ITIL V3 经理升级考指南V1.0 整理BY SAN

7.知识体系

在写《ITIL服务经理考试指南》中，搞了个基因学习法。该学习方法最大的特点，就是根据每个知识点的重要程度，对其分类，并联系到不同的记忆登记。然后，利用重要度高的知识点，再推导出重要度低的知识点。由此，大大减少考生所要死记硬背的规模。

而在本系列中，由于考试的方法有所改变，其知识体系的建立也有所不同。由于BRIDGE考试是以单项选择题做为考试方法，需要逐字逐句记忆的内容大大减少。取而代之的是对具体模型，图片的深入了解。基于这种考试形式上的改变，在我整理知识点的方法上，将不会对知识点的重要度进行分类。而在BRIDGE中的知识点，将都以理解为主。对少量需要精确记忆的内容，会做特别提示。

另外，图表在BRIDGE中有特殊的地位。很多考题就是列出一个书中的图表，或者让你解释某个图表中的内容，而或者让你填写图表中缺少的部分。由于BRIDGE考试的通过分数为16分。所以这些和图表有关的问题要做到100%的正确。在每个章节的结尾，我还会列出比较重要的图表号。希望考生能够全部掌握。

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8. SERVICE STRATEGY

No. 1 Knowledge SS: SG / FM / SPM / DM SD: SCM / SLM /CAM/ AVM / ITSCM / SEM /SPM 2 ITIL V3 Processes ST: TP&S / CHM / SA& CFM / REL&DM / SV&T / EV / KM SD: EVM / IM / RF / PRM / ACM CSI: 7S / SM / SR SG: Who/What/Differentiate/Value/Case FM: 3 SS Purpose Quality: Define / Improve SPM and DM Service Service management is a set of specialized organizational 4 Management capabilities for providing value to customer in form. of service Definition Capability = Capacity (Resource) + Competency ( Knowledge) 5 Capability + Confidence ( Positive Experience ) A service means of delivering value to customer by facilitating outcomes customers want to achieve without the ownership of specific costs and risk 6 Service Definition Service facilitate outcomes byenhancingtheperformanceof associated tasks andreducingthe effect ofconstraints - Utility Result: Increase the possibility of desired outcomes Utility: Derived from the attribute of a service that have apositive effect on the performanceof activities, objects, and tasks associated with desired outcome or with theremoval or 7 Utility and Warranty relaxing of constraintson performance. Utility is what the customer wants - the Service isfit for purpose Warranty: Derived 14 / 46

Topic Issue of Proprietary Details Documentation/Effectiveness/Cost from the positive effect of beingavailablewhen needed and in sufficientcapacityor magnitude and dependably in terms ofcontinuity and security. Warranty ishow needs of customer are delivered. 8 Structure Structure -> Patten of Behavior. -> Event E.V = R.V + Net.D Net.D = Positive D - Negative D Positive D: Benefit / Utility /SS 9 Economic Value Negative D: Cost/Risk / Warranty / SD Customer Focus: How much I can save (RV) and How much I can get ( Net D) Resource -> Capability-> Value Action: Deploy/Control/Coordinate; Capability: Management/Organization/People/Knowledge Resource 10 Value Capital/Infrastructure/Application/Information/People Asset: Resource + Capability. Business Unit = n* Asset Asset -> Business Unit; Service Asset -> Service Unit 11 Service Unite Service Resource + Capability = Service Asset Service 12 Types 13 Service Structures Value Network Perspective - Vision & Direction - Where to Go Position - Stance - How to Go 14 4P Plan - Transition - Detail Plan Patten - Consistent - Momentum Service 15 Process: Activity Prepare for Execution Service Portfolio: Commitment & Investment. Contract 16 Service Portfolio commitment, new service development, SIP Prioritizing investment and allocation of resource. 15 / 46

and Resource: Financial Provider I: Internal / II: Shared / III: External Strategy Define the market / Develop the Offer/ Develop Strategy Asset / Service Portfolios Phase: Service Catalogue; Service Pipeline; Retired Services. 17 18 Service Pipeline Service Catalogue Forming 19 Strategy to SD, ST, SO and CSI 20 21 22 Areas 1) Value received 2) Cost Incurred during the lifecycle. Service Investment Run the business (RTB): Core; Non-Discretionary 23 Analysis Grow the business (GTB): Discretionary; Growth Transform. the business (TTB): Venture Decision support and planning tool that projects the likely consequences of business action. 24 Business Case Structure: Introduction / Methods and assumption / Business impacts/ Risks and contingencies / Recommendations Dynamic method forgoverninginvestmentin service Out come from FM Value Financial Plan Operating and capital / Demand / Regulatory and Env. Value of IT service, Value of assets, Operational forecasting Provisioning cost; Service value potential: warranty Service Input: Internal/external factors. Output: Portfolio; Requirements Service Concept + CSI + SD ST + SO Figure 4.1.9 management across the enterprise and managing themfor value Service 25 Management Provides a means ofcomparing service competitivenessacross alternate providers Provide a framework ofmaking service priority decision. SS -> Define ( Inventory/Business Case ) -> Analyze ( Value Proposition 26 SPM Methods Portfolio/Authorization) -> Charter ( Communication / Resource Allocation ) /Prioritization ) -> Approve ( Service Portfolio Describe service provider servicesin terms of value 16 / 46