvement cycles.
Which one of the following options represents the BEST set of outputs/inputs to be addressed as high
priority items for the bank in this first improvement cycle?
Answer options
Item From To A B C D
Business case SS SD
Comprehensive training plans SD ST
Design errors identified in testing ST SD
Details of how measurements and metrics will be produced SD ST, CSI
Knowledge for the SKMS All All
Operating risks SO SS, SD, ST
Operational requirements SO SD
Operations plans and procedures SD SO
Required service outcomes and service constraints SS SD
Operational performance data SO CSI
Service design package (SDP) SD All
Service models SS SD
Service portfolio SS All
Vision and mission SS All
Vital business functions SS SD
Operational level agreements SD ST
Patterns of business activity SS CSI
As the CIO you have been asked to recommend an overall IT service strategy for the new IT service.
An important element in the IT service strategy is to decide on the sourcing of service provision. You
have asked the service owner to document key aspects of the new IT service. The service owner has
returned with the following summary:
• The new IT service represents an innovative approach in banking for both the bank and the
market, and is considered state-of-the-art with respect to both approach and use of
technology.
• Time-to-market, low price and security are all vital to ensure that the bank maintains a
competitive advantage related to the new IT service.
• Integration with financial management practices is key to measuring and ensuring success for
the new IT service.
• The new business activity will generate a high transaction frequency, and requires close,
manual attention and day-to-day follow-up according to a defined, written procedure.
• The new business activity will need to be closely integrated with the IT department's activities
of business relationship management and service level management.
Which one of the following options is the BEST choice for sourcing the service provision of the new IT
service?
C. Establish a new IT group within the business unit responsible for the new business service
The IT strategy unit has passed an authorized service charter for these issues to applications
development. The IT strategy unit has specified that no changes to service utility or vital business
functions are required at this time. Applications development has started a project to address the
scalability and reporting issues. The project charter defines virtualization options that could address
the need for better scalability, and it addresses the enhanced reporting capabilities for IT.
The IT operations manager is responsible for providing information for service strategy, service
design, service transition and continual service improvement stages.
At this point in the project, which one of the following answer options is the BEST list of outputs that
the IT operations manager should provide to ensure success of the revised service?
C. • Operational impact assessment from service level agreement changes to the service level
management process
• Results of post-incident user satisfaction surveys to the CSI stage
• Logged improvement opportunities to the service portfolio management process
• Business communication plan to address varying user support expectations from cultural
differences.
You are the service owner for an enhanced IT service which will extend the hours of operation to
support the IFAs sales activities. A new application will replace the existing application and will adopt
the bank’s new policy of 'virtual first'. All transactions will be in real-time via a web interface. This
environment will improve the bank’s capability to develop and automate the delivery of new banking
products for third-party sales.
You need to decide what set of service metrics to use for the sales support service and at which
service lifecycle stage the metrics can be measured. You have brainstormed the following service
metrics:
From the following answer options, which one provides the BEST combination of SERVICE metrics
and the stages in the service lifecycle at which they CAN be measured?
A.
Service Service Service Service
strategy design transition - pilot operation
1, 6, 11 2, 3 2, 12 1, 3, 6, 12
B.
Service Service Service Service
strategy design transition - pilot operation
2, 6 2, 3, 4,6 2, 3, 5, 6 2, 3, 5, 10
C.
Service Service Service Service
strategy design transition - pilot operation
4, 6 4, 6, 11 3, 6,12 3, 5, 6, 12
D.
Service Service Service Service
strategy design transition - pilot operation
6, 7 6, 7 6, 8 6, 8, 9, 10
Partly as a result of this rapid growth, it is thought that there are many areas where the organization
could improve in terms of IT service management (ITSM). There are no recognized ITSM functions or
processes in place, with the exception of a service desk and the incident management and service
request processes. There is minimal customer contact: for example, customers and users are not
allowed to call the service desk but instead have to raise incidents and service requests via the
intranet.
There are many areas of ITSM that must be improved in order to support existing customers
appropriately and to cope with continuing growth. The management team, however, does not agree
on the way forward and has various opinions on what it should start improving or implementing first.
Which one of the following answer options describes the BEST approach to meet the needs of the
organization at this time?
A. Conduct a strategic assessment looking at the internal and external environment. Hold meetings
within the IT senior management team to fully discuss and understand the position regarding
finances, resources, relationships with business units, the existing services and the projects
underway. The feeling is that, at this time, the organization is not mature enough (especially in
the ITSM areas) to carry out an extensive assessment with IT staff and customers. Once this
strategic assessment has been completed the next steps will be first to set the strategy and then
next year to undertake a further detailed assessment. This further assessment should involve
both IT staff and customers and produce the required return on investment.
C. Conduct an assessment of the current situation by first understanding the vision by discussing
this with senior IT and business management. Then interview key stakeholders in both the IT
service provider unit and within the business units. Although only two documented processes are
in place, informal work is being undertaken in many other areas so understanding how this is
achieved and identifying gaps where improvements could be made will be possible. Where
available, documentation will be analysed, meetings attended and the service desk observed. A
detailed report will be produced and a CSI register created with improvement initiatives for
achieving short-, medium- and longer-term goals. Each initiative will show the return on
investment that will be achieved.
D. Understand the high level vision from an IT perspective and define the strategy. Conduct
interviews with representatives from all business units to ascertain the processes they follow
when reporting incidents, asking for changes, requesting new services etc. From these interviews
it will be possible to determine the areas that are concerning the customer base the most and to
ensure that these areas are addressed first. A customer satisfaction survey should be undertaken
with all users who did not attend the interviews. A detailed report will be produced and a
prioritized CSI register created. Prioritized improvement initiatives will be documented in the
register and each initiative will show the return on investment that will be achieved.
QUESTION BOOKLET
Instructions
You are responsible for the design of the overall service solution. You have verified that all inputs
from the service strategy lifecycle stage are present and acceptable.
Which one of the following answer options is the BEST approach to ensure that the overall service
solution will achieve an improved warranty level for the Internet banking IT service?
A. • Create a design co-ordination process and use this for a consistent approach to service
design activities, ensuring that all elements of the service design package are addressed.
• Use the service level management and supplier management processes to develop agreed
service level requirements and the associated service level targets, which the changed
service must be designed to achieve.
• Work with availability management, capacity management, IT service continuity management
and information security management to define service level targets that relate to their areas
of responsibility and to validate that the targets are realistic.
B. • Use the service catalogue process to provide accurate information about the existing internet
banking IT service, its interfaces and dependencies.
• Work with the relevant supplier manager for the WAN to establish that the underpinning
contract will support the service level requirements.
• Work with the service level manager to define availability, capacity, IT service continuity and
information security service level targets.
C. • Finalize the service level targets for the internet banking IT service during service design.
• Work with the technical specialists responsible for availability, capacity, IT service continuity
and information security of the enabling services to ensure that the service level targets can
be achieved.
• Plan to work with the technical specialists to update service level targets when the service
has been live for the initial service period and service measurements are available.
D. • Initiate the development of a service model to ensure that technical specialists understand
the structure and dynamics of the changed service.
• Work with the technical specialists to develop and validate service measures to underpin the
service level targets defined in the service model, and ensure that the day-to-day operation
of relevant processes match service level targets.
• Work with the supplier manager to establish a disaster recovery site to ensure that availability
targets in the service design package can be met.
1. Some service requirements were missing and this led to unexpected warranty issues in early
life support. One deployment resulted in significant incidents for HQ staff.
2. Although the desktop service design package (SDP) is generally good, the plans did not
include resource requirements for additional incident and problem-handling. There were no
metrics or acceptance criteria for changes in incident volumes during early life support.
3. There is no evidence of feedback on the SDP from the service desk and IT operations staff.
There is a risk of alienating key support and operations staff during periods of change and a
risk of increasing staff resistance to change.
4. The configuration items (CIs) within the MI application are defined. However, the MI
application depends on components in the desktop build that are not uniquely identified as
dependent CIs. This has resulted in failed changes for parallel deployments of the desktop
build for a security update and an update to the MI application.
5. Configuration item (CI) information for the desktop build is good and accessible to the
technical management team. However, this information is not shared and is not accessible to
other teams.
The CIO has asked you to recommend improvements to ensure that similar implementations planned
for the next few months will be successful. The improvements should cover all of the key findings and
should be able to be introduced quickly, to avoid similar problems in future.
Which one of the following answer options describes the BEST set of improvements given the
situation and key findings?
A. • Measure key metrics and report these against predicted levels before and during any
deployment. Use these to set acceptance criteria during service transition.
• Train support staff to use the existing service asset and configuration information to perform
their roles.
• Involve IT support staff, customers and user representatives in reviewing the service design
package (SDP) and in service rehearsals.
C. • Review the business and IT strategy and the definition of the SDP.
• Perform a strategic review of the desktop service and MI service. The review should ensure
that all service requirements are defined.
• Develop a policy of improvement and set up an implementation project for the IT function.
This will enable improvements in measurement and reporting of incident volumes and user
expectations.
D. • Hold review meetings with customers, user representatives and IT support staff throughout
the service design lifecycle stage and during service rehearsals.
• Agree exit criteria for early life support in the SDP, including measures for incident volumes.
• Define configuration items (CIs) for the desktop deployment and dependent CIs in parallel
deployments. Provide IT staff with access to quality configuration information in order for
them to diagnose incidents and problems easily.
The CEO has indicated that not all the IT staff members brought into the bank as a result of the
acquisition of other banks can be retained and that the IT department will be required to make
significant cuts unless business justification for staffing levels can be provided.
You are the manager of the newly-formed service management office (SMO). You have been asked
by the CIO to analyse the situation and define a plan to ensure that the costs of service provision will
be consistently aligned with overall bank priorities now and in the future.
Which one of the following answer options represents the BEST course of action to recommend?
A. The service portfolio should be formalized, starting with the information already available in the
service catalogue and other sources. Existing business interactions should be matured into formal
business relationship management with a focus on understanding the needs of the various
customer groups and the overall needs of the business. Meanwhile IT needs to work with all
appropriate business areas to put in place methods and metrics to determine the total cost of
each service as well as its value to the business. Classifying services as 'core, enhancing or
enabling' can be used initially to understand, and eventually to quantify, the business outcomes
supported by each service.
B. The IT organization should focus on service costing to determine the way funds are being
expended now. This will include working with the business to determine which services cost the
most and why. Then meetings should be held with the individual customer groups to review the
services and to determine which services they believe to be most important to their work
activities. The services in the service catalogue should be classified as 'core, enhancing or
enabling' to support better budgeting decisions. Operational metrics should be created to allow
collection of service-specific data and management information for continual service
improvement.
D. You propose beginning by working with the business and IT to classify the services in the service
catalogue as 'core, enhancing or enabling' as a first step in understanding and communicating the
role of each service in business activity. The service portfolio management process should then
be reviewed and revised to ensure that the contribution of each IT service to business activity is
clearly understood. Existing data should be used to create preliminary cost information on an
individual service basis and to identify opportunities for continual service improvement from a cost
perspective. IT should then work with the Finance division to develop an approach to
comprehensive service costing.
• There have been recent incidents following unauthorized changes to the branch
infrastructure.
• It is important that a new IT service now under development achieves its required
performance. This new IT service will support a new business-critical insurance service.
Which one of the following answer options is the BEST proposal for TACTICAL improvements to the
way IT changes are handled?
A. • Consider refresher training for the customer delivery division and key resources from new
acquisitions.
• Establish country IT change advisory boards at level 1 to speed up handling of IT changes,
with these country boards reporting into the business executive board.
• Implement a change evaluation process.
• Expand testing of utility for new and changed services.
B. • Review the change management process and ensure that the branch IT infrastructure is
within scope.
• Check that each change authority has the right representatives. This should include the
customer delivery division and representatives from IT suppliers and new acquisitions.
• Introduce the key elements of a change evaluation process.
• Increase focus on warranty during testing, and include representatives from the financial
products division.
C. • Introduce a service management toolset to increase visibility into changes and their impact
on live services.
• Reduce the number of change authority levels, and specify that the new insurance service is
handled at a lower level to reduce time-to-market.
• Extend the existing change evaluation process for level 1 and level 2 changes in the
customer delivery and shared services divisions.
• Implement a knowledge management process to optimize use of data and to improve
efficiency across business divisions.
D. • Evaluate the change management process within the shared services division and ensure
on-going control over live services in operation.
• Check that the users of the change management process have completed training. Consider
refresher training for suppliers and teams where there have been change-related incidents.
• Make adjustments to the change authorities, such as ensuring that a customer delivery
division representative is an active member of level 2.
• Assess operational readiness during testing, particularly related to support after go-live.
Customer satisfaction surveys and service design packages (SDPs) were identified as service
improvement suggestions but they are not yet widely used. However the bank is improving its process
for major changes that involve significant cost, risk or organizational impact, and the bank has just
started to capture customer satisfaction survey measurements.
You are the service improvement manager. In further support of the current quality initiative the CIO
has asked you to analyse the following additional service improvement ideas and to recommend the
four suggestions that should be considered next.
1. Ensure that each SDP fully documents all required testing of service utility.
2. Plan to incorporate customer satisfaction targets into the service level agreements (SLAs).
3. Introduce the principles of balanced design for major changes as part of the service design
lifecycle.
4. Implement a continual service improvement (CSI) register to record and prioritize service
improvement suggestions and ensure that associated KPIs are identified.
5. For each implementation of a new service carry out a customer satisfaction survey with
business representatives.
6. Create an SDP for each major change and include a definition of each stage of the transition
with suitable entry and exit criteria.
7. Increase the amount of utility testing for all products and IT services before release and
deployment.
8. Reduce the number of new service support issues by introducing involvement from the
business and service implementation unit at the service design stage.
Which one of the following is the BEST set of four improvements to consider next?
A. 1, 4, 5, 7.
B. 2, 3, 4, 6.
C. 3, 4, 5, 8.
D. 1, 5, 7, 8.
You have been asked to perform a strengths – weaknesses – opportunities – threats (SWOT)
analysis of IT service management within the bank considering the above service level targets.
Which one of the following answer options represents the MOST appropriate SWOT analysis of IT
service management within the bank, given the service level targets in the scenario and in the context
of the overall case study?
A.
Strengths: Weaknesses:
Opportunities: Threats:
B.
Strengths: Weaknesses:
Opportunities: Threats:
C.
Strengths: Weaknesses:
Opportunities: Threats:
D.
Strengths: Weaknesses:
Opportunities: Threats:
The CIO is preparing a presentation for the bank’s senior management team. These are all customers
of the IT services. The purpose of the presentation is to influence the senior management team to
consider the value to the business from IT services.
From the following answer options, which one is the BEST description of the characteristics of value
in the context of the case study and scenario?
A. Value is defined by customers and does not depend on what was delivered. A key characteristic
of value is defining it in terms of the business outcomes that are achieved, and measuring value
through financial returns and cost savings. The delivery of the bank’s corporate vision will be the
ultimate measure of value in 18 months’ time. This will depend on the percentage increase in
income generated from internet banking and from customers living outside the HQ country. Value
can also be realized through the delivery of business outcomes and solutions within company
constraints such as legislation, regulatory, finance and security.
B. Value is defined by customers and they will make the ultimate decision about whether an IT
service is valuable. Customers will select an affordable mix of features and make the final choice
about what is valuable to them. Customers do not always measure value in financial terms, as
some services are not designed to produce revenue. Value can be measured by meeting some
other organizational objective, such as human resource management or a social responsibility
programme. Value is defined in this financial year for the next financial year and may change if
the business and IT strategies change.
C. Customers decide whether an IT service is valuable. They will select a service or product that
represents an affordable mix of features at a price they are willing to pay in order to realize the
desired business outcome. A key characteristic of value is the achievement of objectives. At the
bank, value can be measured though financial returns, such as the percentage increase in
income generated from internet banking and from customers living outside the HQ country. Value
can also be measured by the achievement of the objective to integrate and automate business
and IT operations. Value will change over time as circumstances change and each new or
changed IT service is used.
The critical success factors (CSF) for service level management for IT services are:
The extract of the measurement framework grid that applies to the management of the internet
banking IT service and the WAN service is shown below:
Which one of the following options is the BEST suggestion for maintaining or improving these key
performance indicators (KPIs)?
A. Do not change the KPIs, as they provide adequate support for the CSFs.
B. Add KPIs:
• Reduction in the impact and number of business transactions lost due to IT failures
• Reduction in the number of service breaches caused by suppliers
• Reduction in the number of risks caused by a security breach of an IT service
• Decrease in the costs associated with IT service provision.
C. Add KPIs:
D. Add KPIs:
• Reduction in service level breaches for customer-facing services and supporting services
• Reduction in the number of incidents that cause downtime
• Reduction in the number and impact of security breaches and security incidents
• Decrease in the cost of incident resolution.
The project fulfils an election pledge and is being sponsored by the present government. There are
several groups who are not very enthusiastic about the changes, including employees within the
affected department and their union representatives. The debates leading up to the decision to initiate
the project have also led to a lot of media and general public interest, and it is imperative that
appropriate stakeholder management is in place to ensure project success.
The new service is currently being designed by an external vendor. In preparation for the next stage
of the project, the service transition team is working with the service design team to ensure that
stakeholder interests have been identified.
The following is the (simplified) power impact matrix for the service transition:
Which one of the following commitment charts MOST appropriately describes the desired situation
which is to help plan the service transition in the context of the scenario?
A.
B.
C.
D.
In the past the focus within the IT department has been on processes, with little thought given to the
overall departmental structure and interfaces. Some of the IT service management (ITSM) processes
are reasonably mature but further progress with them has been impossible because interfaces
between processes, lifecycle stages and customers and users are not in place.
It has been decided to look at the organization with a view to moving from the current structure
(described as a network or stage 1 structure) to a more collaborative approach, in order to improve IT
service provision.
The factors driving the organizational change programme have been documented and approved by
senior management.
Which one of the following answer options describes the BEST set of steps to follow to meet the
needs of the organization?
A. 1. A full ITSM assessment should be undertaken looking at all aspects of IT service provision.
The desired organizational structure which meets the needs identified by the ITSM
assessment should be determined. This will include changes to processes, roles and
responsibilities. The appropriate number of people in each section will need to be clearly
defined. All required roles and skills should be documented in a RACI matrix. An IT steering
group will be a key component of the new structure, to ensure business needs are taken into
account.
2. Implement the approved organizational structure and allocate a senior manager with
appropriate organizational change experience to manage the change programme. Set up a
communications project to explain what is happening and why, and to seek views from staff.
Recruit additional staff if necessary to fill any skills gap and re-train staff where possible.
C. 1. Identify the appropriate and desired organizational structure, and get senior management
buy-in. Define the required functions and departments together with the processes they will
be responsible for. Define the roles and responsibilities, and the numbers of people for each
role using a RACI matrix; which is an ideal tool to assist in this task.
2. The next step requires the implementation of the new organizational structure. This
programme of change needs to have an overall accountable person from the senior
management team, in order to manage the change. Set up a communications project to
explain to staff what will happen. Recruit additional staff where necessary to fill the skills
gap.
D. 1. Review the current design of the IT organization, and design an appropriate structure, taking
into account the overall business and IT strategy. Define the required roles and
responsibilities using a RACI matrix to assist with this task. A key component of the new
structure will be the IT steering group to ensure business and IT requirements are taken into
account.
2. Implementation will involve a major programme of change. Management of the concerns of
staff will be vital. Commitment from the senior management team will also be important.
Allocate a skilled organizational change manager to manage the change programme. Set up
a communications project to inform people about plans and to enable staff views to be taken
into account. Wherever possible, identified skill gaps should be filled by training and on-the-
job work experience.
25.000
20.000
15.000
10.000
5.000
0
ene-11 feb-11 mar-11 abr-11 may-11 jun-11 jul-11 ago-11 sep-11 oct-11 nov-11 dic-11
Serie1 14.731 17.255 22.458 18.673 21.175 21.770 19.088 17.918 23.497 23.055 24.994 24.948
800
600
400
200
0
ene-11 feb-11 mar-11 abr-11 may-11 jun-11 jul-11 ago-11 sep-11 oct-11 nov-11 dic-11
SS 313 347 265 349 390 436 314 306 392 390 596 474
SD 227 279 384 403 535 419 419 330 502 442 552 390
ST 304 337 435 476 381 431 428 333 478 639 695 539
CSI 289 261 324 397 448 559 393 413 413 517 656 633
SO 398 421 449 679 626 708 490 600 704 731 722 703
800
600
400
200
0
ene-11 feb-11 mar-11 abr-11 may-11 jun-11 jul-11 ago-11 sep-11 oct-11 nov-11 dic-11
SOA 197 211 301 288 308 292 722 253 367 329 476 403
RCV 237 337 361 307 354 437 350 340 365 389 468 536
PPO 104 139 244 178 264 242 299 178 244 219 274 376
OSA 322 434 413 514 536 505 538 468 501 569 528 693
MALC 122 206 274 270 305 301 391 290 345 345 418 721
Apéndice A Gestión del Servicio a lo largo del Ciclo de Vida
84%
82%
80%
ene-11 feb-11 mar-11 abr-11 may-11 jun-11 jul-11 ago-11 sep-11 oct-11 nov-11 dic-11
60
40
20
0
ene-11 feb-11 mar-11 abr-11 may-11 jun-11 jul-11 ago-11 sep-11 oct-11 nov-11 dic-11
SS 76 74 73 83 77 76 81 76 80 80 77 83
SD 80 86 83 82 80 80 79 81 81 84 80 83
ST 78 73 78 78 77 76 78 78 76 79 74 78
CSI 67 73 69 72 72 65 63 76 75 73 75 73
SO 79 77 76 81 74 77 82 84 84 80 82 80
120
100
80
60
40
20
0
ene-11 feb-11 mar-11 abr-11 may-11 jun-11 jul-11 ago-11 sep-11 oct-11 nov-11 dic-11
SOA 76 79 81 86 75 72 81 81 76 64 69 72
RCV 83 78 83 84 80 83 84 80 83 83 77 82
PPO 84 86 92 88 84 83 85 97 88 84 85 78
OSA 82 84 78 85 80 83 83 82 85 80 81 82
MALC 53 60 62 66 69 66 62 63 63 69 61 66
APÉNDICE B
| Taxonomía de Bloom |
Apéndice B Gestión del Servicio a lo largo del Ciclo de Vida
Taxonomía de Bloom
La taxonomía de objetivos de la educación, conocida también como Taxonomía
de Bloom2, es una clasificación de los diferentes objetivos y habilidades que los
educadores pueden proponer a sus estudiantes. La idea surgió en una reunión
de la Asociación norteamericana de psicología en 1948 con el fin de facilitar la
comunicación e intercambio de materiales entre examinadores. La comisión
encargada fue liderada por Benjamin Bloom, psicólogo de la educación de la
Universidad de Chicago. El esquema resultante fue propuesto por este
investigador en 1956 e incluía tres "dominios": cognitivo, afectivo y psicomotor.
La taxonomía de Bloom es jerárquica, es decir, asume que el aprendizaje a
niveles superiores depende de la adquisición del conocimiento y habilidades de
ciertos niveles inferiores. Al mismo tiempo, muestra una visión global del
proceso educativo, promoviendo una forma de educación con un horizonte
holístico.
Hay seis niveles en la taxonomía en los que se pueden clasificar los objetivos
de aprendizaje. En orden ascendente, y según la revisión de los mismos
realizada en el año 2000, son los siguientes:
1. Recordar
Se refiere a recordar información previamente aprendida. Reconocer
informaciones, ideas, hechos específicos y universales, fechas, nombres,
símbolos, definiciones, métodos y procesos, esquemas, estructuras o marcos
de referencia de una manera aproximada a como se han aprendido, en su
forma original, sin elaboración de ninguna especie, puesto que cualquier
cambio ya implica un proceso de nivel superior.
- terminología (palabras, términos técnicos, etc.)
- hechos específicos (fechas, partes de algo, acontecimientos, etc.)
- convencionalismos (formas de tratar ideas dentro de un campo de
estudio, cuerdos generales, fórmulas)
- corrientes y sucesiones (tendencias y secuencias)
- clasificaciones y categorías (clases, grupos, divisiones, etc.)
- criterios (para juzgar o comprobar hechos, principios, opiniones y tipos
de conducta)
- metodología (métodos de investigación, técnicas y procedimientos)
- principios y generalizaciones (abstracciones particulares para explicar,
describir, predecir o determinar acciones)
- teorías y estructuras (evocación de teorías, interrelaciones de los
principios y generalizaciones)
2
Bloom, B.S. (Ed.) (1956) Taxonomy of educational objectives: The classification of educational
goals: Handbook I, cognitive domain. New York ; Toronto: Longmans, Green.
Apéndice B Gestión del Servicio a lo largo del Ciclo de Vida
Verbos que se usan con frecuencia para redactar objetivos de este nivel:
Definir – Señalar – Describir – Nombrar – Identificar – Narrar – Indicar –
Mencionar – Escribir – Numerar – Etiquetar – Leer – Reproducir –
Seleccionar – Hacer – Listar – Hacer Carteles – Decir
2.- Comprender
Se refiere a la capacidad de comprender o aprehender. El material requiere de
un proceso de transferencia y generalización, lo que demanda una mayor
capacidad de pensamiento abstracto. Implica entender lo que se ha aprendido.
Ello se demuestra cuando se presenta la información de otra manera, se
transforma, se buscan relaciones, se asocia a otro hecho, se interpreta o se
saben decir las posibles causas y consecuencias.
Requiere que el alumno explique las relaciones entre los datos o los principios
que rigen las clasificaciones, dimensiones o arreglos en una determinada
materia, conocimiento de los criterios fundamentales que rigen la evaluación de
hechos o principios, y conocimientos de la metodología, principios y
generalizaciones.
- traducción (parafrasear; habilidad para comprender afirmaciones no
literales como simbolismos, metáforas, traducir material matemático,
simbólico, etc.).
- interpretación (explicación o resumen; implica reordenamiento o nuevos
arreglos de puntos de vista)
- extrapolación (implicaciones, consecuencias, corolarios, efectos,
predicción, etc.)
Verbos que se usan con frecuencia para redactar objetivos de este nivel:
Traducir – Resumir – Expresar – Parafrasear – Discutir – Clasificar –
Citar – Convertir – Describir – Estimar – Explicar – Generalizar –
Dar Ejemplos – Exponer – Ilustrar
3.- Aplicar
Se guía por los mismos principios de la comprensión y la única diferencia
perceptible es la cantidad de elementos novedosos en la tarea por realizar. El
alumno selecciona, transfiere y utiliza datos y leyes para completar un
problema o tarea con un mínimo de supervisión. Utiliza lo que ha aprendido.
Aplica las habilidades adquiridas a las nuevas situaciones que se le presentan.
Requiere el uso de abstracciones en situaciones particulares y concretas
(utilización de abstracciones en tipos de conducta y tipos de problemas).
Pueden presentarse en forma de ideas generales, reglas de procedimiento o
métodos generalizados, y pueden ser también principios, ideas y teorías que
deben recordarse de memoria y aplicarse.
- solución de problemas en situaciones particulares y concretas (utilización
de abstracciones en tipos de conducta y tipos de problemas)
Apéndice B Gestión del Servicio a lo largo del Ciclo de Vida
Verbos que se usan con frecuencia para redactar objetivos de este nivel:
Demostrar – Practicar – Emplear – Solucionar – Aplicar – Operar –
Usar – Recoger – Calcular – Construir – Controlar – Determinar –
Establecer – Incluir – Producir – Proyectar – Proporcionar –
Relacionar – Transferir – Resolver – Utilizar – Informar – Relatar –
Contribuir – Administrar
4.- Analizar
Consiste en descomponer un problema dado en sus partes y descubrir las
relaciones existentes entre ellas. En general, la eventual solución se desprende
de las relaciones que se descubren entre los elementos constituyentes. Implica
el fraccionamiento de una comunicación en sus elementos constitutivos de tal
modo que aparezca claramente la jerarquía relativa de las ideas y se exprese
explícitamente la relación existente entre éstas. El alumno distingue, clasifica y
relaciona evidencias o estructuras de un hecho o de una pregunta, se hace
preguntas, elabora hipótesis: razona. La información que obtiene le sirve para
desarrollar conclusiones divergentes. Identifica motivos y causas haciendo
inferencias y/o halla evidencias que corroboran sus generalizaciones.
- análisis de elementos (reconocer supuestos no expresados, distinguir
entre hechos e hipótesis)
- identificación de relaciones entre los elementos (conexiones e
interacciones entre elementos, comprobación de la consistencia de las
hipótesis con informaciones y suposiciones dadas)
- reconocimiento de los principios de organización de la situación
problemática (estructura explícita e implícita; reconocimiento de formas y
modelos, técnicas generales utilizadas, etc.)
- identificación de conclusiones y fundamentación de enunciados.
Verbos que se usan con frecuencia para redactar objetivos de este nivel:
Diferenciar – Distinguir – Discriminar – Contrastar – Criticar – Analizar –
Inferir – Categorizar – Comparar – Ilustrar – Precisar – Separar –
Limitar – Priorizar – Subdividir – Construir Diagramas
5.- Evaluar
Se refiere a la capacidad para evaluar; se mide a través de los procesos de
análisis y síntesis. Requiere formular juicios sobre el valor de materiales y
métodos, de acuerdo con determinados propósitos. Incluye los juicios
cuantitativos y cualitativos de acuerdo a unos criterios preestablecidos.
- juicios en función de evidencia interna (de exactitud lógica, consistencia
o criterio interno)
- juicios en función de criterios externos (criterios seleccionados;
comparación de teorías, comparación de un trabajo con respeto a
normas, etc.)
Apéndice B Gestión del Servicio a lo largo del Ciclo de Vida
Verbos que se usan con frecuencia para redactar objetivos de este nivel:
Juzgar – Evaluar – Apreciar – Revisar – Corregir – Seleccionar – Justificar –
Valorizar – Valorar – Comparar – Contrastar – Concluir – Criticar –
Decidir – Definir – Interpretar – Juzgar – Justificar – Ayudar
6.- Crear
Es el proceso de trabajar con fragmentos, partes, elementos, organizarlos,
ordenarlos y combinarlos para formar un todo, un esquema o estructura que
antes no estaba presente de manera clara. Requiere la reunión de los
elementos y las partes para formar un todo.
El alumno crea, integra, combina ideas, planea, propone nuevas maneras de
hacer. Crea aplicando el conocimiento y las habilidades anteriores para
producir algo nuevo u original. Se adapta, prevé, se anticipa, categoriza,
colabora, se comunica, compara...
- elaboración de un plan o conjunto de actos planeados (habilidad para
proponer formas de comprobar las hipótesis)
- desarrollo de conjuntos de relaciones para clasificar o explicar datos
- deducción de proposiciones y relaciones (de un grupo de proposiciones
básicas o de representaciones simbólicas)
- construcción de un modelo o estructura
- reordenación de las partes en una secuencia lógica
Verbos que se usan con frecuencia para redactar objetivos de este nivel:
Organizar – Proponer – Reordenar – Crear – Adaptar – Anticipar –
Planear – Categorizar – Elaborar – Hipótesis – Inventar –
Combinar – Desarrollar – Comparar – Comunicar – Compilar –
Componer – Contrastar – Expresar – Formular – Integrar – Codificar –
Reconstruir – Reorganizar – Revisar – Estructurar – Sustituir –
Validar – Facilitar – Generar – Incorporar – Iniciar – Reforzar
Bibliografía Gestión del Servicio a lo largo del Ciclo de Vida
Bibliografía