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Calculating desktop Availability

This sounds tricky. I'll try some thinking out loud.

The availability of desktops through out the estate - that must mean how many are broken at any one time. Or it must mean the number of staff who do not have access to a desktop at any one time.

So that's the first problem. In many cases when a PC is broken, its usual user can get at some or all of their requirements by using another machine (either an absent colleague's or a "spare").

Next, many desktop problems only render some facilities (services) unavaialble. In theory you could measure these as a certain percentage unavailable, but I would think the complexity of any formula for doing this would be beyond practical use. Is it number of facilities, weighted by utilization (normal or as required at this moment), and/or weighted by value of these facilities to the business?

I think it might be easier to revisit the question and instead of asking about desktop availability, come up with some valuable question like 'for how long are individual staff unable to perform their work, are forced to less valuable work, due to failures on their desktop system.

Of course with networked services you also need to be clear whether it was the desktop at the heart of the issue or some other factor in the network configuration. If a network patch to a desktop goes awry, is that a desktop issue?

Just a few thoughts, no answers. Don't know if it helps

What is ITIL Process Framework? When do we need it? How to evaluate an ITIL / ITSM Process Consultant about framework skills?

ITIL Frame work is best practices in IT service management. The ITIL Library has the following component:
The ITIL core: Best practices guidance to all types of organizations that provide service to business.
The ITIL Complementary Guidance: a Complimentary set of publications with guidance specific to industry sector, organization types, operating models and technology architecture.

The ITIL core consist of five publication:
Service Strategy
Service Design
Service Transition
Service Operation
Continual Service Improvement

Service Strategy provide guidance on how to design, develop and implement Service management not only as an organizational capability but as a strategic asset.

Service Design provide guidance for the design and development of services and service management processes.

Service Transition provide guidance for the development and improvement of capabilities for transitioning new or changed services into operations.

Service Operation provide Guidance for achieving effectiveness and efficiency in the delivery and support of the service so as to ensure value for the customer and the service provider.

Continual Service Improvement provides guidance in creating and maintaining value for the customers through better design, introduction and operation of services. It combines principles, practices and methods from quality management, change management and capability improvement.

We use ITIL process framework when we introduce process oriented approach to organization service management practice.

As for your last Question, I am aspiring to be ITIL/ITSM process consultant and want to evaluate my framework skills, so I can work on Gaps Identified.

problem control and error control

In essence, Problem Control is the investigation phase, aiming to turn the 'unknown' (Problems) into 'knowns' (Known Errors). Error Control then is the resolution phase, aiming to turn Known Errors into implemented solutions (when justified). That is in a nutshell what it boils down to.

Difference between change mgmt & release management

Let's start with "Release Management" is the process of managing Product Releases, Process Releases, or Services Releases, from inception through to deployment and maintenance, post deployment. This includes the build, deployment, installation, instantiation, execution, teardown, and rollback of releases in each and every environment (e.g. Development, Systems Integration Testing, User Acceptance Testing, Production, etc.) (NOTE: Most companies usually only relate Releases to Products and not to Processes and Services, however, more and more teams are starting to realize that they need to manage Process and Service improvements, incrementally, through versioned iterations, like they do Products.)

"Change Management" is the process of managing individual or groups of "Changes" from inception, through to deployment and maintenance, post deployment. Again, this includes the build, deployment, installation, instantiation, execution, teardown, and rollback of changes in each and every environment (e.g. Development, Systems Integration Testing, User Acceptance Testing, Production, etc.)

"Change Management" is usually a subset of Release Management. Most mature organizations will increment the Release version if there is at least one new Change that is required, after a Release has been frozen.

What is ITSM

IT service management (ITSM or IT services) is a discipline for managing information technology (IT) systems, philosophically centered on the customer's perspective of IT's contribution to the business. ITSM stands in deliberate contrast to technology-centered approaches to IT management and business interaction. The following represents a characteristic statement from the ITSM literature:

Providers of IT services can no longer afford to focus on technology and their internal organization[;] they now have to consider the quality of the services they provide and focus on the relationship with customers.