1 itil v3 overview ver1.8

IT Infrastructure Library (ITIL) V3 Overview
Shivakumar

 What is ITIL all about?
 Origin & History of ITIL
 ITIL’ s Benefits and Risks
 ITIL V2 – Processes & Function / ITIL V3 – Life Cycle Phases
 Overview of Incident, Problem and Change Management
 Questions
Agenda

What is ITIL all about?
 ITIL is the acronym for the Information Technology Infrastructure Library
(ITIL)
 A non-proprietary, vendor-neutral, set of best practices
 ITIL is a descriptive framework, NOT a standard, method or tool
 ITIL Provides descriptions of IT Process and controls
 ITIL aligns IT services with business requirements
 ITIL is about providing optimal service at a justifiable cost
 Deliverables of ITIL are higher availability, increased reliability and greater
stability of the infrastructure

Origin of ITIL
 Emerged in 1980s
 ITIL was published between 1989 and 1995 by Her Majesty’s Stationery
Office (HMSO) in the UK on behalf of the Central Communications and
Telecommunications Agency (CCTA) – now considered within the Office of
Government Commerce (OGC).
 Its early use was principally confined to the UK and Netherlands.
 The original intent of the library was to promote effective IT service
management practices within the government.
 It has been available to public for years.

The History of ITIL
 ITIL V1 (GITIM) - Library of 31 associated books covering all aspects of IT
service provision.
 ITIL V2 - Seven more closely connected and consistent books
 In 2007, ITIL V2 was superseded by an enhanced and consolidated third
version of ITIL, consisting of five core books covering the service lifecycle

ITIL an Architectural Journey

ITIL Goals
 Align IT Services with the business needs (current and future)
 Improve the quality of IT services
 Reduce the long-term cost of provisioning IT services

Benefits and Risks
 Benefits:
– Provision of IT services becomes more customer-focused
– Continuous improvement in the delivery of quality IT services
 Services are described better
 Better management of quality
– Improved communication and better working relationships between IT and the
business
– The ability to absorb a higher rate of Change with an improved, measurable rate of
success
– Processes and procedures that can be audited for compliance to “best practice”
guidelines
 Risks:
– Can take a long time and require significant effort
– Over-engineered procedures can be seen as bureaucratic obstacles
– No real benefit if there is a fundamental lack of understanding

Keep in Mind
 ITIL describes what needs to be done but NOT how it should be done
 ITIL does NOT define:
 Every role, job or organisation design
 Every tool, every other equipment, every required customisation
 Every process, procedure and task required to be implemented
 ITIL does NOT claim to be a comprehensive description of everything
within IT, but it instead contains “best practices” that have observed and
accepted in the industry

People, Process & Technology
People
Having the right people/mix of people, skill set, attitudes, roles and
responsibilities, and leadership abilities in place to be successful in achieving
expected results.
Process
To achieve high availability, processes should be
• Appropriately documented, followed and enforced
• Able to be measured and reported on
• Have clear ownership, communicated, and updated accordingly.
Technology
• Redundancy, resilience, repeatability, flexibility, capacity in order to support the
goals for achieving high availability.
• In addition, technology needs to always be on/available and be easily
supported and maintained.
The fundamental principle of People, Process and Technology is the
foundation for a successful ITIL implementation.

ITIL – Key Level in an Organization
 Most of the organization work on
three levels:
– Strategic : This is the level where
decision are made, policies and
financial level are set
– Tactical : Decision are implemented,
policy become reality and financial
levels are confirmed.
– Operational : Implemented decision
become active and is monitored
Mission
Statement
Strategy
Tactics
Planning
Operations
day-to-day
Business IT
Alignment
Service
Delivery
Service
Support

ITIL V2 – Processes & Function
 The first two ITIL versions grouped content according to process.
 In V2 there are 12 main concepts ( 11 process and 1 function) which are
divided between Service Delivery and Service Support set.
 Service Support Set
– Service desk ( the only function in ITIL V2)
– Configuration Management
– Incident Management
– Problem Management
– Change Management
– Release Management
 Service Delivery Set
– Service Level Management
– Availability Management
– Capacity Management
– Security Management
– IT Service Continuity Management
– Financial Management for IT Services

ITIL V2: The Good and the Bad
 Service Delivery:
– Service-level management
– Financial management
– Capacity management
– IT service continuity
– Availability management
 Service Support:
– Incident management
– Problem management
– Change management
– Configuration management
– Release management
 Service Desk
Core Benefits:
 Standard process language
 Emphasis on process vs. technology
 Process integration
 Standardization enables cost and quality
improvements
 Focus on customer
Limitations:
– Not a process improvement methodology
– Specifies "what" but not "how"
– Doesn't cover all processes
– Doesn't cover organization issues

ITIL V3
 ITIL Version 1
– Stability and control of IT infrastructure
– IT Infrastructure Management process
IT
BusinessValue
Maturity
ITIL Version 3
Business
Partner
ITIL Version 2
Service
Provider
ITIL Version 1
Technology
Provider
 ITIL Version 2
– Business-IT alignment
– Quality and efficiency of IT processes
 ITIL Version 3
– Business-IT service integration and value
generation
– Service Management for business and technology

ITIL V3 – Life Cycle Phases
 ITIL v3 focuses on the entire service life cycle, taking the ultimate consumer
of the services – the business – into consideration.
 All the original concepts of V2 has remained in V3 and are divided between
5 life cycle phases.
– Service Strategy
– Service Design
– Service Transition
– Service Operation
– Continual Service Improvement
 In addition to the original 12 concepts, there are additional 14 new concepts
( 3 Functions and 11 Process)
 In total, ITIL V3 has 26 Process and 4 Functions.

Objectives, CSFs, KPIs, Metrics, and Measurements
 Objectives: Establish the reason for
measurement. Measurement in itself has
no value. Rather, it only has value in as
much as it supports achievement of
specific objectives.
 Critical Success Factors: Define
specific things that must happen if
objectives are to be achieved.
 Key Performance Indicators: Are
metrics which specifically indicate
progress or performance around or
toward Critical Success Factors.
 Metrics: Are the definitions of what will
be measured and how it will be
measured.
 Measurements: Are the actual readings
taken based upon a specific metric.
Objectives
Critical Success
Factor
Key Performance Indicators
Metrics

Service
Design
Service
ITIL
Service
Strategy
Service
Operation
Service
Design
Continual Service
Improvement
Service
Transition
ITIL V3 Core Framework
Service Strategy
 Planning and implementation of IT
Service Management practices and
their alignment to business needs.
Service Design
 Design of appropriate and innovative
IT infrastructure services
Service Transition
 Validates the service design against
service requirements
Service Operation
 Day to day delivery and control
process activities for required stable IT
services.
Continual Service Improvement
 Continuous search for improvements
as part of the promised service quality

Service Strategies (SS)
 SS will appeal to those who have the need to understand strategic
analysis, planning, positioning, and implementation with respect to
service models, strategies and strategic objectives.
 It provides guidance on how to leverage service management capabilities
that can effectively deliver value to customers and capture value for service
providers.
 Decisions about service portfolios, capability development, operational
effectiveness, organizational models and the importance of knowledge
assets are some of what Service Strategies will provide guidance on.
Main Target Audience:
– Senior Leadership of customers and service providers.
Main Influencers:
– Service Managers and operations managers.

Service Design (SD)
 SD translates strategic plans and objectives and creates the design and
specifications for execution through service transition and operations.
 SD will appeal to those whose role is to bring together the infrastructure,
applications, systems, and processes, along with partners and suppliers, to
make feasible a superior service offering.
– Service Managers and providers.
Main Influencers:
– IT operational staff, service owners, service providers, vendors.

Service Transition (ST)
 ST will ensure that the design will deliver the intended strategy and that it
can be operated and maintained effectively.
 ST is concerned with managing change, risk & quality assurance and has
an objective to implement service designs so that service operations can
manage the services and infrastructure in a controlled manner.
– IT Service Managers, Service Owners, operational staff.
Main Influencers:
– Customers, Service owners, support staff.

Service Operation (SO)
 SO will manage a service through its production life of day-to-day
management.
– Service owners, operational staff, vendors and service providers.
Main Influencers:
– Customers, end users, business and IT Management.

Continual Service Improvement (CSI)
 CSI will ensure that a service delivers the maximum benefits and measure
its performance through its life, suggesting improvements along the way.
 CSI has an overall view of all other elements and looks for ways that the
overall process and service provision can be implemented.
– Service planners, service designers, business ad IT leaders, IT service
managers, service owners, operational staff.
Main Influencers:
– Business leaders, IT leaders, customers and users, service owners, quality and
conformance managers.

ITIL V3 Processes
 Service Strategy (4)
– Demand Management
– Strategy Generation
– Service Portfolio Management
– IT Financial Management
 Service Design (7)
– Service Level Management
– Service Catalog Management
– Capacity Management
– Availability Management
– Service Continuity Management
– Information Security Management
– Supplier Management

ITIL V3 Processes
 Service Transition (7)
– Transition Planning and Support
– Change Management
– Release and Deployment Management
– Service Asset and Configuration Management
– Service Validation and Testing
– Evaluation
– Knowledge Management
 Service Operation (5)
– Event Management
– Incident Management
– Request Fulfillment
– Problem Management
– Access Management

ITIL V3 Processes
 Continual Service Improvement (3)
– Service Measurement
– Service Reporting
– Service Improvement (The Seven-step improvement Process)

ITIL V3 Functions
 Service Desk
 Three new functions
– Technical Management
– Application Management
– IT Operations Management

ITIL V3 – The Structure
Core Complementary Web
Customized implementation
Core
Best Practice
Guidance
Support for particular
market sector
or technology
Value added products,
process maps,
templates, studies
Key Element Guides

Service Lifecycle Processes
Service Operation ProcessesService Transition ProcessesService Design ProcessesService StrategyProcesses Continual Service Improvement
Processes
Service Lifecycle Processes
Strategy Generation
IT Financial Management
Service Portfolio Management
Demand Management
Service Catalogue Management
Service Level Management
Availability Management
Capacity Management
Service ContinuityManagement
Information Security Management
Supplier Management
Change Management
Transition Planning
Service Asset and Configuration Management
Knowledge Management
Release and Deployment Management
Evaluation and Early Life Support
Access Management
Common Service Operation
Activities
Event Management
Incident Management
Problem Management
Request Fulfilment
Seven Step Improvement
Process
Service Level Management (
Service Lifecycle Governance Processes Operational Service Lifecycle Processes

Questions
 Questions

Concepts of Service Management
Service
“A means of delivering value to customers by facilitating outcomes
customers want to achieve without the ownership of specific costs and risks.
“People want a quarter inch hole, not a quarter inch drill.”
-Prof T.Levitt, Harvard Business School

Service Management
 Service Management is a set of specialized organizational capabilities
for providing value to customers in the form of services.
 Service Management is also a professional practice supported by an
extensive body of knowledge, experience, and skills.

Function – Process - Role
 Function
– A team or group of people and the tools they use to carry out one or more process
or activities.
– Functions are Self-Contained units of an organization
 Process
– A structured set of activities designed to accomplish a specific objectives.
– A process may include any of the roles, responsibilities, tools and management
controls required to reliably deliver the desired output.
 Role
– A set of responsibilities, activities and authorities granted to a person or team.
– A role is defined within a process.
 Group, Team, Unit or person perform tasks connected to a relevant processes
 Scope of role & trigger is defined by relevant process, agreed by management

What is a process?
AInput Output
Procedure Procedure Procedure
Work
Instruction
Work
Instruction
Work
Instruction
A A A
....................... etc.
..........etc.

Process Characteristics
 Specific Results ( Why We do it)
– Process Exists to produce the desired Outcome
 Customers (Whom We Do it For)
– Desired Outcome Delivered to its Customer
 Measurable (How We Ensure it’s Right)
– Performance-Driven to Desired Outcome
 Event Specific ( What Kicks it Off)
– Something Specific Triggers the process

Example
Step Function Process Role
User A calls the Service Desk to report
that a email system is not working. Service Desk Incident Management Incident Recording
The Service Desk begins following the
Incident Management process to restore
the service. Service Desk Incident Management Incident Classification
Shortly after User A calls, Users B, C, D
and so forth, call to report the same
Incident. Service Desk Incident Management Incident Classification
The Service Desk escalates the Incident
to the Technical Support (Chennai
Messaging Team) group for resolution. Service Desk Incident Management Incident Escalation
The Technical Support group determines
that there is an network error causing the
email servers to get connected and
opens a Problem record. Technical Support Problem Management Problem Control
etc. etc. etc. etc.

Best Practice & Good Practice
 Best Practice provides a set of generic guidelines based on the
successful experiences of a number of organizations.
 Good practice could be either an application of best practice, or it could
be an input into best practice.

How ITIL best practices can help
 Faster incident recovery
 Fewer unplanned outages
 Better communication with users
 Information that enables better informed management decisions

Overview of Incident, Problem and Change Management
• How well does IT respond to
incidents?
• How much does it cost?
• Are all incidents logged and
tracked?
• How is customer satisfaction?
• What % of incidents are
studied for root causes?
• How many FTE?
• How quickly is it done?
• How much does it cost?
• How good are we?
• How much does it cost to id
a root cause? How many
FTE?
• What % of problems have
identified root causes
• How many incidents were caused by
changes?
• How many changes of each type?
• How much do they cost?
• How many root causes were
eliminated and what % of incidents
does that represent?

Incident Management
Goal
 Restore normal service operation as quickly as possible and minimize
adverse impact on business operations
Benefits
 Minimize the disruption and downtime for our users
 Maintain a record during the entire Incident life-cycle. (This allows any
member of the service team to obtain or provide an up-to-date progress
report)
 Incidents are dealt with quickly, before they become severe.
 Building knowledgebase of known issues to allow quicker resolution of
frequent Incidents

Incident Management – Key Concepts
 Incident : An unplanned interruption to an IT Service or a reduction in the
quality of an IT service
 Impact : A measure of the effect of an Incident, problem or Change on
Business Processes.
 Response Time : A measure of the time taken to complete an Operation
 Resolution Time : The time that elapses between acknowledged receipt of
an incident and incident resolution.
 Priority : A category used to identify the relative importance of an incident,
problem or change.
 Hierarchical Escalation: Informing or involving more senior levels of
management to assist in an escalation
 Functional Escalation: Transferring an incident, problem or change to a
technical team with a higher level of expertise to assist in an escalation.

Incident Priority
Priority = Urgency x Impact
Urgency = Extent to which the resolution can bear delay
Impact = Effort upon the Business
How quickly does it have to be fixed?
– Business Urgency
 What does it do to the business?
– Business Impact
Impact
Urgency
Priority
Estimate
 People
 Resources
 Time
high
medium
low
high medium low
priority
target
resolution
urgent
< 4 hours
high
< 8 hours
medium
< 10 days
high
< 8 hours
medium
< 10 days
low
planned
medium
< 10 days
low
planned
low
planned

ITIL Incident Life-Cycle

Incident vs Problem
 An incident is where an error occurs: something doesn't
work the way it is expected. This is often referred to as:
– a fault
– error
– it doesn't work!
– a problem
 A problem can be:
– Occurrence of the same incident many times
– An incident that has an impact on many users
– Some systems are not operating in the expected way

Problem Management
Goal
 Minimize the adverse impact of Incidents and Problems on the
business that are caused by errors, and to prevent recurrence of
Incidents related to these errors
Benefits
 A standard way to approach every problem
 A reduction in the number of incidents
 Learning from experience – the process provides historical data to
identify trends, the means of preventing failures and of reducing the
impact of failures

Problem Management – Key Concepts
 Problem
– “The unknown root cause of one or more Incidents”
 Workaround
– “ A temporary way of overcoming technical difficulties (i.e., Incidents or
problems”)
 Known Error
– “ Problem that has a documented Root Cause and a workaround”
 Known Error Database (KEDB)
– “Database containing all Known Error Records”

Change Management
Goal
 To ensure that standardized methods and procedures are used for efficient
and prompt handling of all Changes, in order to minimize the impact of
Change-related Incidents
Benefits
 Reduction in incidents and problems caused by unplanned change
 Communication with appropriate parties before change occurs
 Approval received from appropriate parties before change occurs
 Time spent on preparation and prevention rather than fire fighting and
downtime

Change Management– Key Concepts
 Change : Addition, modification or removal of anything that could have an
effect on IT Services
 Request for Change (RFC) : A formal proposal for a change to be made.
 Change Window : A regular, agreed time when changes may be
implemented with minimal impact on services.
 Change Advisory Board (CAB) : A group of people that advices the
Change Manager in the assessment, prioritization and scheduling of
changes.

Type of Requests and Changes
 An organization needs to ensure that appropriate procedures and forms are available
to cover the anticipated requests.
 Different types of changes may require different types of change requests.
– Normal Changes
 Changes to :
– Service Portfolios, Service definitions
– Project changes, User accesses, Operational Changes
– Standard Changes
 Change to a service or infrastructure for which the approach is pre-
authorized by Change Management.
 Has an accepted and established procedure.
– Emergency Changes
 Changes that will have a high negative impact on the business.

Standard Change
 The crucial elements of a Standard Change are that:
– Pre-authorized Changes.
– The tasks are well-known, documented and low-risk tasks.
– Authority has been in advance.
– Budgetary approval is already set or is controller by the requestor
 Example
– Installing workstation software from an proved list.

Change Management - Activities
– Create & Record
– Assess & Evaluate
– Authorize Changes
– Coordinate Changes
– Review & Closure

Change Advisory Board (CAB)
 The Change Advisory Board (CAB) delivers support to the Change Management
team by
– approving requested changes and
– assisting in the assessment and prioritization of changes.
 Generally made up of IT and Business representatives that include
– Change Manager
– User managers and groups
– Technical experts
– Possible third parties and customers (if required)
 CAB is responsible for oversight of all changes in the production environment
 CAB is tasked with reviewing and prioritizing requested changes, monitoring the
change process and providing managerial feedback
 Emergency Change Advisory Board (ECAB): It is a subset of the CAB that considers
a RFC tagged as an Emergency Change.

Change Management – Authorizing Change
IT
Manageme
nt Board
Change Advisory
Board
Local Authorization
Decisions,Directions
Escalations,RFCs,Issues
Level 1
Level 2
Level 3
Level 4
High Cost/Risk
Impact on
Multiple service
or divisions
Impact only on
Local or
service group
Standard
Changes
Business
Executives

Change Management – The 7 R’s
 Who RAISED the change?
 What is the REASON for the change?
 What is the RETURN required from the Change?
 What are the RISKS involved with the change?
 What RESOURCES are required to deliver the change?
 Who is RESPONSIBLE for build, test & implementations of the change?
 What is the RELATIONSHIP between this change and other changes?

Functions of Service Operations
 Service Desk
 Technical Management
 Application Management
 IT Operations Management

Service Desk
Service Desk acts as the Single Point of Contact (SPOC) between the
users and the IT Services Organization
The primary functions of the Service Desk are :
Incident Control : life cycle management of all Service Requests
Communication : keeping the customer informed of progress and
advising on workarounds

Service Desk - Role
 Single point of Contact
– Accessibility
– Communication
– Information
 Improved Customer Service
 Higher Level of QoS for Customer Requests
 Promotion of Internal Teamwork & Communication
 Proactive Service Provision
 Reduced Negative Business Impact
 Improved Infrastructure Management
 More effective & Efficient Utilization of Resources
 Higher Quality management Reporting

Service Desk - Objectives
 Logging ALL Incidents & Request
 First Line
– Investigation & Diagnosis
 Incident & Request Resolution
 Functional and Hierarchal Escalation
 Customer Communication
– Incident Progress
– Pending Changes ( Forward Schedule of Changes)
– Agreed Outages ( Projected Service Availability)
 Satisfaction Surveys

Service Desk – Organizational Structures
 Local Service Desk
– Co-located with User Community
 Centralized Service Desk
– Consolidation of Fewer or Single Service Desk
 Virtual Service Desk
– Support Staff Geographically Dispersed
 Follow the Sun
– Two or More Geographically Dispersed Service Desks
 Specialized Service Desk Groups
– Direct Access to Technical Functional Specialist

Service Desk - Virtual

Service Desk - Staffing
 Staffing Levels
– Based on Business Requirements
– Customer Service Expectations
 Skill Levels
– Interpersonal
– Business Awareness
– Communication
– Technical Awareness
 Training
– New Service Introduction
– Business Awareness
 Retention
– Learning Organization
– Team Building
 Support Users
– User Liaison to Filter Requests

Service Desk - Metrics
 First Line Resolution
 Average Time to Resolve
 Average Time to Escalate
 Cost Per Incident/Request
 Customer Updates Completed on Time
 Incident/Request Volumes
– Hour of Day
– Day of week
– Week of Month

ITIL V3 Key Concepts
 Service Catalog : A database or structured document with information about
all live IT services, including those available for development
 Service Portfolio : The complete set of services that are managed by a
service provider
 Change : The addition, modification or removal of anything that could have
an effect on IT Service; scope should include all IT services, Configuration
Items, Processes, documentation, etc
 Configuration Item (CI) : Any component that needs to be managed in order
to deliver an IT service
 Build : The activity of assembling a number of Configuration Items to create
part of an IT service. It may also refer to a Release
 Configuration Management DataBase (CMDB): Is a repository of
information related to all the components of an information system

ITIL Key Concepts
 Configuration Management System (CMS) : A set of tools and databases
that are used to manage an It Service Provider’s configuration data.
 Definitive Media Library (DML) : One or more locations in which the definite
and approved versions of all software Configuration Items are securely
stored.
 Architecture : The structure of a system or IT service, including the
relationship of the components to each other and to the environment they are
in.
 Availability : Ability of a Configuration Item or IT service to perform its agreed
function when required.
 Contract : A legally binding agreement between two or more parties.

ITIL Key Concepts
 Critical Success Factor (CSF) : Something that must happen if a
process, project, plan or IT service is to succeed.
 Design: An activity or process that identifies requirements and then
defines a solution that is able to meet these requirements.
 Downtime : The time when a Configuration Item or IT service is not
available during its agreed service time.
 Key Performance Indicator (KPI) : A metric that is used to help
manage a process, it service or activity.

ITIL Key Concepts
 Service level Requirements (SLR): Is a set of targets and responsibilities
documented and agreed witihin and SLR for each proposed new or changed
service. SLRs are based on Business Objectives and are used to negotiate
agreed Service Level Targets.
 Service Level Agreement (SLA) : Is a written agreement between an IT
service provider and the IT customer, defining the key service targets and
responsibilities of both parties.
 Operational Level Agreement (OLA) : An agreement between an IT Service
Provider and another part of the same organization.
 Underpinning Contract (UC) : A contract between an IT Service Provider
and a third party. The third party provides goods or services that support
delivery or an IT service to a customer.
 Service design Package : Documents defining all aspects of an IT service
and its requirements through each state of its lifecycle.

ITIL Key Concepts
 Insourcing:
– This approach relies on utilizing internal organizational resources in the
design, develop, transition, maintain, operate, and/or support of a new,
changed or revised services or data centre operations.
 Outsourcing:
– This approach utilizes the resources of an external organization or
organizations in a formal arrangement to provide a well-defined portion of
a service’s design, development, maintenance, operations, and/or support.
 Co-sourcing :
– Often a combination of insourcing and outsourcing, using a number of
outsourcing organizations working together to co-source key elements
within lifecycle.
 Partnership or Multisourcing:
– Formal arrangements between two or more organizations to work together
to design, develop, transition, maintain, operate, and/or support IT
services.

ITIL Key Concepts
 Business Process Outsourcing (BPO) :
– The increasing trend of relocating entire business functions using formal arrangements between
organizations where one organization provides and manages the other organization’s entire
business processes or functions in a low cost location.
– Common examples are accounting, payroll and call centre operations.
 Application Service provision :
– Involves formal arrangements with an Application Service Provider (ASP) organization that will
provide shared computer based services to customer organizations over a network.
– Applications offered in this way are also sometimes referred to as On-demand
software/applications.
– Through ASPs the complexities and costs of such shared software can be reduced and provided
to organizations that could otherwise not justify the investment.
 Knowledge Process Outsourcing :
– KPO is a step ahead of BPO in one respect
– KPO organizations provides domain based processes and business expertise rather than just
processes expertise and requires advanced analytical and specialized skills from the
outsourcing organization.

ITIL Key Concepts
 The RACI diagram splits tasks into four participatory responsibility types,
which are then assigned to different roles in the project or process.
 Responsible
– Those who do work to achieve the task. The role of Responsible includes Support, which is to
provide resources to complete the task.
 Accountable
– Those who are ultimately accountable to the correct and thorough completion of the task.
– Accountable is the one to whom "R(s)" are accountable. In other words, A must sign off
(Approve) on work that R provides.
– There must be only one A specified for each task.
 Consulted
– Those whose opinions are sought. Two-way communication.
 Informed
– Those who are kept up-to-date on progress. One-way communication.

RACI Model
Responsible – Those responsible to do the task.
Accountable – Only 1 person
Consulted – Those who are consulted
Informed – Those informed on progress

Various non-proprietary frameworks and methods

The ITIL V3 core is structured around?
a) An Operations Lifecycle
b) An IT Management Lifecycle
c) A Service Lifecycle
d) An Infrastructure Lifecycle

Functions are BEST described as?
a) A body of knowledge
b) Closed loop systems
c) Self-Contained units of organization
d) Project focusing on transformation

Which of the following BEST describes a Local Service Desk
structure?
a) A Service Desk that also provides onsite technical support to its
users
b) A Service Desk where analysts only speak one language
c) A Service Desk that is situated in the same location as the users it
serves
d) A Service Desk that could be in any physical locations but uses
telecommunication and IT systems to make it appear that they are
in the same location.

The priority of an Incident is BEST described as?
a) The relative importance of the Incident based on impact and urgency
b) The speed with which the incident needs to be resolved
c) The number of staff that will be assigned to work on the Incident so
that it is resolved in time
d) The escalation path that will be followed to ensure resolution to the
Incident

ITIL Foundation Exam Format
 One Hour Proctored Exam
 Closed-book
 40 Multiple-choice questions
 Pass mark is 65% (26 correctly answered out of 40)
 The Foundation Certificate in IT Service Management (ITIL Foundation)
guarantees your understanding of the basic terms, concepts, and
relationships between ITIL processes.

ITIL Qualification Scheme

1 itil v3 overview ver1.8

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1 itil v3 overview ver1.8