become-itil-foundation-certified-abhinav-kaiser(www.ebook-dl.com)

Recommendations

Info

Chapter 5 ■ Service Design 3. Availability: Information is available when required to those who are authorized. 4. Authenticity: Transactions between various parties (enterprise to enterprise or enterprise to vendor and other relationships) are trustworthy. 5.7.3.4 Scope of Information Security Management As mentioned earlier, the information security management must be based on the business security policies and other customer security requirements. This is the best way of protecting the customer’s interests. In lieu of this, the following areas come under the scope of the information security management: 1. Understand customer’s security requirements, both present and future, and align information security policy accordingly 2. Define, maintain, communicate, and enforce information security policy 3. Implement IT security controls in line with the information security policy 4. Assess security risks pro-actively and manage security risks in case of eventuality 5. Reduce risks (using a process such as problem management) 6. Manage and assess supplier’s security controls to ensure alignment with the information security policy 7. Manage (pro-actively fight) security-related incidents and problems within the delivered services 5.7.4 Supplier Management Supplier management is a key process in the delivery of IT services to customers. The process helps to bring the customer and his deliverables on board and in line with the customer’s requirements, and they are aligned to the SLAs as agreed to with the customer. The service provider is tasked with providing end-to-end IT services to the customer. However, it is unlikely that he has all the required resources to deliver services. He needs other parties/companies/organization to deliver bits and pieces of the service, so that the service provider can join the dots and deliver it as an IT service. For example, an IT company wins a bid to provide e-mail services to an organization. At a high level, to provide e-mail services, the company requires servers, storage, software, people, and networks. Typically IT service providers have the necessary maturity, skill sets, people, and processes. They are dependant on suppliers for procuring hardware infrastructure such as servers and storage, network infrastructure such as switches and routers, and software for handling and managing e-mails (such as Exchange or Lotus Notes). No service provider would ever think of manufacturing hardware, software, and having their own network. So, pairing with suppliers is essential. 89
Chapter 5 ■ Service Design Traditionally organizations have called this process vendor management, as it is mainly involved in procuring products. But now there are a lot of services that are obtained through suppliers such as phone connectivity, leased lines, software as a service (SaaS), and IT professionals. 5.7.4.1 Types of Suppliers Not all suppliers fall into the same category, and each is as important as another. Every supplier plays his part in the delivery of IT services, and it is key for the service provider to identify the types of suppliers and prioritize their importance in a workable fashion. In other words, some suppliers may have a seat at the table during management meetings and some don’t. Who makes it or misses out depends on the supplier’s type. It works the other way as well. A service provider may spend more time with key suppliers over others. ITIL recommends that the supplier management process spend more time with key suppliers as their deliveries have the most impact to the delivery of IT services, and any misalignment will lead to breaches and penalties. The value and importance of suppliers is best explained through Figure 5-10. The x axis indicates risk and impact and the y axis shows the value and importance of suppliers. In this simple matrix, there are four types of suppliers based on the risk, impact, value, and importance: 1. Strategic suppliers 2. Tactical suppliers 3. Operational suppliers 4. Commodity suppliers High Strategic suppliers Value and importance Medium Operational suppliers Tactical suppliers Low Commodity suppliers Operational suppliers Figure 5-10. Types of suppliers Low Medium High Risk and impact 90
Page 1 and 2:
Become ITIL Foundation Certified in
Page 3 and 4:
Become ITIL Foundation Certified in
Page 5 and 6:
Contents at a Glance About the Auth
Page 7 and 8:
■ Contents 1.8 Internal and Exter
Page 9 and 10:
■ Contents ■Chapter ■ 4: Serv
Page 11 and 12:
■ Contents 6.4 Service Transition
Page 13 and 14:
■ Contents ■Chapter ■ 9: ITIL
Page 15 and 16:
About the Technical Reviewer Sumit
Page 17 and 18:
Preface When my first book, Communi
Page 19 and 20:
CHAPTER 1 Service Management as a P
Page 21 and 22:
Chapter 1 ■ Service Management as
Page 23 and 24:
Page 25 and 26:
Page 27 and 28:
Page 29 and 30:
1.9.1.2 Process Deliver Specific Re
Page 31 and 32:
Page 33 and 34:
Page 35 and 36:
Chapter 2 ■ Generic Concepts Chap
Page 37 and 38:
Chapter 2 ■ Generic Concepts Tabl
Page 39 and 40:
Chapter 2 ■ Generic Concepts 2.1.
Page 41 and 42:
Chapter 2 ■ Generic Concepts 2.2.
Page 43 and 44:
Chapter 2 ■ Generic Concepts ENAB
Page 45 and 46:
Chapter 2 ■ Generic Concepts Figu
Page 47 and 48:
Chapter 2 ■ Generic Concepts rece
Page 49 and 50:
CHAPTER 3 ITIL Service Lifecycle Th
Page 51 and 52:
Chapter 3 ■ ITIL Service Lifecycl
Page 53 and 54: Chapter 3 ■ ITIL Service Lifecycl
Page 55 and 56: 3.2 ITIL Roles Chapter 3 ■ ITIL S
Page 57 and 58: 3.2.6 Generic Role: Process Practit
Page 59 and 60: Chapter 3 ■ ITIL Service Lifecycl
Page 61 and 62: CHAPTER 4 Service Strategy A strate
Page 63 and 64: 4.1.4 Patterns Chapter 4 ■ Servic
Page 65 and 66: Chapter 4 ■ Service Strategy Serv
Page 67 and 68: Chapter 4 ■ Service Strategy Figu
Page 69 and 70: 4.6.1.2 Risk Analysis Chapter 4 ■
Page 71 and 72: Chapter 4 ■ Service Strategy know
Page 73 and 74: 4.8.1.1.3 Retired Services Chapter
Page 75 and 76: Chapter 4 ■ Service Strategy thro
Page 77 and 78: Chapter 4 ■ Service Strategy that
Page 79 and 80: Chapter 4 ■ Service Strategy 2. V
Page 81 and 82: Chapter 5 ■ Service Design Some e
Page 83 and 84: Chapter 5 ■ Service Design 5.4 Fo
Page 85 and 86: Chapter 5 ■ Service Design 4. Pro
Page 87 and 88: Chapter 5 ■ Service Design • Se
Page 89 and 90: Chapter 5 ■ Service Design To sta
Page 91 and 92: Chapter 5 ■ Service Design 5.7.1.
Page 93 and 94: Chapter 5 ■ Service Design Jan Fe
Page 95 and 96: Chapter 5 ■ Service Design with t
Page 97 and 98: Chapter 5 ■ Service Design Think
Page 99 and 100: Chapter 5 ■ Service Design To sta
Page 101 and 102: Chapter 5 ■ Service Design have a
Page 103: Chapter 5 ■ Service Design Polici
Page 107 and 108: Chapter 5 ■ Service Design Unlike
Page 109 and 110: Chapter 5 ■ Service Design 5.7.5
Page 111 and 112: Chapter 5 ■ Service Design For ex
Page 113 and 114: Chapter 5 ■ Service Design Anyway
Page 119 and 120: Chapter 5 ■ Service Design busine
Page 121 and 122: Chapter 5 ■ Service Design 3. Agr
Page 125 and 126: Chapter 5 ■ Service Design When d
Page 127 and 128: Chapter 5 ■ Service Design 7. If
Page 129 and 130: CHAPTER 6 Service Transition Transi
Page 131 and 132: Chapter 6 ■ Service Transition
Page 133 and 134: Chapter 6 ■ Service Transition
Page 135 and 136: 6.4.1.3 Types of Change Requests Ch
Page 137 and 138: Chapter 6 ■ Service Transition Cr
Page 139 and 140: Chapter 6 ■ Service Transition It
Page 141 and 142: 6.4.1.7.1 Create a Request for Chan
Page 143 and 144: 6.4.1.7.7 Review and Change Closure
Page 145 and 146: 6.4.1.10 Change Management Interfac
Page 147 and 148: Chapter 6 ■ Service Transition fr
Page 149 and 150: Chapter 6 ■ Service Transition Au
Page 151 and 152: Chapter 6 ■ Service Transition an
Page 153 and 154: Chapter 6 ■ Service Transition Ac
Page 155 and 156:
Chapter 6 ■ Service Transition Th
Page 157 and 158:
Chapter 6 ■ Service Transition 6.
Page 159 and 160:
Chapter 6 ■ Service Transition WI
Page 161 and 162:
Chapter 6 ■ Service Transition Co
Page 163 and 164:
Chapter 6 ■ Service Transition 10
Page 165 and 166:
6.5 Practice Exercises 1. Which of
Page 167 and 168:
Chapter 6 ■ Service Transition 10
Page 169 and 170:
Chapter 7 ■ Service Operations I
Page 171 and 172:
Chapter 7 ■ Service Operations
Page 173 and 174:
Chapter 7 ■ Service Operations Yo
Page 175 and 176:
Page 177 and 178:
Chapter 7 ■ Service Operations Th
Page 179 and 180:
Chapter 7 ■ Service Operations In
Page 181 and 182:
Chapter 7 ■ Service Operations I
Page 183 and 184:
Page 185 and 186:
Page 187 and 188:
Chapter 7 ■ Service Operations 7.
Page 189 and 190:
Page 191 and 192:
Chapter 7 ■ Service Operations Mo
Page 193 and 194:
Page 195 and 196:
Page 197 and 198:
Page 199 and 200:
Page 201 and 202:
Page 203 and 204:
Page 205 and 206:
Chapter 7 ■ Service Operations No
Page 207 and 208:
Page 209 and 210:
Chapter 7 ■ Service Operations It
Page 211 and 212:
Chapter 7 ■ Service Operations at
Page 213 and 214:
Page 215 and 216:
Chapter 7 ■ Service Operations Ga
Page 217 and 218:
Chapter 7 ■ Service Operations Ap
Page 219 and 220:
Page 221 and 222:
Page 223 and 224:
Chapter 8 ■ Continual Service Imp
Page 225 and 226:
Page 227 and 228:
Page 229 and 230:
Page 231 and 232:
Page 233 and 234:
Page 235 and 236:
Page 237 and 238:
Page 239 and 240:
Page 241 and 242:
Chapter 9 ■ ITIL Foundation Exam
Page 243 and 244:
Page 245 and 246:
Page 247 and 248:
Page 249 and 250:
Page 251 and 252:
Page 253 and 254:
Page 255 and 256:
Index A Access management and info
Page 257 and 258:
■ INDEX definition, 108 objective
Page 259 and 260:
■ INDEX J JAVA team, 190 K Key
Page 261 and 262:
■ INDEX Service catalog managemen
Page 263:
■ INDEX OR gate, 19 parts, 20 per
show all

become-itil-foundation-certified-abhinav-kaiser(www.ebook-dl.com)

You also want an ePaper? Increase the reach of your titles

Delete template?

Save as template?