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BH0-009 - ITSM Foundation Certificate in Problem and Incident Management - BrainDump Information

Vendor Name : ISEB
Exam Code : BH0-009
Exam Name : ITSM Foundation Certificate in Problem and Incident Management
Questions and Answers : 73 Q & A
Updated On : March 22, 2019
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BH0-009 exam Dumps Source : ITSM Foundation Certificate in Problem and Incident Management

Test Code : BH0-009
Test Name : ITSM Foundation Certificate in Problem and Incident Management
Vendor Name : ISEB
Q&A : 73 Real Questions

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ISEB ITSM Foundation Certificate in

what is an ISEB certificates? | killexams.com Real Questions and Pass4sure dumps

what's an ISEB supervisor's certificate in IT provider administration? and may you inform me what ITIL is? These each had been requested in a recent job description.For assistance in regards to the ISEB manager's certificate in IT provider administration, please see this net web site. you'll also wish to study the guidelines at this site.

so far as i will be able to inform, here's a professional building effort that mixes practicing and assessments to increase already-licensed managers -- who need to first acquire an ISEB/EXIN foundation certificate in IT service administration (or the ISEB community carrier administration certificates, which gives exemption) -- into more senior certifications in the selected areas of provider guide or provider delivery.

as far as ITIL goes, that refers to the IT Infrastructure Library, a largely European approach to managing IT capabilities, supported with the aid of British ordinary 15000 (BS15000). See this web web page for extra suggestions.

It sounds like you're due to the fact employment someplace in the European Union, if no longer within the UK. good good fortune and hope that helps!


what's TBM? A framework for using value and innovation in IT | killexams.com Real Questions and Pass4sure dumps

TBM definition

The expertise business administration (TBM) framework helps businesses combine IT into the organization, with the aim of working the IT department like a enterprise. The concept of working IT like a business unit is a contemporary shift in the corporate world. during the past, IT typically functioned as a stand-on my own company unit and changed into break away main business goals. today, expertise is the groundwork of many corporations and well-nigh each company unit and employee needs access to purposes, hardware and inside techniques. This has shifted IT to the middle of the company, forcing executives to account for IT and technology in determination-making procedures.

The framework isn’t designed to be a prescriptive formulation for companies to follow. rather, corporations should still include TBM as a collaborative effort to set up a business administration procedure that helps the entire firm. It’s a system that should still grow with the organization, no longer one that defines or restricts the business.

TBM Council

The know-how business management Council is a non-profit company that works to establish most excellent practices for operating IT as a business. As of 2019, the council has 5,800 participants along with CIOs, CTOs, CFOs and every other IT government or leader responsible for expertise management — 40 percent work in I&O or finance, while 45 p.c are CXOs. The council began as a biannual CIO executive summit run via Apptio — the enterprise later based the TBM Council in 2012.

The TBM Council become centered to offer collaboration, standardization and schooling on expertise company management practices. The community consists of CIOs and senior IT executives and membership receives you access to a community of IT professionals, early entry to research and content material from the Council and an invite to the annual TBM convention and regional TBM summits. The existing TBM Council board of administrators contains executives from agencies equivalent to Intuit, Apptio, AIG, Cisco and Micron, among others.  

TBM Index

The TBM Council partnered with McKinsey & Co. to increase the TBM Index, which acts as a standardized benchmark evaluation. It’s designed to assist companies consider their corporate ambiance to see what TBM aspects they already use, which ones make the biggest have an impact on and which of them the business may undertake to improve TBM.

“The survey assesses a holistic set of capabilities that deserve to be in vicinity to manipulate the company of IT. These include your IT operating mannequin, provider orientation, corporation, tools and management capabilities. The survey additionally evaluates the financial have an effect on and delight from TBM,” in response to the TBM Council.

The index become developed after conducting interviews with TBM leaders and via gathering benchmarking information from greater than 250 organisations in North america, ecu and Australia. groups can comprehensive a 30-minute survey that compares your enterprise’ solutions in opposition t different organizations.

TBM advantages

TBM is designed to aid IT leaders benefit deeper perception into IT spending, budgets and resources. Spending is likely one of the greatest roadblocks for IT leaders who should justify bigger budgets to maintain legacy technology and to adopt new or imaginative technology in the future. TBM also gives executives outside of IT an improved conception of how necessary the IT department is to the complete company. subsequently, businesses the usage of TBM are looking to align IT practices and priorities with business desires to be sure the business helps IT and vice versa.

in keeping with the TBM Council, the 10 core concepts of TBM comprises:

  • position for cost: outline what IT offers and how the department is valued during the organization.
  • continuous improvement: build a roadmap for TBM maturity by using embracing TBM into the every day business and ensuring TBM is on the forefront of every cost conversation.
  • Create transparency: help define IT’s price by way of translating “spending, consumption and capability into meaningful perspectives for expertise and company choice-makers.”
  • form company demand: highlight charge and consumption tendencies across company contraptions to inform future budgets and decisions.
  • convey price for cash: present advantageous and comparatively cheap features and items.
  • Plan and govern: Collaborate and align business units’ budgets with IT so all know-how needs are met.
  • charge for performance: present ingenious technology and capabilities while holding an eye fixed on the base line.
  • company-aligned portfolio: build a portfolio that demonstrates how an awful lot price is offered with the aid of a provider, product or procedures in comparison to the level of spending.
  • investment in innovation: Assign resources to inventive tasks right through the firm.
  • enterprise agility: reply rapidly to opportunities and threats as they pop up within the business.
  • Examples of TBM

    In a case look at on JP Morgan Chase, the business wanted to shift perception of IT as “an expensive enigma with little relation to enterprise price” by means of integrating IT into the busines. TBM become embraced to give extra perception into each business unit and the way their technology choices influence the monetary route of the company. The IT branch now suits into the company and executives have a much better realizing of how funds is spent on know-how and IT managers can function their branch like any other business leader. finally, TBM elevated transparency for software and infrastructure features costs, improved visibility into cloud capabilities and helped the business “embed TBM into the decision-making DNA of the enterprise,” based on the case examine.

    in accordance with a TBM case analyze on Washington State, the federal government spends $90 billion a year on IT, at minimal, and very nearly 75 % of that cost goes in opposition t regular renovation of current techniques. TBM has been carried out at a state degree in Washington with coordinated efforts between federal businesses, the CIO council and the office of administration and funds (OMB). It’s opened verbal exchange between CFOs, CIOs, acquisition professionals and non-IT body of workers and allowed IT leaders to more advantageous justify technology charges. a short checklist of benefits for Washington State comprises more desirable records, modernization, evidence of IT’s price, deeper analytics and less difficult reporting.  

    TBM education and certification

    The TBM Council presents a TBM executive foundation Certification alongside a course that covers every thing you deserve to know about TBM. It’s advised for heads of IT finance, TBM application administrators, contributors of the office of the CIO (OCIO), IT vice presidents, senior FP&A gurus, IT software and portfolio administration (PPM/PMO) leaders, carrier administration leaders, IT approach and transformation specialists, senior IT assignment managers, IT governance and chance management professionals and independent consultants proposing TBM, ITSM, IT4IT, GRC and linked features.

    in order to get licensed you will want a bachelor’s degree or equal in business administration, economics, finance, management advice methods, computer science or an analogous container. You’ll additionally need five years of full-time work event in expertise, accounting, finance, internal audit, marketing or the same department. Candidates should additionally post a letter of referral from a present or past supervisor or a different certified TBM executive. To preserve your certification, you're going to need to complete forty hours of carrying on with expert education each two years and pay the certification preservation price, which adjustments every year however certainly not exceeds $300.

    the two-day in-grownup direction expenses $1,495 and is offered throughout the 12 months at distinctive places across the country. on the conclusion of the path you’ll have the opportunity to take the certification examination online, but you’ll deserve to pay an extra $195 charge.


    TietoEnator Certifies Testers | killexams.com Real Questions and Pass4sure dumps

    January 14, 2002 08:28 ET | supply: TietoEnator

    ESPOO, Finland, Jan. 14, 2002 (PRIMEZONE) -- TietoEnator is one in every of two Swedish organizations permitted to certify testers in accordance with the ISEB groundwork certificates for utility testing. The ISEB examine working towards may be provided in Sweden and Norway from January.

    TietoEnator has its personal examine academics and presents the direction to customers and personnel. it's a 3-day direction, and at the conclusion of day three the contributors can decide to take an exam and get the ISEB-certification.

    - we now have seen an expanding demand for certified testers, and because there isn't any Swedish commonplace for check, we have chosen to give the ISEB basis certificate, says Thomas Klarbrant, Managing Director of TietoEnator test solutions.

    ISEB (information systems Examination Board) is a division within BCS (British computing device Society). ISEB offers certifications inside a number of different IT areas. The purpose of ISEB is to elevate the requirements in the IT enterprise and to assist competence development.

    For additional information, please contact: Kennet Osbjer, TietoEnator examine options, Sweden, +forty six 706 24 65 33 Marit Saelemyr, TietoEnator Consulting AS, Norway, +forty seven 553 64468

    With over 10,000 personnel and annual web income of EUR 1.1 billion, TietoEnator is a number one business enterprise of high value-added IT capabilities in Europe. TietoEnator specializes in consulting, building and hosting its consumers' company operations within the digital financial system. The community's services are based on a combination of deep business-particular skills and newest information expertise. www.tietoenator.com

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    ITSM Foundation Certificate in Problem and Incident Management

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    ITIL certification to provide service support | killexams.com real questions and Pass4sure dumps

    Adelle McIlroy, GTSI Corp.

    IT Reseller Takeaway: In part one and two of our ITIL and ITSM podcast series -- ITSM and ITIL basics and ITIL service support respectively -- Adelle McIlroy of GTSI Corp. identified the best ITIL certification for channel professionals planning to specialize in ITIL service support. The following tip was excerpted from the podcasts.

    There are three levels of certification available for individuals who are interested in building and demonstrating their ITIL knowledge.

    The first level is the Foundation level. It requires a basic understanding of the ITIL service support service delivery set and some appreciation of the additional core material.

    The second is Practitioner level. A Practitioner is a specialist in the design and execution of processes, and the examination for that focuses on the understanding and application of a specific bundle or subset of closely associated processes.

    The highest level is the IT Service Manager level. The Service Manager is often responsible for the setup and implementation of ITIL in an organization. They are very experienced professionals and are typically involved in managing service management projects.

    If you plan to provide ITIL service support, the most relative practitioner certification is the ITSR: ITIL Practitioner Support and Restore Specialization.

    This certificate establishes the practitioner's knowledge of the service desk function, as well as incident management and project management processes.

    To achieve the certification, a candidate must first complete the Foundation certificate and achieve that credential. Once they've completed that they have to take approved coursework and complete three practical assignments which are submitted for approval. A large number of training providers are actually qualified and authorized to present the material, so it's usually readily available.

    Finally, the candidate takes a two-hour examination on the subject of service desk, incident management and problem management. If the candidate passes and is granted the certification, they are entitled to wear the ITIL blue badge, which is usually in the form of a lapel pin.

    About the author: As senior manager for cyber security and enterprise software for GTSI Corp., Adelle McIlroy's key responsibilities include taking successful techniques and technologies from the private sector into public sector environments. A 15-year veteran of the information technology sector, she has experience comprised of hands-on technical, management and consulting experience in both services organizations and financial services. She received her Bachelor's degree in mathematics and physics from the University of Miami, and has held the following certifications during her career: CISSP, CISA, CBCP; and MCSE.


    MOF, ITIL, and Service Manager | killexams.com real questions and Pass4sure dumps

    This chapter discusses the service management processes specified in the Microsoft Operations Framework (MOF) and Information Technology Information Library (ITIL) supported by System Center Service Manager, including Incident, Problem, Change, and Configuration Management.

    This chapter is from the book 

    The focus of this chapter is to describe the goals and objectives, key terminology, concepts, and activity workflows of the processes listed above, because they are the ideas behind the functionality found in Service Manager. Understanding these ideas is critical to ensuring a successful implementation that provides the intended value to the business, for several reasons:

  • Understanding the goals and objectives of each process is necessary to ensure that your implementation helps your organization achieve them.
  • Without a firm understanding of these concepts, you put your implementation at risk—either by spending cycles trying to sort the distinctions between terms such as Incident, Problem, Known Error, and Service Request or through missteps, rework, or suboptimal implementation because these concepts aren't understood.
  • This chapter includes a high-level mapping of MOF and ITIL concepts to Service Manager, but detailed implementation guidance is left for subsequent chapters.

    Service Manager is different from Microsoft's other System Center products. It is more like SAP, which encodes business processes in software. For Service Manager, those processes are a subset of the service management processes of MOF and ITIL: Incident, Problem, Change, and Configuration Management. That is why an understanding of MOF and ITIL is particularly useful for Service Manager, and why getting full value from the product requires not only adequate technical knowledge but also an appropriate level of knowledge of the processes the Service Manager product supports.

    The sections that follow describe what MOF and ITIL are, the value they provide, and how to get started with them in the context of implementing Service Manager.

    MOF and ITIL Are IT Service Management Frameworks

    Both MOF and ITIL are service management frameworks. Service management is the concept of organizing and presenting Information Technology (IT) to the business as a set of services. MOF and ITIL employ a set of interrelated terminology, concepts, and process workflows based on best practices for supporting and delivering services to the customers and users. MOF and ITIL are models for how to run IT as a service provider (as opposed an IT organization that is technology centric and views itself and conducts its business primarily as one that cares for and feeds technology).

    MOF and ITIL are written guidance specifying how to organize and manage around a set of services to optimize value for customers and users of those services. An enormous corollary to this idea (at least for the IT organization) is that to consistently and sustainably provide the levels of service the business needs, IT must have the wherewithal it requires to deliver those services consistently. The intention here is to do something good both for IT and the customers and users it serves.

    Here is an example of how an IT organization's approach will differ if they are technology centered versus service centered:

  • With a technology-centered model, the organization and what it does and provides for its customers and end users is organized around technology (for example, Microsoft Exchange).
  • In a service management model, this is organized around messaging.
  • This is more than just semantics. A messaging service consists of Microsoft Exchange along with a number of other associated components and mechanisms such as service level agreements (SLAs) required to consistently deliver a service to customers and users at the expected levels of quality. These things might be missed or go unmanaged when the focus is just on the technology, and might then result in an overall lower quality of service.

    Think about the difference between how a company that offers messaging as a service over the Internet and how a traditional IT shop offers it, and you start to get the idea of service management. If you are provisioning messaging over the Internet, you must

  • Determine the services you want to provide. You might have different service packages with different features (email, instant messaging, teleconferencing, shared workspaces, LiveMeeting, and so on) in each package.
  • Establish service level packages (different levels of features and support for each service package), such as the level of availability, capacity and performance, security, and service continuity (disaster recovery).
  • Set pricing and establish charging models and mechanisms for each service and service level package combinations.
  • Present your services (including quality of service and cost) in a catalog to customers and potential customers so that they can easily understand which services and service level packages are right for them.
  • Separate the service provided (messaging) from the technologies that make it possible (the specific infrastructure and applications; for example, Microsoft Exchange and Lync) so that you have agility and choice in how to provide the service.
  • Why might an internal IT shop want to adopt such a model? For the same reasons a vendor would:

  • The value of the service is made more explicit, so it is clear that the service either has or does not have the right price-to-performance characteristics.
  • It is obvious what is and is not included in the service.
  • Available service levels and their cost are made explicit.
  • Most important for the service provider, what it takes (the wherewithal required) to provide the services consistently to agreed service levels is made explicit in terms of infrastructure, applications, organization, contracts, vendors, processes, subservices, and service levels. The roles and responsibilities of the provider and users and customers are also made explicit.
  • Put another way, organizing around services helps you avoid overcommitting—for example, to providing five nines (99.999%) of availability on a network technology that can provide only 99% uptime. Organizing around services forces you to think through what people, processes, and technology are required for each service to meet its objectives and to staff and procure accordingly (or, with explicit agreement from your customer, to back off to a lesser service with lower service levels).

    The idea is that each service is managed for value individually and that IT can make explicit and strive to put in place and maintain the resources required to consistently make, and keep, good commitments. A related idea is that the focus keeps the end in mind (the service itself: what is provided and to what service level) rather than the means (the particular technologies chosen). This separation of ends and means is vital in allowing both IT and the organization it serves to have the level of agility modern businesses require. This is the essence of any IT management framework, which is as follows:

  • To provide key principles, models, and organizing principles that provide a better capability than alternatives for ensuring customers get what they need
  • For IT to have all the underpinning mechanisms to ensure the levels of quality of service required and agreed for each service, including infrastructure, applications, and processes
  • Organizing around services brings together what the customer needs (the features and the levels of service) with the technology wherewithal required to deliver on that need consistently. In the end, your aim with service organizations is to be able to say, with confidence, "Yes, Mr./Ms. Customer, this can be done, and this is what it costs." A service management framework helps you get there because it provides the set of concepts and constructs that work together to make it happen.

    One such useful service management construct is the service map. Service maps provide a graphical way to define the components and dependencies of a service that are inputs into the service catalog and SLAs for the service. Microsoft, via service maps, provides a great start with IT Service Management (ITSM). These maps are logical diagrams of services, which are useful for understanding and communicating the components that make up services and how they relate to one another. They provide documentation of architecture, are useful in troubleshooting, and function as a basis for automating services and their associated monitoring and control processes. For example, you can take a service map and translate it into a distributed application in Operations Manager (OpsMgr). This is described in Chapter 9, "Business Services."

    The big bet of MOF and ITIL is that organizing around and managing to a set of services is a superior way to provide value to customers.

    Imagine two IT organizations with the exact same resources—IT infrastructure, applications, people (including vendors and suppliers), money, agreements, contracts, documents, and anything else needed to deliver an IT service—yet with widely different results in terms of the value they create for their customers. What makes the difference in their results? A key factor is how they organize themselves and manage the important things (what they do, manage, and deliver), including the processes they follow, how they use knowledge, the people they have, and how they leverage them to create value in the form of goods and services.

    MOF and ITIL specify, among other things, that IT service providers should

  • Create a service catalog (see http://blogs.technet.com/b/randyy/archive/2005/07/25/408206.aspx).

    A service catalog entry is a service description that helps communicate what the service is, what it costs, and how performance is measured. Table 3.1 is a portion of a service catalog entry for messaging for a fictitious company (Odyssey.com).

    Table 3.1. Service Catalog Excerpt (Adapted from MOF Job Aid "SIP Service Catalog")

    Service Name

    Messaging Service

    Service Description

    Odyssey's IT department hosts the entire messaging service infrastructure, enabling Odyssey employees to send and receive email and to synchronize their work schedules.

    Business Alignment

    This service is funded as part of Odyssey's IT operational budget. The service benefits all users by providing a centralized facility for synchronizing data from Microsoft Outlook, email filtering and caching, web-based access to email, and free/busy schedule synchronization.

    Business Owner

    The Human Resources (HR) division is the business owner for this application.

    Service Qualification

    This service is available to all regular employees of Odyssey, at all locations worldwide. Each data center has a Microsoft Exchange server that provides for the servers at that location, and each of these servers is connected to the corporate backbone for data synchronization.

    Service Manager

    Dave Pultorak.

    Service Initiation Contact

    Service is initiated by the HR department for each new employee given approval to use company's email.

    External Dependencies

    Internet communication facilities, VeriSign security certificate services.

    Service Elements

    Service desk/incident management.

    Application availability and metric reporting.

    Application SLA.

    Hours of service.

    Problem management.

    Tier 2 escalations and proactive root-cause analysis.

    Change management.

    Change management and control.

    Technology upgrades.

    Patch management.

    Security management.

    Security protection: intrusion detection, locked-down security policies.

    Internet-specific security protection: antivirus, antiphishing, antispam.

    Additional service features.

    Proactive health monitoring.

    High-availability management.

    Nightly server data backup.

  • Present themselves to the business through that service catalog (using customer-oriented terminology abstracted from the technology used to deliver the service—for example, using messaging as the name for the service instead of Microsoft Exchange).
  • Define service levels in SLAs.

    An SLA is an agreement between an IT service provider and customer specifying the service, service level targets, and provider and customer responsibilities. Table 3.2 is an example of service quality measurements and performance targets excerpted from "MOF Job Aid - Service Level Agreement," available from Microsoft.

    Table 3.2. SLA Excerpt

    Service Quality Measurements

    Measurement

    Definition

    Performance Target

    Service availability percentage

    Percent of time the application is available during normal schedule minus the impact time from any scheduled or unexpected events

    Target percentage.

    Example: 99.6%.

    Incident resolution time

    Time between recording and resolution of an incident:

  • Priority 1 = < 30 minutes
  • Priority 2 = < 2 hours
  • Priority 3 = < 4 hours
  • X% of transactions of type Y to be completed within Z minutes or hours or days.

    Example: 95% of all Priority 1 email incidents are resolved within 30 minutes.

    Root-cause analysis reports

    Production of reports describing root cause of a particular incident or problem

    Timeframe for report to be delivered.

    Example: 100% of all root-cause analysis reports will be delivered within 24 hours of when the incident occurred.

    SLA review

    Review of service to determine whether any changes are required

    % of reviews to be completed.

    Example: 100%.

  • Use these and other mechanisms required to manage the quality, cost, and ultimately the value provided to the business by every service.
  • Although this version of Service Manager does not support service catalogs or SLAs, it is important to understand what they are because they are at the center of the service management ecosystem that Service Manager supports.

    You can get examples and templates for service catalogs, SLAs, and other service management mechanisms in the "MOF Job Aid" collections, available for download from Microsoft.

    Determining the Value of MOF and ITIL

    MOF and ITIL terminology, concepts, and mechanisms are embedded in Service Manager, and the product supports service management services and processes. This is one very good reason to care about MOF and ITIL. However, there are other reasons, which are important for you to consider as a basis for understanding and articulating the value the product can bring (and to whom). What is in it for you, your team, your IT organization and its suppliers, your customers and end users, and the business? Consider WIIFM (What's In It For Me?) for MOF and ITIL for all stakeholder audiences: the IT individual contributor, the IT team, the IT organization, its suppliers, its customers and end users, and the business as a whole:

  • For the individual contributor: Service management certification is becoming a "basic and expected" criterion and is also a top certification in terms of salary. (Much of what IT professionals do each day is handle changes, troubleshoot incidents, seek the root cause of problems, and so on.) The training for that lies in MOF and ITIL. Other professions have long-established common terminology (accountants, for example, don't argue over what an asset or liability is) and mechanisms (accountants can expect to see a general ledger when they start work at a company). MOF and ITIL provide these for IT professionals.
  • For the IT team: It is not unusual for teams of highly intelligent individuals to devolve into a communal idiot, especially when a significant issue arises. (Just about anyone who has spent more than a few minutes in IT can attest to this!) For teams to function well, they need shared ideas and standards for "how things are done around here." MOF and ITIL provide these for IT teams.
  • For the IT provider: The IT provider as a whole needs "a" method to organize, and that method needs to be fully worked out with enough interlocking concepts and supporting templates and examples to stand on its own legs. It also helps (greatly) if these methods are adopted widely, because it then can be expected that new starters and vendors who come and go need less ramp-up time. MOF and ITIL provide these.
  • MOF and ITIL Compared

    Table 3.4 compares MOF and ITIL along a number of key dimensions. You can use it as a starting point for determining where to invest your time in learning more about these frameworks.

    Table 3.4. Comparison of MOF and ITIL

    Features

    MOF

    ITIL

    Form factor and cost

    Publication. MOF is available for free download.

    Publication. ITIL publications are available in book form and a variety of other formats for purchase.

    Training and certification

    Both MOF and ITIL have training and certification paths. MOF is limited to one course and certification at the Foundation level.

    ITIL has a Foundation-level certification, along with Intermediates, all the way up to Expert- and Master-level certification.

    Mapping to generally accepted IT management frameworks

    Both MOF and ITIL provide mapping to other generally accepted IT management frameworks, including each other as well as ISO 20000 and COBIT. Both support these generally accepted frameworks and even provides a map to them. So, you can be assured that what you do with MOF and ITIL will not be out of line with other frameworks.

    Cost, features, restrictions

    MOF is free to download and use, and includes not just guidance but also examples and templates, with creative commons licensing.

    ITIL is owned by the U.K. Office of Government Commerce, with associated restrictions and costs for use.

    Writing style and purpose

    MOF is written in a checklist, prescriptive style, to be applied directly. It features clear outcomes, key questions, inputs, outputs, goals, and measures in a concise, relevant checklist style. This is a refreshing departure from more academic treatments of service management ideas.

    ITIL is written in a textbook style, describing service management activities, deliverables, processes, functions, roles, key concepts, and models, with comprehensive coverage and many more pages of core content than MOF.

    Intention

    MOF provides navigation into Microsoft's service management assets—the additional guidance, training, solution accelerators, services, and products—that help you implement service management concepts on the Microsoft platform and the products and technologies that make up that platform. Because the Microsoft platform is a key part of most IT shops, you need to understand what Microsoft has to offer, and MOF helps organization these assets so that you can quickly discover, grasp, and apply them.

    ITIL is technology agnostic.

    Content (processes, functions, and management reviews)

    MOF covers a set of processes and functions, and includes management reviews, as driven by Microsoft's ecosystem of customers and partners

    ITIL includes processes and functions as driven by the membership of the IT Service Management Forum (itSMF), the ITIL user group.

    The conclusion here is that although there are differences between ITIL and MOF, and to some extent because of these differences, some knowledge of both MOF and ITIL are necessary as background and context for a successful Service Manager implementation.

    Getting Started with MOF and ITIL

    This section outlines some ideas and resources for getting started with MOF and ITIL. Once you have a clear vision of what you want to do with MOF and ITIL, it is important to know how to get started.

    Take the following steps to get started with MOF (additional information available at http://www.microsoft.com/mof):

  • Download MOF core content. Skim the contents so that you get a feel for what is included and then keep it near for reference. Read the MOF overview to familiarize yourself with MOF, and read the MOF Glossary to understand the terminology.
  • Download and review the IT Pro Quick Start Kit for a great introduction to MOF, including podcasts, PowerPoint files, and training and certification information.
  • Download the "Getting Started with MOF" implementation guide and read it to determine your highest potential, most relevant jumping-off point for getting started.
  • Download "Bridging from MOF Guidance to Microsoft Products - A Companion Guide" and read it to understand how Microsoft products support MOF IT service management concepts.
  • Review and download other MOF guidance and job aids as you see fit where there is a direct hit for a problem or opportunity you see on the job.
  • Optionally, take an MOF Foundation course and pass the MOF Certification examination.
  • Here are some ways to get started with ITIL:

  • Read "An Introductory Overview of ITIL V3," from the IT Service Management Forum to get a feel for ITIL's structure and content.
  • Read Van Haren Publishing's excellent ITIL V3: A Pocket Guide, which provides process details left out of IT Service Management Forum's "An Introductory Overview of ITIL V3," which is more concerned with providing a high-level overview of the service life cycle.
  • Download and review the ITIL Glossary to understand the terminology.
  • Take an ITIL Foundation course, and take and pass the ITIL Foundation examination.
  • Optionally, read the five core ITIL publications. These books are available from a wide variety of sources and in a number of formats, such as PDF, eBook, hardcopy publication, and HTML-based DVD.
  • Optionally, take additional ITIL courses and examinations leading to ITIL Expert or Master status.
  • MOF and ITIL Processes Supported by Service Manager

    MOF and ITIL specify a set of IT processes deemed necessary to ensure consistent quality of delivery of IT services. The core set of processes tend to be those most closely associated with end users (that is, the processes that if missing or broken tend to evoke loud complaints most quickly). This version of Service Manager supports the most important end user-facing processes: Incident, Problem, Change, and Configuration Management.

    The following sections discuss these processes, looking at the following for each process:

  • Definition, goals, and objectives
  • Key terminology
  • Why the process matters (its value)
  • Key performance indicators (KPIs)
  • Reporting
  • Scope
  • Integration with other processes and functions
  • Process activity workflow
  • Key roles and responsibilities
  • Key inputs and outputs
  • High-level considerations for implementing with Service Manager
  • The key decisions to make when implementing the processes include people and process decisions that in some cases sit outside the Service Manager tool and in other cases drive configuration values for the tool.


    BMC Remedy ITSM – Cisco ACI joint solution delivers robust and agile IT operations | killexams.com real questions and Pass4sure dumps

    Introduction

    As companies strive to become digital enterprises, they need to make the best use of their existing assets and infrastructure, while introducing new technology and tools that drive the business forward. ITSM is one of the key digital accelerators that deliver improved performance, higher availability, and reduced risk, all while optimizing IT costs. Modern IT operations have to function in a continuous dev-ops model, manage numerous tools, and make sense of all the noise in an environment that lack any decipherable data and analytics to deliver modern applications that have a complex web of interdependencies across a distributed environment.

    At Cisco, we observed the growing customer interest in ITSM/ITOM space since the announcement of ACI and quickly forged relationships with leading ITSM vendors like ServiceNow, Cherwell and brought to market joint solutions to automate and streamline incident management, health monitoring use-cases while simultaneously building a growing pipeline of customer deployments.

    Today, we are proud to add BMC Remedy solution for Cisco ACI to this significant ITSM technology partner ecosystem portfolio. This blog captures the essence of the solution and how it enables intuitive service management for the digital enterprise, on-premises or in the cloud.

    Solution overview

    BMC Remedy ITSM suite provides out of box ITIL service support functionality, from architecture to integration and implementation to support. BMC Remedy ITSM has fast established itself as one of the market leaders addressing IT transparency, flexible and agile services, and effective collaboration and reporting, aided by a single, central shared data model. Cisco ACI, an SDN based networking architecture, enhances business agility, reduces TCO, automates IT tasks, and accelerates data center application deployments.

    Organizations are increasingly looking to cut costs and find ways to optimize their IT investments. Tight integration of the ITSM layers with underlying IT infrastructure helps organizations to not only optimize their IT infrastructure but also helps them to streamline day to day IT operations.

    BMC Remedy ITSM solution for Cisco ACI is a fully-automated policy-based enterprise service management solution that provides single console visibility into your data center and delivers business-aware IT operations.

    Cisco ACI’s open API seamlessly integrates with BMC Remedy’s REST API and forms the foundation for the integration. The key solution component is the BMC ITSM App for Cisco ACI.  The APIC facing interface of the App pulls necessary information from the APIC object database and passes it to BMC instance.

    Figure: Architecture and Use Cases of BMC Remedy ITSM – ACI solution

    Major use cases covered as part of the ACI-BMC Remedy joint solution include CMDB enrichment, health and fault monitoring, and proactive incident management. With these ACI-BMC ITSM solution use cases, customers get unprecedented automation, visibility, and efficiency in their IT service management.

    The solution brings a lot of value to the customer, including:

    Single console visibility: The solution keeps track of the entire ACI fabric and passes that information periodically to BMC Remedy CMDB thus providing an accurate and up to date picture of the underlying infrastructure. This in-depth visibility allows admins to make more informed decisions and manage the data center infrastructure efficiently.

    Healthy Data Center: Faults and dip in health scores in the ACI fabric triggers automatic ticketing workflows in BMC Remedy and further provides admins with the all the relevant information needed for troubleshooting. With all the workflows happening in near real-time, IT teams can quickly identify the root-cause and remedial solutions leading to a drastically reduced MTTR.

    Proactive Incident Management: With Cisco ACI keeping an up-to-date view of service-aware infrastructure and informing BMC Remedy ITSM suite about any disruptions and outages, IT operations teams respond more proactively to incidents. Further, the user can use BMC Remedy Problem management workflows and record recurring problems and associated solutions in the Known Error DB (KEDB) building a rich repository of past incidents and actions thus creating a proactive incident management system.

    As customer adoption of ACI-BMC Remedy ITSM suite becomes widespread, we will continue to explore newer use-cases to address IT operational pain-points.

    If you happen to be at Cisco Live Orlando (June 11 -14), please swing by Datacenter world of solution demo pods to get a close view of how Cisco ACI works with our ecosystem partners and ITSM in particular. We have a great line up of technical experts at the show to describe Cisco ACI- BMC Remedy ITSM integrations and also hands-on demo session showcasing how these integrations work in real life use cases.

    Related Links

    www.cisco.com/go/dcecosystem

    www.cisco.com/go/aci

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