itil v3-foundation symbiosis
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ITIL V3
Define Service Explain the concept of Service Management Describe Service Lifecycle phases Describe processes within Service Lifecycle
phases
Course Learning Objectives
First published by OGC for UK Government in late 1980s
Updated to V2 in 2000/2001◦ Process oriented approach: Service Support &
service Delivery Updated to V3 in 2007
◦ Service Lifecycle model, customer oriented approach
◦ Greater focus on strategy and business outcomes Collection of ‘Best Practices’ across IT
industry
IT Infrastructure Library (ITIL)
It integrates with CoBIT, CMMI, ISO20000, Six Sigma
It is a guideline not a cook book It is not an out of the box solution
IT Infrastructure Library (ITIL)
ITIL as a framework
ITIL V3 Package
Framework / Standard / Regulation
Framework
ITIL ISO 20000
RegulationStandard
ISO 27001
V3: REVIZED V2
ITIL V2 : A linear process model
ITIL V3: An iterative Service Lifecycle
model
SKMS ◦ Incorporates existing databases like Known
error & the CMDB Expanded scope to cover knowledge
Management Service Requests are no longer a part of
Incident Management Addition of Request Management as a
process treated as a standard change request
Release Management widened to better reflect hardware lifecycle
ITIL v3 Vs ITIL V2: New additions
ITIL Qualification scheme
Service Lifecycle
Service Lifecycle
Three Pyramids of ITIL V3
‘Good Practice’ Vs ‘Best Practice’ ‘Service’ definition ‘Value’ definition Understanding ‘Service Management’ ‘System’ definition ‘Function’ definition ‘Process’ definition ‘Procedures’ & ‘Work Instructions’ definition RACI model
Service Lifecycle: Concept & overview
Good practices: Practices that are widely used by companies belonging to a particular Industry segment.
Benefits: Easy Benchmarking against competitors operating in same domain; thus enabling closing gaps in capabilities
Sources: Public frameworks, standards, proprietary knowledge of individuals and organizations, etc
Good practices are highly customized for the context unlike best practices which can be adopted & replicated across industry segments
Best & Good Practices
Where do Best Practices Fit?
Organizational Policies, Practices & Procedures
ISO 20000
ITIL V3
ITIL V2
How do we
do it in our
organization?
What should we
do in a broader
context?
Why should
we do it?
How should
we do?
A means of delivering value to customers by facilitating outcomes the customers want to achieve without the ownership of specific cost or risk
A discrete bundle of components (processes, enabling technology, skilled people, organizational resources & capabilities)
Services can be bundled into offerings which have meaning and value to the customer
Service Definition
“Wisdom begins with the definition of terms”
Socrates
Value definition
Utility
Utility
Warranty
Warranty
IT Service Management is a set of specialized organizational capabilities for providing value to customers in the form of services
A set of Functions and Processes for managing Service over their Lifecycle
Services may be defined by Specifications, but Customer outcomes are the genesis of services
Understanding IT Service Management
ITSM – Service Assets
ITSM tree
Application
Switch
Server Server
DB
DB
System
Application
Problem Management
Service Continuity
Management
Incident Management
SAP Application
Management Support
Infrastructure Management
services
IT Service Management
Infrastructure Management
Service
Process
Infra
structu
re
A system is a group of interacting, interrelating components that form a unified whole, operating together for a common purpose
Examples of system◦ Service Lifecycle◦ Organization◦ Process◦ Function
System definition
A function is a subdivision of an organization that is specialized in fulfilling a specific type of work & is responsible for specific end results
Functions have their own practices & their own knowledge body
A team or group of people and the tools they use to carry out one or more processes or activities
Function definition
Process is a structured set of activities designed to accomplish a specific objective.
A process takes defined inputs and turns them into defined outputs & ultimately into an outcome.
A process may include roles, responsibilities, tools and management controls required to deliver the outputs
Process can be further decomposed into procedures & work instructions
Process utilizes feedback for self-enhancing & self correcting actions
Process definition
Typical Process flow diagram
Activity 1 Activity 2 Activity 3
Service Quality Control
Suppliers Customers
Desired outcome
Data, information & knowledge Process
TriggerTrigger
An end to end Process can span across many departments doing various activities
Highly functional organization has functions working in ‘silos’ which hinders the optimum process flow across departments thus affecting services to customer
Processes & departments
Silo effect
It is measurable & performance oriented It delivers specific results Results are delivered to customers or
stakeholders It responds to specific events- Always
originates from a certain event Optimum process = Effective + Efficient
Process characteristics
Procedure: A specified way to carry out an activity or a process
Work Instructions: A set of work instructions defines how one or more activities in a procedure should be carried out in detail
Procedures & work instructions
RACI model is used to help define roles and responsibilities
It identifies the activities that must be performed alongside the various individuals and roles involved
RACI is on acronym for the four main roles of:◦ Responsible – The person or people responsible for
getting the job done (the “doer”)◦ Accountable – Only one person can be accountable
for each task (the “Manager”)◦ Consulted – The people who are consulted and whose
opinions are sought (the “Subject Matter Experts”)◦ Informed – The people who are kept up-to-date on
progress (the “keep in the loop” types)
RACI Model
Sample RACI model
SC Manager
Capacity Manager
SLManager
SD Manager
Meeting customer SLAs I R A C
Ensuring resources are provided
C A R I
Resolving 1st level calls I C R A
Meeting response time R I C A
Service Mgmt Roles: Service Owner
Service Mgmt Roles: Process Owner
Constituent processes
Service StrategyPortfolioDemandFinancial
‘Service Strategy’ focuses on the “identification of market opportunities” for which services could be developed in order to meet a requirement on the part of internal or external customers. The output is a strategy for the design, implementation, maintenance and continual improvement of the service as an organizational capability and a strategic asset.
Phase 1: Service StrategyService Strategy
Financial Management
Service Portfolio
Management
Demand Management
Strategy
Perspective: Having a clear vision & focus◦ Convictions, values, goals & clear direction for
goal achievement Position: Take a clearly defined stance.
Positioning based on ◦ Diversity, need, accessibility etc
Plan:◦ Form a precise notion about how the organization
should develop itself Pattern:
◦ Maintain consistency in decisions & actions
4 P’s of Strategy
To develop the capacity to achieve and maintain a strategic advantage
Mission of Service Strategy
Service Value = Utility + Warranty Utility
◦ Fitness for purpose◦ Increase of a possible profit◦ It is what the customer receives
Warranty◦ Fitness for use◦ Decline in possible losses◦ It affirms how the services will be delivered◦ Capacity, Availability, Service continuity, Security
etc.
Utility & Warranty
Utility + Warranty = Value
AND
OR
AND
Utility
Warranty
Value created
Fit for purpose?
Fit for use?
Performance supported?
Constraints removed?
Available enough?
Large enough?
Continuous enough?
Secure enough?
T/F
T/F
T/F
Resources: Direct input for production◦ Capital◦ Infrastructure◦ Applications◦ Information
Capabilities: Developed over number of years◦ Management◦ Organization◦ Processes◦ Knowledge
Creation of Service Assets
Delivery Model OptionsDelivery Strategy Description
Insourcing
Outsourcing
Co-Sourcing
Partnership or Multi-Sourcing
Business ProcessOutsourcing (BPO)
Application ServiceProvision
Knowledge ProcessOutsourcing (KPO)
Utilizing internal organizational resources for all stages in the lifecycle.
Utilizing the resources of an external organization or organizations.
The combination of Insourcing and Outsourcing to co-source key elementsWithin the lifecycle.
Formal arrangement between 2 or more organizations to work together. Focus on strategic partnership to leverage expertise or market opportunity..
Formal arrangement between 2 organizations to relocate and manage anEntire business function (for example payroll, call-centre) from a low-cost location
Formal agreement with an Application Service Provider ASP) to provide Shared computer based services over a network (sometimes called ‘on-demand’Software/application
Provision of domain based processes and business expertise requiring Advanced analytical and specialist skills from the outsourcer.
Internal outsourcing◦ Type I: Internal◦ Type II: Shared services
Traditional outsourcing◦ Single outsourcing contract with one service
provider Multi vendor outsourcing
◦ Consortium◦ Selective outsourcing◦ Co-sourcing
Integrating internal & external service providers
Outsourcing Structures
Business Process Outsourcing (BPO)◦ Entire business process or function outsourced
Application Service Provision (ASP)◦ Applications on demand
Knowledge Process Outsourcing (KPO)◦ Domain-based processes and business expertise
Outsourcing Structures
Type I: Internal Service Provider◦ Embedded in the business unit it serves◦ Advantages
Short communication lines Customer Oriented
◦ Disadvantages Limited scale of operations
Service Provider types (1 of 3)
BU1 BU2 BU3
Organization A
HR1 HR2 HR3
F&A1 F&A2 F&A3
Type II: Shared Services Unit◦ Provide service to multiple business units◦ Advantages
Lower prices Possibility for standardization
◦ Disadvantages Limited scale of operation
Service Provider types (2 of 3)
BU1 BU2 BU3
Organization A
HR
F&A
Type III: External Service Provider◦ Provide service to many customers
◦ Advantages More Flexibility Competitive prices Minimizing of system risks
◦ Disadvantages Greater risk for customers
Service Provider types (3 of 3)
BU1 BU2 BU3
Organization A
Org.B Org.C
Critical Success Factors in out-sourcing
Business metrics◦ Financial savings◦ Service level improvements◦ Business process efficiency
Customer metrics◦ Availability & Consistency of Services◦ Service Quality
Types of Services
Core Services◦ Deliver the basic results to the customer◦ Represent the value for which the customers are
willing to pay◦ Form the basis for the value proposition to the
customer Supporting Services
◦ Enable the value proposition (Basic Factors)◦ Improve the value proposition (Excitement
Factors) Core & Support processes are bundled to
develop differentiated offerings
Core Services & Supporting Services
5 phases in Organizational development ◦ Phase 1: Network
Fast, informal & ad-hoc provision of services Flat organization
◦ Phase 2: Directive Formal, basic processes are used, centralized
decision making Functional (Line Management) ownership
◦ Phase 3: Delegation Decentralized organizational structure Shift of responsibility from functional ownership to
process ownership
Organizational development (1 of 2)
◦ Phase 4: Co-ordination Formal systems achieves better co-ordination Improved response time to market demands
◦ Phase 5: Collaboration Improved cooperation with the Business Matrix organization
Process focus improves as organization moves from phase 1 to phase 5
Organizational development (2 of 2)
Service StrategyPortfolioDemand
Financial
Enables organization to provide full justification of expenditures
Allocates expenditures directly to services Ensures transparency of IT service costs via
the service Catalogue Benefits of Financial Management are
◦ Improved Financial compliance & control◦ Improved operational control◦ Value cashing & creation◦ Improved decision making
Introduction to Financial Management
Prime objective is to ensure that the right financing is obtained for the delivery & purchase of services
Objective of Financial Management
Financial Mgmt - Activities
Accounting◦ Service oriented bookkeeping function◦ Detailed understanding in regard to the delivery &
consumption of services◦ Cost Center allocation per service◦ Defining cost types for easy allocation◦ Cost Categories
Capital/ Production Costs Direct/Indirect Costs Fixed/Variable Costs
Accounting
Analyzing & understanding of variables that influence service costs◦ Useful for analyzing anticipated impact of events
such as acquisitions, disinvestments, or changes to service portfolio
◦ Examples of variable cost components Number & Type of users Number of Software licenses Number & type of resources
Variable Cost Dynamics
Rolling Plan Funding◦ A Constant Funding cycle
Trigger Based Plans◦ Critical Triggers activate planning for a specific
event Zero Based Funding
◦ Only includes actual costs of a service
Funding Model Alternatives
Basis for planning Business Continuity
Understanding the financial cost implications of Service Failure
◦ Cost of Service Failure = Value of Lost productivity + Income for a specific period
Business Impact Analysis
A Business Case is a decision making, support & planning instrument that plans for the likely consequences of a business action
A typical Business case will have the following segments:
Business Case
Capital Budgeting: Invest money now to make money in future
Two aspects analyzed ◦ Net Present Value (NPV)◦ Internal Rate of Return (IRR)
Quantitatively analyses investments in Service Management
Pre-Program ROI
Retroactively analyses investments in Service Management.
ROI = Average increase in profits / Investment
ROCE = Net profit before interest & tax / (Total assets – liabilities)
Post-Program ROI
Service StrategyPortfolio
DemandFinancial
Defined as a dynamic method to govern investments in Service Management across the enterprise in terms of financial values
Enables assessment of quality requirements & accompanying costs
Documents the standardized services of the organization
In essence SPM is a Governance Method The Service Portfolio functions as a basis of
the decision making framework
Introduction to SPM
To create an efficient Service Portfolio in order to realize & create maximum value (Optimal ROI) while at the same time keeping a lid on risks & costs (Using limited resources & capabilities)
Objectives of SPM
The Service Portfolio represents the opportunities & readiness of a service provider to serve the customers & the market
Service Portfolio definition
Service Portfolio
Retired Services
Service Catalogue
Service Lifecycle
Service Status:
Requirements: Defined Analyzed Approved Chartered Designed Developed Built TestedReleased OperationalRetired
Customers/Users only allowed access to services in this range
Service Pipeline
Service offerings are developed based on value
Service offerings are represented based on Service Portfolio
Service Portfolio has three subsets◦ Service Catalogue◦ Service Pipeline◦ Retired Services
Development of the offer
The Service Catalogue is the expression of the operational capacity of the service provider within the context of a customer or market outlet
Two aspects of a Service Catalogue◦ Business Service Catalogue
Mapping of critical business processes to underlying IT Services
Customer view ◦ Technical Service Catalogue
Details of technical composition of services Not visible to customer
Service Catalogue (1 of 2 )
The service Catalogue also contains the policy, guidelines & accountability, prices & service level agreements etc
Consists of only active services approved by service operation
The services are divided into components Catalogue items are clustered in lines of
service The approval of service Transition is
necessary in adding or deleting services from the Catalogue
Service Catalogue (2 of 2 )
Consists of services that are still in development for a specific market or customer
It represents the growth & strategic anticipation for the future
The Service Pipeline element can enter the production phase only after entering through the Service Transition phase
Good financial management is necessary to finance the pipeline
The Service Pipeline
Services being phased out or withdrawn Out-phasing of services is a component of
service Transition Phased out service assets no longer have
any contractual obligations
Retired Service
Service offerings
Offerings are created from services
Services are created from components
Offerings are presented to customers
Services can be presented to customers or regrouped to provide customized offerings
Services
Components
Offerings
Service Portfolio Process
Charter
Approve
Analyze
Service Strategy
Define• Inventories
• Business Case
• Value Proposition• Prioritization
• Service Portfolio• Authorization
• Communication• Resource Allocation
Information on all existing & proposed services
Validate the portfolio data over & over again Each service in the portfolio should have a
business case
Define
Maximizing the portfolio value Tuning, prioritizing & balancing supply & demand Analyzing long term goals of the service
organization Analyzing which services are required to realize
these goals Analyzing which capabilities & resources are
necessary to attain these services Service investments decisions in 3 categories
◦ Run the Business (RTB)◦ Grow the Business◦ Transform the Business
Analyze
Finishing the proposed portfolio Authorizing the services Making decisions for the future based on 6
different outcomes◦ Retain◦ Replace◦ Rationalize◦ Re-factor◦ Renew◦ Retire
Approve
Communicating decisions in tune with budget & financial plans
Allocating resources Chartering Services
◦ New proposed services advance to Service Design◦ Existing services are renewed in the Service
Catalogue
Charter
Service StrategyPortfolio
DemandFinancial
Understand customer requirements for services and how these vary over the business cycle
Ensure the provision of appropriate level of service by varying provision or influencing customer demand
Ensure that the Warranty and Utility we offer matches the customer needs
Demand Management Objectives
Challenges in managing Service Demand◦ Aligning supply against demand◦ Too much capacity results in increased costs
without any value addition◦ Inadequate capacity affects service quality &
limits service growth◦ Biggest challenge is synchronous production &
consumption i.e. a pull system
Demand Management Challenges
Demand & Capacity Relationship
Patterns of demand are identified, analyzed & recorded based on customer’s business
Patterns of Business Activity (PBAs) have an impact on Demand pattern◦ Workload profile of one or more business activities
◦ Varies over time ◦ Represents changing business demand.
PBAs form a basis for Capacity Management
Activity Based Demand Management
Demand Mgmt – Key Concepts
A Service Package is a detailed description of an IT service that can be delivered to customers.
A Service Package consists of a Service Level Package (SLP) & one or more core services and supporting services
A Service Level Package is a defined level of utility & warranty for a particular Service Package◦ Gold, Silver or Bronze service◦ Mobile providers rate plans
Service Packages (1 of 2)
SLPs are associated with a set of service levels, a pricing policy & a Core Service Package (CSP)
A CSP is a detailed description of a core service that may be shared by 2 or more Service Level Packages
Service Packages (2 of 2)
A Core or Supporting Service that has multiple Service Level Packages
A line of Service is managed by a product Manager
Each Service Level Package is designed to support a particular market segment
A combination of CSPs & SLPs loosely bundled are used to serve customer segments with differentiated values
Line of Service (LOS)
I am Steve, I am the ‘Business Relationship Manager’. I am responsible for ◦ Documenting PBAs and user profiles ◦ Identifying correct service level
packages for customers◦ Identifying unmet customer need◦ Negotiating with Product Managers
for creation of new services
Demand Management Roles
Service DesignAvailability
Service LevelService Catalogue
SupplierCapacity
IT Service ContinuityInformation Security
Service Design focuses on the activities that take place in order to develop the strategy into a “design document” which addresses all aspects of the proposed service, as well as the processes intended to support it
‘Service Design’ includes the design of new or modified services for introduction into a production environment.
Service Design PhaseService Design
Service Catalogue
Management
Service Level
Management
Capacity Managemen
t
Availability Managemen
t
IT Service Continuity
Management
Information Security
Management
Supplier Managemen
t
Service Design phase in the lifecycle starts with the demand for the new or modified requirements from the customer & originates from Service Strategy
Service Design phase in the lifecycle ends with the design of service solution
It then proceeds to the Service Transition phase
Success of Service Design depends on 4 P’s of ITIL
Service Design path in Service lifecycle
The 4 P’s of ITIL
ProcessesProducts
Partners
People
Service Design Roles: Process Manager
Service Design Roles: Process Practitioner
5 Major Aspects of Service Design
Service Design Package
Service DesignAvailability
Service LevelService Catalogue
SupplierCapacity
IT Service ContinuityInformation Security
Service Catalogue Management
The Service Catalogue has two aspects◦ Business Service Catalogue
Details of all of the IT services delivered to customers
Visible to the customers ◦ Technical Service Catalogue
Details of all supporting services Not usually visible to customers
Service Catalogue Management concepts
Types of Service Catalogue
Service Catalogue Manager ◦ Produce and maintain the Service Catalogue◦ Ensure all operational services and those being
prepared for operational running are recorded ◦ Ensure all information in the Service Catalogue is
accurate and up to date◦ Ensure all information is consistent with the
information in the Service Portfolio◦ Ensure all information is adequately protected
and backed-up
Service Catalogue Management Roles
Service DesignAvailability
Service LevelService Catalogue
SupplierCapacity
IT Service ContinuityInformation Security
Service Level Management
SLM – Key Concepts
SLM – Key Concepts illustrated
The objective of SLM process is to ensure that the agreed level of IT Service provision is attained both for present & future services
The Goals are◦ Negotiate, agree and document service levels◦ Measure, report, improve & control service levels◦ Improve the relations & communication with
business and customers◦ Develop specific & measureable targets◦ Set client expectations in agreement with the
service
Service Level Management Objectives
Design SLM frameworks◦ Service based SLAs◦ Customer based SLAs
Identify, Negotiate, agree & document SLAs against Service Level Requirement (SLRs) of customer
Negotiate and document, review & revise Operational Level Agreements (OLAs) and Underpinning Contracts (UCs) with suppliers
Monitor service performance against SLA
Service Level Management Activities
Measure and improve Customer Satisfaction Produce service reports Conduct service reviews and instigate
improvements Develop contacts and relationships Manage complaints and compliments
Service Level Management Activities
Types of SLA
Number and % of targets being met Number and severity of service breaches Number and % of up to date SLAs Improvements in Customer Satisfaction
Metrics of Service Level Management
Hi, I am Richard, I am the ‘Service Level Manager’. I am responsible for ◦ Understanding
Customers ◦ Creating and
Maintaining SLAs◦ Reviewing and Reporting ◦ Ensuring that Changes
are Assessed for impact on service levels
Service Level Management Roles
Overcoming Escalation mode & constant firefighting
Identifying exact level of ticket priority Coping up with sudden surges in demand
without sacrificing on the quality of service delivery
Syncing increased demand with the resource availability Managing different Service windows
Service Level Management Challenges
Service DesignAvailability
Service LevelService Catalogue
SupplierCapacity
IT Service ContinuityInformation Security
Capacity Management
To provide an IT Capacity coinciding with the current & future needs of the customers against justifiable costs
To produce and maintain a Capacity Plan To provide advice and guidance on capacity and
performance related issues To ensure services meet or exceed performance
targets To assist in diagnosing and resolving capacity related
problems and incidents To assess the impact of changes on the Capacity Plan Proactive capacity and performance improvement
measures
Capacity Management objectives
Network & server support Capacity of space & environment systems Capacity planning in terms of number of
personnel supporting the service, their development of knowledge & skill sets etc; in line with customer service requirements
Capacity Management scope
Balancing costs against resources needed Balancing supply against demand Should be involved at all stages of the
lifecycle Forward looking, regularly updated Capacity
Plan
Business value of Capacity Management
Reactive activities◦ Monitoring IT usage & response time◦ Measuring, analyzing data
Proactive activities◦ Predicting future requirements & predicting trends
by using modeling methods like Baseline model Trend Analysis Analytical model Simulation model
Capacity Management Activities
Capacity Mgmt – Sub Processes
This sub-process is used in ◦ Support while verifying, approving & establishing
SLAs◦ Designing & changing service configurations for
new or modified services◦ Tracking all IT processes in terms of relevant
capacity aspects in the event of service changes
Business capacity Management
This sub-process focuses on managing, controlling & predicting the performance and capacity of operational IT services
Service Capacity Management
This sub-process focuses on managing, controlling & predicting the performance and capacity of individual IT components like ◦ Processors◦ Network ◦ Bandwidth
Component Capacity Management
Hi, I am Peter. I am the Capacity Manager.
I do Proactive planning for resources & I always try to optimize capacity.
I interact with Service Level Manager who provides capacity requirements through discussions with the Business users.
I also interact with Technical and Application Manager for Day– to–day capacity management activities & tackle capacity incidents and problems
Capacity Management Roles
Service DesignAvailabilityService Level
Service CatalogueSupplierCapacity
IT Service ContinuityInformation Security
Availability Management
Ensure provision of level of availability as per agreed SLA, in a cost effective manner
Continuously optimize and improve availability of ◦ IT Infrastructure ◦ Services◦ Supporting organization
Provide cost effective availability improvements that can deliver business and customer benefits
Produce and maintain an availability plan Take pro-active measures to improve availability
Availability Management Objectives
Availability◦ The ability of a service, component or
configuration item to perform its agreed function when required
◦ Often measured and reported as a percentage Availability (%) = (Agreed Service Time (AST) – Downtime) Agreed Service Time (AST)
Most important measurements are those that reflect availability from the business and user perspective
Availability Management aspects
X 100 %
Reliability ◦ Measure of how long a service, component or CI
can perform its agreed function without interruption
Maintainability ◦ Measure of how quickly and effectively a service,
component or CI can be restored to normal working after a failure
Serviceability ◦ Ability of a third party supplier to meet the terms
of their contract
Availability Management Aspects
Reactive activities◦ Service failure analysis◦ Unavailability analysis◦ Monitoring availability of services & components
Pro-active activities◦ Identifying Vital Business functions◦ Component Failure Impact analysis◦ Single point of failure analysis◦ Fault tree analysis◦ Designing for availability
Availability Management activities
Extended Incident Lifecycle
Uptime
Incident start
Incident start
Uptime Uptime (availability)
Availability
Mean time to restore (MTRS)
Availability
Downtime
Time scale
Mean Time between system incidents (MTBSI)
Mean Time between failures (MTBF)
Detect
Diagnose Recover
Repair Restore
Service available
Service available
Service available
Service unavailable
Service unavailable
Incident start
MTBF: Factor of Reliability MTRS: Factor of Maintainability MTBSI: Mean Time between system incidents Detection/ Recording: Time between
occurrence of an incident & it’s being logged Diagnose: Initial analysis about possible causes Repair: Time required for physical repair Recover: Time required to get system backup Restore: Time required to restore the service in
full to the customer
Understanding various terms
Redundancy◦ Active Redundancy for absolutely essential
services Example: Mirrored disks in a server computer
◦ Passive Redundancy Example: Standby servers or clustered systems
◦ Diverse or Heterogeneous Redundancy Various types of service assets sharing the same
capabilities (Share the risk)◦ Homogeneous Redundancy
Using extra capacity of same type of service assets
Understanding various terms
Building Redundancy in the system
Vital Business Function (VBF) ◦ A function of a Business Process which is critical
to the success of the Business. Fault Tolerance
◦ Ability of an IT service, component or CI to operate correctly after component failure
Understanding various terms
Continuous Operation ◦ Approach or design to eliminate unplanned
downtime of a service Continuous Availability
◦ Approach or design to achieve 100% availability ◦ An IT service that has no planned or unplanned
downtime
Understanding various terms
Hi, I am Ron, I am the Availability Manager. I am responsible for ◦ Ensuring service delivers agreed levels of
availability◦ Creation and maintenance of an availability
plan◦ Assessing changes◦ Monitoring and reporting availability◦ Proactive improvement of service
availability and optimization of the IT infrastructure to optimize costs
◦ Assisting with investigation and diagnosis of incidents and problems which cause availability issues
Availability Management Roles
Service DesignAvailability
Service LevelService Catalogue
SupplierCapacity
IT Service ContinuityInformation Security
ITSCM
To maintain Service Continuity and IT Recovery plans that support the Business Continuity plans ◦ Appropriate protection and recovery measures◦ Written recovery plans
To complete regular Business Impact Analysis exercises to ensure that plans are current and relevant
To conduct regular risk assessment and management activities
ITSCM objectives
To provide advice and guidance on issues related to Service Continuity
To implement measures to meet or exceed Business Continuity targets
To check the impact of changes on existing plans
To negotiate necessary contracts with suppliers
ITSCM activities
Common Recovery Options include ◦ Do nothing◦ Manual workarounds like returning to paper based
system◦ Reciprocal Arrangements◦ Gradual Recovery (Cold Standby) > 72 hrs◦ Intermediate Recovery (Warm Standby) 24 – 72
hrs◦ Fast Recovery (Hot Standby) 0 – 8 hrs◦ Immediate Recovery – mirroring, load balancing
or split site
ITSCM activities
Business impact analysis◦ The purpose of a Business Impact Analysis is to
quantify the impact to the business that loss of service would have
Disaster◦ An event that affects a service or system such
that ‘significant effort’ is required to restore the original performance level
ITSCM Key words
Service Continuity Manager ◦ Process Owner for ITSCM◦ Responsible for producing, testing and
maintaining service continuity plans◦ Part of overall Business Continuity Team
ITSCM Roles
Service DesignAvailability
Service LevelService Catalogue
SupplierCapacity
IT Service ContinuityInformation Security
ISM
To protect the interests of those relying on information
To protect the systems and communications that deliver the information
Specifically related to harm resulting from failures of:◦ Availability ◦ Confidentiality◦ Integrity
The ability to do business with other organizations safely
ISM Objectives
Risk analysis and risk management ◦ in conjunction with Availability and IT Service
Continuity Management Security controls
◦ Security not a step in the life cycle of services and systems, rather it must be an integral part of all services and systems and is an ongoing process
ISM Basic concepts
Information Security Policy◦ Use and misuse of IT assets, access and password
control, email, internet and anti-virus, document classification, remote access, etc
Information Security Management System (ISMS)◦ containing the standards, management
procedures and guidelines supporting the ISP. ISO 27001 is the formal standard
ISM Basic concepts
Sr. No Policy Name
1 Rules for the Workplace / Use of Work Resources
2 Rules for Managers
3 Rules for the Operation of IT Systems, Networks, Services, and Applications
4 Protection of Corporate Proprietary Information
5 Secure Use of E-mail
6 Passwords
7 System/Data Access Control for IT Systems
8 Computer Viruses
9 Data Backup
10 Co-operation and data communication with business partners
11 Mobile Security
12 Secure Network Topologies
Corporate IS Policies
Need of Information Security
· Confidentiality
“Has my knowledgebeen disclosed?“
· Integrity
· Availability
“Is my databasereliable and not altered?“
“Is my information available to authorised users?“
· Validation
“Are my transactions legally binding?“
New paradigm
Information Asset Classification
Confidential
Information that is sensitive within the company and is intended for use only by specified groups of employees.
For Internal Use
Non-sensitive information available for Internal release.
Public
Non-sensitive information available for external release.
Strictly Confidential
Information that is extremely sensitive and is intended for use only by named individuals within the company.
Hi, I am Sylvester. I am the Security Manager. I am responsible for ◦ Developing and maintaining Information
Security Policy ◦ Communication and publicizing security
awareness and policy◦ Performing security risk analysis and
risk management◦ Monitoring and managing security breaches and incidents.
Information Security Management Roles
Service DesignAvailability
Service LevelService Catalogue
SupplierCapacity
IT Service ContinuityInformation Security
Supplier Management
Manage supplier relationship and performance
Negotiate and agree contracts ◦ In conjunction with Service Level Management
(SLM)◦ Ensure that contracts and agreements are
aligned to business needs and support SLAs Manage contracts throughout lifecycle Maintain a supplier policy and a supporting
Supplier and Contract Database (SCD)
Supplier Management Objectives
Supplier and Contracts Database (SCD)
Service Knowledge Management System (SKMS)
Supplier strategy & policy
Evaluation of new suppliers & contracts
Supplier categorization & maintenance of the
SCD
Establish new suppliers & contracts
Supplier & contract management &
performance
Contract renewal and/or termination
Supplier & contract database SCD
Supplier reports and information
Supplier A third party responsible for supplying goods or servicesThese are required by the service provider to enable them to deliver services
Underpinning Contract A legally binding agreement between the service provider & the external supplier for the supply of goods or services
Suppliers and Contracts
Hi, I am Anne, I am the Supplier Manager. I am responsible for ◦ Maintaining & reviewing
Supplier and Contracts Database (SCD) Processes for contract disputes,
expected end, early end or transfer of a service
◦ Assisting in development and review of SLAs, contracts, agreements etc.
Performing supplier, Underpinning contract, SLA and OLA reviews
Supplier Management Roles
I am also responsible for ◦ Identifying improvement actions and
ensure these are implemented ◦ Assessing changes for impact on
suppliers, supporting services and contracts
Supplier Management Roles
Service TransitionChange
Service Asset & Configuration
Release & DeploymentKnowledge
‘Service Transition’ includes the management & coordination of the processes, systems & functions required for the testing, building & deployment of a “Release” into production & establish the service specified in the customer & stake-holder requirements
Service Transition PhasesService
TransitionChange
Management
Service Asset &
Configuration Management
Release & Deployment Management
Knowledge Management
Plan and implement the deployment of all releases to create a new service or improve an existing service
Ensure that the proposed changes in the Service Design Package are realized
Successfully steer releases through testing; into live environment
Transition services to/from other organizations
Decommission or terminate services
Introduction to Service Transition
Management and coordination of processes, systems and functions to:
Package, build, test and deploy a release into productionEstablish the service specified in the customer and stakeholder requirements
Scope of Service Transition
Ability to react quickly to give ‘competitive edge’ Management of mergers, de-mergers,
acquisitions, transfer of services Higher success rate of changes and releases Better prediction of service levels and warranties More confidence in governance and compliance Better estimating of resource plans and budgets Improved productivity of business and IT Timely saving following disposal or de-
commissioning Reduced level of risk
‘Value to business’ of Service Transition
V Model Configuration Item ( CI ) Configuration Management System ( CMS) Knowledge Management Data Information Knowledge Wisdom
(DIKW) Service Knowledge Management System
(SKMS) Definitive Media Library (DML)
Service Transition Basic Concepts
V model for validation
Plan & coordinate people Ensure that everyone applies same
frameworks & Standards Report Service Issues Support Transition teams & others involved Controlled Planning of changes Report issues, risks & other deviations
Transition Planning & Support objectives
Design specifications & product requirements in the Transition Plans
Manage supporting processes & tools, changes, issues, risks, deviations, Transition progress etc
Communicate with clients, users & stakeholders
Monitor service transition achievements
Transition Planning & Support scope
Set up Transition Strategy Prepare Service Transition Plan & coordinate Service Transition Advise & support all stakeholders Monitoring of Service Transition activities
Transition Planning & Support activities
Inputs◦ Authorized RFCs◦ Service Design Package◦ Definition of the Release package & design
specifications◦ Acceptance criteria for the service
Outputs◦ Transition Strategy◦ Integral collection of Service Transition Plans
I/O of Transition Planning & Support
Service TransitionChange
Service Asset & Configuration
Release & DeploymentKnowledge
“The objective of the Change Management process is to ensure that changes are ◦ Recorded◦ Evaluated◦ Authorized◦ Prioritized,◦ Planned◦ Tested◦ Implemented◦ Documented◦ Reviewed in a controlled manner.
Change Management objectives
Response to changing business requirements ◦ Respond to Business and IT requests to align Services
with business needs Minimize impact of implementing changes
◦ Reduce incidents, disruption and rework Optimize business risk Implement changes successfully Implement changes in times that meet
business needs Use standard processes Record all changes
Change Management objectives
Prioritizing and responding to requests Implementing changes in required times Meet agreed service requirements while
optimizing costs Reducing failed changes and rework Correctly estimating quality, time and cost Assessing and managing risk
Value to Business of Change Management
Normal changes ◦ Types are specific to the organization ◦ Type determines what assessment is required
Standard changes ◦ Pre –authorized with an established procedure ◦ Tasks are usually well documented & low risk
Emergency changes ◦ Business criticality means there is insufficient
time for normal handling ◦ Should use normal process but speeded up ◦ Impact can be high, more prone to failure
Types of Change
Change, configuration, release and deployment ◦ Should be planned together ◦ Should have coordinated implementation
Remediation plans ◦ Every change should have a back-out plan ◦ Sometimes a change can’t be backed out
Must still have a plan for what to do
Change Management Basic concepts
Who submitted the Change (Raised) What is the change’s reason (Reason) What is its result (Result) What is the change’s risk (Risk) What resources does it require (Resources) Who are responsible for build, testing and
implementation (Responsibility) Which relationships exist between this and
other changes (Relationship)
This is used in the Impact Analysis of a change
Seven R’s of Change Management
Change Flow
Hello, I am Bob, I am the Change Manager. I am responsible for ◦ Ensuring that process is followed ◦ Authorizing minor changes◦ Coordinating & running CAB meetings◦ Producing change schedule ◦ Coordinating change/ built/ test/
implementation ◦ Reviewing (Post Implementation
Review) / Closing Changes
Change Management Roles
Hi, We together form the Change Advisory Board (CAB), which is a constitution, membership varying depending on specific Change. We are responsible for ◦ Supporting Bob, the change manager ◦ Doing impact analysis of major &
significant changes & approving them
In case of emergency CRs whoever is available amongst us, constitutes the Emergency CAB (ECAB) which is considered as a subset of the standard CAB
Change Management Roles
Compliance ◦ Reduction in unauthorized changes◦ Reduction in emergency changes
Effectiveness ◦ Percentage of changes which met requirements ◦ Reduction in disruptions, defects and re-work ◦ Reduction in changes failed/ backed out ◦ Number of incidents attributable to changes
Efficiency ◦ Benefits (value compared to cost)◦ Average time to implement (by urgency /
priority /type)◦ Percentage accuracy in change estimates
Change Management Metrics
Service TransitionChange
Service Asset & Configuration
Release & DeploymentKnowledge
Service Asset & Configuration Management Objectives◦ For service assets, configuration items, and
(where appropriate) customer assets Protect integrity throughout their lifecycle Provide accurate information to support business and
service management◦ Establish and maintain a Configuration
Management System As part of an overall Service Knowledge Management
System
Service Asset & Configuration Management
Anything that needs to be managed in order to deliver an IT Service
CI information is recorded in the Configuration Management System
CI information is maintained throughout its Lifecycle by Configuration Management
All CIs are subject to Change Management control
CIs typically include◦ IT Service, hardware, software, buildings, people and
formal documentation such as Process documentation and SLAs
Configuration Item (CI)
Service Lifecycle CIs ◦ Business case, Release & Change plans etc
Service CIs like Service assets◦ Management, organization, process, knowledge,
people, information, applications, infrastructure, financial capital
Organizational CIs◦ Documentation relating to organizational strategy
Internal CIs like internal individual projects External CIs like specifications of customer
agreements
Types of Configuration Items
Major CI Types
PeopleUsers, Customers, Who, Where, What Skills, Characteristics, Experience, Roles
DocumentationDesigns; Reports; Agreements; Contracts; Procedures; Plans; Process Descriptions; Minutes; Records; Events (Incident, Problems, Change Records); Proposals; Quotations
Data FilesWhat, Where, Most Important Environment
Accommodation; Light, Heat, Power; Utility Services (Electricity, Gas, Water, Oil); Office Equipment; Furniture; Plant & Machinery
HardwareComputers, Computer components, Network components & cables (LAN, WAN), Telephones, Switches
ServicesDesktop Support, E-mail, Service Desk, Payroll, Finance, Production Support
SoftwareNetwork Mgmt Systems; In-house applications; O/S; Utilities (scheduling, B/R); Packages; Office systems; Web Management
Information about all Configuration Items ◦ CI may be entire service, or any component ◦ Stored in one or more databases (CMDB)◦ Processes and procedures in place
CMS stores attributes ◦ Any information about the CI that might be
needed CMS stores relationships
◦ Between CIs ◦ With incident, problem, change records etc.
CMS has multiple layers◦ Data source and tools, information integration,
knowledge processing, presentation
Configuration Management System (CMS)
All Configuration Items Attributes, relationships and status Historical information Integration with incident, problem and
change management data
CMS Scope
Provide information about configuration items when and where it is needed
Helps to prevent out-of-date information being used
Improves efficiency and effectiveness of all service management processes
Assists in the integration of service management processes
CMS Benefits
Master copies of all software assets◦ In house, external software assets ◦ Scripts as well as code ◦ Management tools as well as applications ◦ Including licenses
Quality checked ◦ Complete, correct, virus scanned…
The only source for build and distribution
Definitive Media Library (DML)
DML and CMDB Relationship
Relationship between – CMDB, CMS and SKMS
Hi, I am Sam, I am the Configuration Manager. I am responsible for ◦ Implementing policy and standards ◦ Procuring and managing finances ◦ Agreeing scope, processes and
procedures ◦ Defining and producing tools ◦ Recruiting and training staff◦ Overseeing collection and management
of data ◦ Managing audits◦ Providing management reports
SACM Roles
Service TransitionChange
Service Asset & Configuration
Release & Deployment
Knowledge
Clear, comprehensive release and deployment plans◦ Supporting customer and business change
projects
Release packages can be built, installed, tested and deployed
◦ Efficiently, successfully and on schedule.◦ With minimal impact on production services ,
operations, and support teams ◦ Enabling new or changed services to deliver
agreed service requirements
Release and Deployment objectives
Release Unit ◦ CIs that are normally released together ◦ Typically includes sufficient components to
perform a useful function. For example Fully configured desktop PC, payroll application
Considerations include Ease and amount of change needed to deploy Resources needed to build, test and deploy Complexity of interfaces
Release and Deployment concepts
Big bang versus phased approach ◦ Phased approach can be by users, locations,
functionality… Push versus Pull deployment Automated versus manual deployment Release Package
◦ Single release or many related releases ◦ Can include hardware, software, documentation,
training
Release and Deployment concepts
Release and deployment models ◦ Standard approach for a release ◦ Overall structure for building the release ◦ Exit and entry criteria for each stage ◦ Build and test environments to use◦ Roles and responsibilities ◦ Configuration baseline model◦ Template schedules◦ Release and deployment steps◦ Supporting systems◦ Handover activities
Release and Deployment concepts
Release and Deployment Roles
Hello, I am Gary, I am the ‘Release package and build manager’. My responsibility is to ◦ Establish final release configuration ◦ Build final release ◦ Test final delivery prior to independent
testing ◦ Establish and report known errors and
workarounds◦ Provide input to final implementation
sign-off
Hello, I am John, I am the Deployment Manager. My responsibility is to ◦ Ensure the Final physical delivery of the
service implementation ◦ Coordinate documentation and
communications Including training to customer, service management and technical release notes
◦ Plan deployment with Change, SKMS and SACM
◦ Give Technical and application guidance and support Including known errors and workarounds.
◦ Give Feedback on effectiveness of the release
◦ Record metrics for deployment
Release and Deployment Roles
Service TransitionChange
Service Asset & Configuration
Release & Deployment
Knowledge
The process responsible for gathering, analyzing, storing and sharing knowledge and information within an organization.
The primary purpose of Knowledge Management is to improve efficiency by reducing the need to rediscover knowledge. ”
Wisdom cannot be managed by tools
Knowledge Management
DIKW pyramid
Data: ◦ is a set of discrete facts about events◦ Metrics supply quantitative data
Information◦ comes from providing context to data or by asking
questions on the data◦ Data is transformed into information by CSI
DIKW Pyramid
Knowledge◦ is composed of the concepts, tacit experiences,
ideas, insights, values and judgments of individuals◦ Application of information with experience, context,
interpretation & reflection Wisdom
◦ gives the ultimate discernment of the material and guides a person in the application of knowledge
◦ being able to make correct assessments & informed decisions based on knowledge
CSI takes the organization on the path of wisdom
DIKW Pyramid
DIKW
Documents, Records and Content Capture, storage, analysis, searching,
sharing, presenting, reviewing of knowledge and information
All processes and service All stages of the Service Lifecycle
Knowledge Management Tools Scope
Service knowledge Management System (SKMS)
Service OperationIncidentProblemEventAccess
Request FulfillmentService Desk
“Execution is a ‘Systematic process’ of rigorously discussing how's and what's, tenaciously following through, and ensuring accountability.” —Larry Bossidy & Ram Charan / Execution: The Discipline of Getting Things Done
“We have a ‘strategic’ plan. It’s called doing things.”—Herb Kelleher, founder, Southwest Airlines
Operation = Execution
Coordinate and carry-out day-to-day activities and processes to deliver and manage services at agreed levels
Ongoing management of the technology that is used to deliver and support services
Where the plans, designs and optimizations are executed and measured
Service operation scope
Ongoing management of:The services themselves The service management processesTechnology People
Service operation scope
Value to Business
Processes◦ Event Management◦ Incident Management◦ Problem Management◦ Request Fulfillment◦ Access Management
Processes within Service Operation
Functions◦ IT Service Desk◦ IT Operations
Functions within Service Operation
Service Operation is required consistently to deliver the agreed level of IT Service to its customers and users, while at the same time keeping costs and resource utilization at an optimal level
Cost Vs Quality
Service OperationIncidentProblem
EventAccess
Request FulfillmentService Desk
Event Management Basic concepts
Event definition◦ An event is a random measureable or observable
event that has meaning for the management of the IT infrastructure or delivery of an IT service, as well as for the evaluation of the impact that a deviation may have on the service
Examples of an event◦ An alert or notification created by any IT Service,
Configuration Item or monitoring tool. For example a batch job has completed.
Events typically require IT Operations personnel to take actions and often lead to Incident being logged.
Event Management Basic concepts
Alert◦ Something that happens that triggers an event
or a call for action or human intervention after the event is filtered e.g. Fire or smoke triggering an alarm
◦ All Alerts are Events; but not all Events trigger Alerts
Event Management Basic concepts
Event Management objective is to ◦ Detect events◦ Analyze those events◦ Determine the right management action
Event Management is the basis for Operational Monitoring and Control
Event Management objectives
Services, Applications, Software, Hardware, Environment
Active and passive monitoring◦ Active – Ongoing Interrogation of a device or
system to determine its status◦ Passive – generating and transmitting events to a
listening device or monitoring agent. Depends on successful definition of events and instrumentation of the system being monitored
Event Management scope
Management consoles◦ Observation and monitoring of the IT
infrastructure from a centralized console – to which all system events are routed E.g.. Operations Bridge
Integration with Service Management tools◦ Event mgt tool may not be from the same vendor
as Service Management tool, so it may have to be integrated
Dashboards and reporting◦ Good reporting functionality to allow feedback
into design and transition phases
Event Management scope
Faster response to incidents More data available at early stages of
incident Prevent incident from being missed Proactively notify users of incidents Ensure standards and rules are followed Ensure current status of service and
infrastructure is always known
Event Management Tools – Benefits
Event Management Process
Event Logging and Filtering
Managing Exceptions
Information & Warnings
Event management roles are filled by people in the following functions◦ Service Desk◦ Technical Management◦ Application Management ◦ IT Operations Management
Event Management Roles
Service OperationIncident
ProblemEventAccess
Request FulfillmentService Desk
To restore normal service operation as quickly as possible and minimize adverse impact on the business
Incident Management Objectives
Managing any disruption or potential disruption to live IT services
Incidents are identified ◦ Directly by users through the Service Desk◦ Through an interface from Event Management to
Incident Management tools Reported and/or logged by technical staff
Incident Management Scope
Quicker incident resolution Improved quality Reduced support costs
Incident Management Business value
An Incident ◦ An unplanned interruption or reduction in the
quality of an IT Service ◦ Any event which could affect an IT Service in the
future is also an Incident Timescales
◦ Must be agreed for all incident handling stages
Incident Management Basic concepts
Incident Models◦ A template with predefined steps to be followed
when dealing with a known type of incident Major Incidents
◦ Dealt through a separate procedure◦ Priority = Impact X Urgency
Incident Management Basic concepts
Total number of incidents (as a control measure)
Number of incidents at each stage (for example, logged, WIP, Closed etc.)
Mean elapsed time to resolution % resolved by the Service Desk (first-line
fix)
Incident Management Key metrics
% handled within agreed response time % resolved within agreed Service Level
Agreement target No. and % of Major Incidents No. and % of Incident correctly assigned Average cost of incident handling
Incident Management Key metrics
Incident Manager◦Monitoring & driving the efficiency & effectiveness of Incident Management process.◦ Managing work of Incident support staff (first and second line support).◦ Managing Major incidents.
First- Line Support◦ Usually Service Desk Analysts
Second-Line Support Third- Line Support
◦ Technical Management, IT Operations, Application Management, Third-party suppliers
Incident Management Roles
Ability to detect incidents as quickly as possible (dependency on Event Management)
Ensuring all incidents are logged Ensuring previous history is available
(Incidents, Problems, Known Errors, Changes)
Integration with Configuration Management System, Service Level Management and Known Error Database (CMS,SLM,KEDB)
Incident Management Challenges
Service OperationIncidentProblemEventAccess
Request FulfillmentService Desk
To provide a channel for users to request and receive standard services for which a pre defined approval and qualification process exists
To provide information to users and customers about the availability of service and the procedure for obtaining them
To source and deliver the components of requested standard services (for example licenses and software media)
To assist with general information, complaints or comments
Request Fulfillment Objectives
Service Request
Service Request ◦ A request from a User for information or advice, or
for a Standard Change. For example ◦ To reset a password, or to provide standard IT
Service for a new User. Request Model
◦ A predefined process-flow to service frequently recurring requests
Request Fulfillment Basic concepts
Not usually dedicated staff Service Desk staff Incident Management staff Service Operations teams
Request Fulfillment Roles
Self Help
Service OperationIncident
ProblemEventAccess
Request FulfillmentService Desk
To prevent problems and recurring Incidents from happening
To eliminate recurring incidents To minimize the impact of incidents that
cannot be prevented
Problem Management Objectives
Problem ◦ The cause of one or more incidents
Problem Models Workaround Known Error Known Error Database
Problem Management Basic concepts
Concepts - 1
Concepts - 2
Concepts - 3
Problem Mgmt - Flow
Problem Manager ◦ co-ordinates all problem management activities, liaison with all
problem resolution groups to ensure swift resolution of problem within SLA targets.
◦ Owns & protects Known Error Database◦ Gatekeeper for inclusion of all Known Errors & management of
search algorithms /key words.◦ Formal closure of Problem records.◦ Documenting and follow-up review for Major Problems.
Supported by technical groups ◦ Technical Management ◦ IT Operations◦ Applications Management◦ Third-party suppliers
Problem Management Roles
Service OperationIncidentProblemEvent
AccessRequest Fulfillment
Service Desk
To help in protecting the Confidentiality, Integrity and Availability of Assets by ◦ Ensuring that only authorized Users are able to
access or modify the Assets. The Process responsible for allowing Users
to make use of IT Services, data, or other Assets.
Access Management is sometimes referred to as Rights Management or Identity Management.
Access Management Objectives
Access Management Basic concepts
Not usually dedicated staff Access management is an execution of
Availability Management and Information Security management
Service Desk staff Technical Management staff Application Management staff IT operations staff
Access Management Roles
Service OperationIncidentProblemEventAccess
Request Fulfillment
Service Desk
Service Operation Functions
TMF – Technical Management Function◦ Custodian of technical knowledge and expertise
related to managing the IT AMF – Application Management Function
◦ Custodian of technical knowledge and expertise related to managing applications
◦ Overlaps with Application development
Functions in Service Operations
ITOMF – IT Operations Management Function◦ Responsible for the daily operational activities
needed to manage the IT infrastructure◦ Has IT Operations control & Facilities Management
Job scheduling Backup & restore Print & output
SDF – Service Desk Function◦ Single Point of Contact◦ Focus on Service restoration
Functions in Service Operations
The groups, departments or teams that provide technical expertise and overall management of the IT Infrastructure◦ Custodians of technical knowledge and expertise
related to managing the IT Infrastructure◦ Provide the actual resources to support the IT
Service Management Lifecycle◦ Perform many of the common activities already
outlined ◦ Execute most ITSM processes
Technical Management
Technical teams are usually aligned to the technology they manage
Can include operational activities Examples
◦ Mainframe Management◦ Server Management◦ Internet/Web Management◦ Network Management◦ Database Administration
Technical Management Organization
Manages Applications throughout their Lifecycle
Performed by any departments, group or team managing and supporting operational Applications
Role in the design, testing and improvement of Applications that form part of IT Services
Custodian of expertise for Applications Provides resource throughout the lifecycle Guidance to IT Operations Management
Application Management
The department, group or team of people responsible for performing the organization’s day-to-day operational activities, such as:◦ IT Operations Control
Console Management Job Scheduling Backup and Restore Print and output management Performance of maintenance activities Operations Bridge Network Operations Center Monitoring the infrastructure, applications and
services
IT Operations Management
◦ Facilities Management Management of physical IT environment
(Datacenters, computer rooms, etc including vendors for facilities and relevant contracts)
IT Operations Management
Primary point of contact Deals with all user issues (incidents,
requests, standard changes) Coordinates actions across the IT
organization to meet user requirements Different options (Local, Centralized, Virtual,
Follow-the-Sun, specialized groups)
Service Desk
Service Desk - Types
Local Service Desk
Service Desk
Request Fulfillment
3rd Party Support
IT Operations Management
Application Management
Technical Management
User User User User
Centralized Service Desk
Customer Site 1
Customer Site 3
Customer Site 2
Service Desk
Second Line Support
Request Fulfillment
3rd Party Support
IT Operations Management
Application Management
Technical Management
Virtual Service Desk
Turkey
Czech Republic
Croatia
Brazil GermanyArgentina
USA
Canada
Virtual Service Desk
Logging and categorizing Incidents, Service Requests and some categories of change
First line investigation and diagnosis Coordinating second line & third line support Monitoring & escalation procedures relative
to the appropriate SLAs Communication with Users and IT Staff Closing calls Customer satisfaction Update the CMS if so agreed
Service Desk Objectives
Correct number and qualifications at any given time, considering: ◦ Customer expectations and business
requirements◦ Number of users to support, their language and
skills◦ Coverage period, out-of-hours, time zones/
locations, travel time◦ Processes and procedures in place
Service Desk Staffing
Minimum qualifications ◦ Interpersonal skills◦ Business understanding ◦ IT understanding ◦ Skill sets
Customer and Technical emphasis, Expert
Service Desk Staffing
First- line resolution rate◦ Average time to resolve and/ or escalate an
incident◦ Response time
Service Desk Metrics
Reduced time and effort to manage incidents, problems and changes
Ensure standards and rules are followed Enable high volumes to be managed Provide historical reporting and dashboards Assists integration of service management
processes. For example ◦ Linking incident to change, change to problem
Service Operation Tool benefits
Continuous Service
Improvement
Continual Service Improvement (CSI)
Who is at risk?
CSI: A critical need
Most of you probably said the gazelle, but…. …..some of you might have said lion
CSI: A critical need
In reality both are at risk, why so? Because……
CSI: A critical need
…African Proverb◦ “Every morning a gazelle wakes up, it knows it
must run faster than the fastest lion or it will be killed.
◦ Every morning a lion wakes up, it knows it must run faster than the slowest gazelle or it will starve to death.
◦ It doesn’t matter whether you are a lion or a gazelle, when the sun comes up, you better start running.”
CSI: A critical need
Improve effectiveness & efficiency of IT Services
Measure & analyze service level achievement against SLA requirement
Recommend improvements in all phases of lifecycle
Ensure Process compliance Quality: Ensure process steps meet their
quality goals Performance: Measure process efficiency &
elapsed times
Goal and Objectives of CSI
Continuous Vs Continual improvement
In the Deming PDCA Cycle, ◦ PLAN preventive measures by finding the causes of
variations◦ DO the plans◦ CHECK by observing the results◦ ACT by analyzing the results, noting the lessons
learned
CSI model
Create a sense of urgency Form a leading coalition Create a vision Communicate the vision Empower others to act on the vision Plan for & create quick wins Consolidate improvements & create more change Institutionalize the changes
This is known as 8 steps principle for transforming organizations, discovered by John Kotter of Harvard Business school.
CSI & the organizational change
The ability to predict and report service performance against targets of an end-to-end service◦ Will require someone to take the individual
measurements and combine them to provide a view of the customer experience
◦ This data can be analyzed over time to produce a trend
◦ This data can be collected at multiple levels (for example, CIs, processes, service)
What is Service Measurement ?
Why do we measure ?
To Validate
Strategic Vision
To Justify
Factual Evidence
To Intervene
Changes,Corrective actions
To Direct
Targets and Metrics
Your Measurement Framework
Technical metrics: Measure the performance and availability of components and applications
Process metrics: Measure the performance of service management processes based on Key Performance Indicators (KPIs) which stem from Critical Success Factors (CSFs)
Service metrics: end-to-end service metrics
Types of Metrics
CSI improvement process or The 7 Step Improvement Process
Service Reporting
Processes in CSI
It describes how to measure & report The 7 Step Improvement Process is
designed to provide this measurement It results in a service improvement plan
(SIP)
The 7 Step Improvement Process Purpose
The 7 Step Improvement Process
Goals
5. Analyze the data. Relationships ,trends, according to plan,
4. Process the data Frequency, format, system, accuracy
3. Gather the data. Who, how,when.
Integrity on the data?
2. Define what you can measure.
1. Define what you should measure
6. Present and use the information assessment summary action plans, etc.
7. Implement corrective action.
Identify - Vision - Strategy- Tactical goals - Operational goals
The 7 Step Improvement Process
Step 1
7 Step improvement Process
Define what you should measure
Step 3
Step 4
Step 7
Step 6
Step 5
Step 2 Define what you can measure
Gather the data.Who? How? When? Integrity of data?
Process the dataFrequency? Format? System? Accuracy?
Analyze the dataRelations? Trends? According to plan? Targets met?
Present and use the information assessment
summary action plans, etc.
Implement corrective action.
Service Reporting
Generation & distribution of reports◦ Gather Data◦ Process & apply Data◦ Publish Information◦ Tune the reporting to the Business
Service Reporting Process
Service Manager Continual Service Improvement Manager
CSI Roles
Hello, I am Susan, I am responsible for ◦ the success of all improvement activities◦ Communicating the CSI vision across the IT
organization◦ Defining &reporting on CSI critical success
factors, Key Performance Indicators and CSI activity metrics
◦ Coordinating CSI throughout the service lifecycle◦ Building effective relationships with the business
and IT managers◦ Ensuring monitoring is in place to gather data◦ Working with process and service owners to
identify improvements and improve quality
Role of the CSI Manager
Important links
top related