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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.

Things to ask during major Incident

What is the Incident?

Start time of the Incident?

What all things have been done still now?

What is the Location of the Incident?

Which all team is involved in the incident?

Is the initial communication been send to the relevant stake holders?

What is the plan of action to resolve the incident?

Is there any work around for the ongoing Incident?

How much time it is going to take for break fix?

Is the  Latest update been send to relevant stake holder?

Once the incident is solve, is the communication send to relevant stake holders?

Is the Incident ticket closed?

If the Incident is close does the Incident needs to be link to exiting PM (Problem Management) ticket or need to open the new PM (Problem management) ticket.

Things to ask during major Incident

What is the Incident?

Start time of the Incident?

What all things have been done still now?

What is the Location of the Incident?

Which all team is involved in the incident?

Is the initial communication been send the relevant stake holders?

What is the plan of action to resolve the incident?

Is there any work around for the ongoing Incident?

How much time it is going to take for break fix?

Once the incident is solve, is the communication send to relevant stake holders?

Is the Incident ticket closed?

Does the Incident needs to be link to exiting PM (problem Management) ticket or need to open the new PM (Problem management) ticket

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Supplier Management

The Supplier Management process ensures that suppliers and the services they
provide are managed to support IT service targets and business expectations.
The purpose of the Supplier Management process is to obtain value for money
from suppliers and to ensure that suppliers perform to the targets contained
within their contracts and agreements, while conforming to all of the terms and
conditions.
The Supplier and Contract Database (SCD) is a vital source of information on
suppliers and contracts and should contain all of the information necessary for
the management of suppliers, contracts and their associated services.
Key Service Design stage activities
Business requirements collection, analysis and engineering to ensure they
are clearly documented.
Design and development of appropriate service solutions, technology,
processes, information and measurements.
Production and revision of all design processes and documents involved in
Service Design.
Liaison with all other design and planning activities and roles.

Service Catalogue Management (SCM)

The Service Catalogue provides a central source of information on the IT
services delivered to the business by the service provider organization,
ensuring that business areas can view an accurate, consistent picture of the IT
services available, their details and status.

The purpose of Service Catalogue Management (SCM) is to provide a single,
consistent source of information on all of the agreed services, and ensure that it
is widely available to those who are approved to access it.
The key information within the SCM process is that contained within the
Service Catalogue. The main input for this information comes from the Service
Portfolio and the business via either the Business Relationship Management or
the Service Level Management processes.

Understanding of Service Strategy

1. What services should be offered
2. Who the services should be offered to
3. How the internal and external market places for their services should be developed
4. The existing and potential competition in these marketplaces, and the objectives that will differentiate the value of what you do or how you do it
5. How the customer(s) and stakeholders will perceive and measure value, and
6. How this value will be created
7. How customers will make service sourcing decisions with respect to use of different types of service providers
8. How visibility and control over value creation will be achieved through financial management
9. How robust business cases will be created to secure strategic investment in service assets and service management capabilities
10. How the allocation of available resources will be tuned to optimal effect across the portfolio of services
11. how service performance will be measured.

Type's of Service Provider in ITIL

1. Type I: exists within an organization solely to deliver service to one specific business unit
2. Type II: services multiple business units in the same organization
3. Type III: operates as an external service provider serving multiple external customers.

What is the full form of SKMS

Full form of SKMS is Service Knowledge Management System.

A high-level overview of the IT INFRASTRUCTURE LIBRARY

What is Service Value

Service Value: defined in terms of the customer’s perceived business
outcomes, and described in terms of the combination of two components:
1.    Service Utility: what the customer gets in terms of outcomes supported
and/or constraints removed

2.    Service Warranty: how the service is delivered and its fitness for use, in terms of availability, capacity, continuity and security.
   
Service Value also includes the associated concepts of services as Assets,  
     Value Networks, Value Creation and Value Capture

Demand Management

Demand management is a critical aspect of service management. Poorly
managed demand is a source of risk for service providers because of
uncertainty in demand. Excess capacity generates cost without creating value
that provides a basis for cost recovery.
The purpose of Demand Management is to understand and influence customer
demand for services and the provision of capacity to meet these demands. At a
strategic level this can involve analysis of patterns of business activity and user
profiles. At a tactical level it can involve use of differential charging to
encourage customers to use IT services at less busy times.

The four Ps of Strategy

1. Perspective: the distinctive vision and direction
2. Position: the basis on which the provider will compete
3. Plan: how the provider will achieve their vision
4. Pattern: the fundamental way of doing things – distinctive patterns in decisions and actions over time.

How many type of Service desk are there?

Below are the type of Service desk

1. Local Service desk: Which is close to the users ( For example, local Service technical  desk).
2. Centralized : Sllows fewer staff to deal with a higher volume of calls  (For example  Service distributed in vruous location due to business continuty or other various reason).
3. Virtual service desk: Staff are in many locations but appear to the users to be a single team (for example Citi bank helpline ).
4. Follow the Sun: Service Desks in different time zones give 24-hour coverageby passing calls to a location where staff are working. (This is self explanatory but one comman example would be Call center).