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

Recommendations

Info

5.7.1.9.3 Incident Management Chapter 5 ■ Service Design The incident management process interfaces with the SLM process by ensuring that the service levels pertaining to incident management, such as response and resolution times, are adhered to and provide the means to measure it. Also, the incident management process provides the data and re<strong>com</strong>mendations for negotiation of service levels. 5.7.1.9.4 Supplier Management The SLM works with the suppliers to implement agree to SLAs and ensure that the SLAs with the suppliers are aligned with the customer SLAs. The supplier management process is responsible for providing service-level measurements achieved by all suppliers to the SLM. 5.7.1.9.5 Availability, Capacity, IT Service Continuity, and Information Security Management Similar to the incident management process, these processes provide respective service levels achieved through them and provide re<strong>com</strong>mendations during service-level negotiations. 5.7.1.9.6 Financial Management of IT Services The financial management for IT services process interfaces with the SLM process in identifying the cost of building and providing services to customers. 5.7.2 Service Catalog Management I don’t want to hear the specials. If they’re so special, put ’em on the menu. —Jerry Seinfeld The exercise of marketing IT services starts with cataloging them and making them known to potential customers. This is the essence of service catalog management. It is the process that ties together the various services of the service provider to provide a unified view in an effort to provide quality services to the customer. 5.7.2.1 Service Catalog I discussed the service catalog in Chapter 4. The service catalog is one of the three parts of the service portfolio, and the most crucial one in terms of design, operations, and continual improvements. A service catalog is a list of all your operational services, which are available for customers to leverage. The purpose of the process is to ensure that all the live services are listed and are accurate at any given time. 81
Chapter 5 ■ Service Design Think of a service catalog as a restaurant menu. A menu lists all the appetizers, entrees, main courses, drinks, and desserts the restaurant serves, along with the price for every item on the menu. The customer looks at the menu, decides what he wants, and places an order. Typically, you would not find dishes that are not served listed on the menu. If any of the dishes were served at a previous time but are no longer available, they would be duly taken out of the menu. In a similar vein, a service catalog lists all the operational services that the service provider offers, along with other aspects such as the details of the service, who the point of contact is, and the cost and specifications. As with the restaurant menu, the services that are no longer offered (retired services) are taken off of the list. Apart from the live services, the service catalog may also contain services being prepared to be deployed in the near future. However, whether or not to-be-live services make it into the service catalog is at the discretion of the service provider. In a practical sense, it is a good marketing trick to ensure that your customers start seeing yet-to-belaunched services, with the aim of getting buyers before the service has launched. To state an example, think of your mobile service provider. They all have their services listed on their services menu. And the new services, such as 4G Internet, which was introduced sometime in 2014, would have made it to the list of services even before it was launched. Figure 5-7 is a view of a service catalog tying in with the customer’s business processes and in the backend with the supporting services. When the customer looks at the service catalog, he will see services A, B, C, and D on the menu along with their depictions but not the supporting services (a, b, c, d, and e) that enable the customerfacing services. Business process 1 Business process 2 Business process 3 Customer i Customer ii Customer iii Customer iv The service catalog SLA SLA SLA SLA Customerfacing services Service A (core service) Service B (enhancing service) Service C (core service) Service D (core service) Supporting services Service a Service b Service c Service d Service e Figure 5-7. Service catalog with service types 82
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 55 and 56: 3.2 ITIL Roles Chapter 3 ■ ITIL S
Page 57 and 58: 3.2.6 Generic Role: Process Practit
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: Chapter 5 ■ Service Design with t
Page 99 and 100: Chapter 5 ■ Service Design To sta
Page 101 and 102: Chapter 5 ■ Service Design have a
Page 103 and 104: Chapter 5 ■ Service Design Polici
Page 105 and 106: Chapter 5 ■ Service Design Tradit
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?