itil process schematic
TRANSCRIPT
IT Infrastructure Library (ITIL)
Mission Statement
Business IT Alignment
Strategy
Tactics Planning
Service Delivery
Service Support
Operations day-to-day
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IT Service Management Overview
BUSINESS (Customer)
SPOC Single Point of Contact SD Service Desk IM Incident Mngt CH Change Mngt REL Release Mngt
User SLA SPOC
User
User
SLA Service Level Agreement SLM Service Level Mngt AM Availability Mngt CM Capacity Mngt IT SCM IT Service Continuity Mngt
SD SERVICE SUPPORT IM AM SERVICE DELIVERY
SLM
CM
PROBLEM IT SCM REL FINANCE
CH
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CONFIGURATION
IM PM
RRS SD / IM INCIDENT One or more incidents with unknown cause PM PROBLEM DB
Problem & Error Control
USER
IM PROBLEM INCIDENT DB
PM
Find Root cause & temp fix workaround OR permanent fix
KE DB PM
Description & Solution in plain English
KNOWN ERROR
YES
PM
Raise RFC
If business case to fix?
PROBLEM CONTROL NO
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PM
CHANGE MANAGEMENT
SD
Training Plan for Service Desk Agent
1. Health & Safety 2. Data Protection 3. Custom Service Skills 4. Business Awareness 5. IT skills in supported applications 6. How to use the Service Desk tools (e.g. Clarify) 7. Service Desk procedures 8. SLAs being supported 9. Baseline fixes (e.g. passwords) 10. Contacts & hand0offs to IT Support Manager & Suppliers 11. Overview of ITILs view of IT Support Managers
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SD
Service Desk Activities Single Point of Contact Log all Incidents Resolve Incidents using KE DB Escalation Service Requirements Reporting Trends Workarounds Monitor Track Information Requests Categorisation Prioritisation Closure Refer to Second Line First Investigation First Diagnosis Recovery Keep User Informed
The Service Desk Personality
Patience Communicative Confidence Enthusiastic Friendly Empathetic Assertive Literate Numerate Honest
Forthright Condescending Aggressive Technical Specialist
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SD IM PM
Classification
Categorisation of an IncidentE.g. Hardware, Software, Documentation, User Error
Prioritisation of that Incident
Influenced by
EFFECT What will it be on the business and number of users?
SPEED How quickly is a fix needed?
High High
1
2 1
3 2
Low
1
Priority 1
2
1
2
3
3Low
2 1
3
3
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PM
Known Error
An error is only a KNOWN ERROR when
Root Cause
Temporary Fix
Permanent Fix
&
OR
Problem Activities
ReactiveProblem Control Error Control Major Incident Support
ProactiveManagement Information Major Problem Review
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CH
Change Advisory Board (CAB) MembersBusiness and IT
Chair
Change Manager
IT Representatives
Service Desk Manager Problem manager Application Manager Operations Manager Security Manager
Business Representatives
Senior Users Finance Representatives As Appropriate
Outputs from CAB MeetingsCAB Minutes Forward Schedule of Change (FCS) Gantt Table (3-6 months out) Projected Service Availability (PSA) Gantt table (3-6 months out)
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CH
Category
Category
Notes Affects few Users Affects single service Low or no cost Little implementation resource Low risk
Assessor/Approver
MINOR
Change Manager
Significant
Between MINOR and MAJOR
CAB
MAJOR
Affects many Users Affects several services Substantial cost Require implementation teams High risk Usually a project
Executive Management (Board)
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CFig
Configuration Activities
1. Planning 2. Identification of Configuration item (CI) 3. Control 4. Status Accounting 5. Verification & Audit
IT Infrastructure
Hardware Process & Procedure Technical Documentation Diagrams IT Staff Organisational Charts
Software
Documentation
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CFig
Configuration AttributesAn example could be a PC:
Processor Type/Speed Hardware configuration Memory Disks Network IP MAC Hub Port # Serial Number / Model Number / Asset Number Operating System Location / User Date of Purchase /Warranty Period Supplier / Support Contact Details Type of Support Incident #s Service History Problem #s RFCs Audit Trail Business Unit as Owner Purchase Price CI Variant information e.g. the keyboard is French
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Fin
ABC of Finance
Mandatory
Optional
Cost Types
ransfer
Main Frame Server Desk Top Cost Elements
ardware
xternal
Network Operating System
oftware
Applications Utility
eople
ccommodation
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ITSCM
Recovery
>72 Hours Empty Computer Space Remote Centre (External) / Portable
24-72 Hours Filled Computer Space No Data Remote Centre (External) / Portable
0-8 Hours Filled Computer Space with Data Remote Centre (External)
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ITSCM
Methodology for Managing Risk
C T A
I S K
N A L Y S I S
A N A G E M E N T
&
E T H O D O L O G Y
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CM
Demand
Examples: Call at Service Desk CPU Utilisation Network Bandwidth Utilisation Connects to Server
Threshold
Frequency
0700
1000 Time
1300
1700
An alert will trigger when the demand is about to exceed the capacity
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AM
Component Failure Impact Analysis (CFIA)
Components (CIs) #1 A B C #2 #3 -n #n TOTAL 9 24 18
Services
XX XY TOTAL 23 8 40 7 1
21 11
Each component can be assessed to see how many services depend on it. From here, each component can be weighted to highlight the high impact components. E.g. If #3 breaks down, this will have a high impact on many services
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AM
Fault Tree AnalysisA BSERVER
GSERVER
ROUTER
C
D E
F
H
L = Single Point of Failure
I
ROUTER
J KROUTER
M
N O P Q
SERVER
SERVER
R
The Fault Analysis Tree uses Boolean Logic (AND / OR) whereby the components can or cannot be used depending on the location of the fault.
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AM
Considerations
Managed through OLAs (Operational Level Agreements)
A R R M S S
vailability
esilience
Resource Capacity Management
eliability
aintainability
erviceability
Managed through UCs (Underpinning Contracts) CIA Confidentiality Integrity Availability
ecurity
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AM
Calculating Availability
% Availability =
Agreed Service Time
Down Time
X 100 %
Agreed Service Time
Example: AST = 40 Hrs Therefore: DT = 20Hrs
40 % Availability = 40
2 X 100 %
38 = 40 = 95 % X 100 %
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AM
Summary of Responsibilities to Produce and Maintain
Design for Availability
Manage Availability
Component Failure Impact Analysis (CFIA)
Service Outage Analysis (SOA)
Fault Tree Analysis (FTA)
Technical Observation Post (TOP)
Note! RISK is found in Change Management, Availability Management and IT Service Continuity Management.
Quick Reference Key Words SERVICE DESK
Function not a Process Central Point of Contact Increase user perception and satisfaction Support for business goals Log ALL Incidents Provide First Line support Second Line support Generalists / Ops Support Third Line support Specialists Produce measurement metrics Categorise Incidents
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INCIDENT MANAGEMENT Incident is an event not part of standard service Incident causes disruption Incident causes a reduction in service An incident has a Life Cycle 1. Detection and Recording 2. Classifiaction and Support 3. Investigation and Diagnosis 4. Resolutioon and Recovery 5. Closure Note! The Expanded Incident Life Cycle is part of AVAILABILITY MANAGEMENT and focuses on the Availability of the system MTBSI, MTTR, MTBF. IMPACT = EFFECT URGENCY = SPEED PRIORITY = Based on IMPACT and URGENCY ESCALATION 1. Functional 2. Hierarchical -
Across support teams (Competence) Up Management line (Authority)
PROBLEM MANAGEMENT Problem is unknown underlying cause of one or more incidents. Known Error is when the root cause is known and a workaround has been found. To find the root cause we need to undertake ROOT CAUSE ANALYSIS. Two main elements of Problem Management 1. Error Control 2. Problem Control Proactive as well as Reactive Known Error Database RFC are required to resolve Known Errors
CONFIGURATION MANAGEMENT All CIs are held in a CMDB this is NOT the DSL Configuration Items are RECORDS and as such are made up of ATTRIBUTES There are always 2 Key Attributes 1. Unique Identifier 2. CI Type ID 3. There may be a VARIANT attribute
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CMDB is not an ASSET register because CMDB records RELATIONSHIPS between CIs (Parent-Child). The Base Level is the lowest level, which CIs are UNIQUELY identified. The Baseline is a SNAPSHOT in time of the CMDB.
Status Accounting is the reporting of all current and historical data of each CI. e.g. Life Cycle of hardware component 1. Ordered 2. Delivered 3. Tested 4. Installed 5. Under Repair 6. Retired
CHANGE MANAGEMENT Requests For Change details of requested change Forward Schedule of Changes details of changes scheduled for implementation Projected Service Availability details of changes to agreed SLAs because of FSC Change Category 1. MINOR Change Manager approval 2. SIGNIFICANT Change Advisory Board approval 3. MAJOR Board approval 4. URGENT/EMERGENCY CAB/Emergency Committee (EC) approval Change Process 1. Register, Accept, Prioritise 2. Category, Authorise 3. Build, Test, Schedule Note! Not necessarily FULL testing 4. Implement, Back out 5. Review, Close RELEASE MANAGEMENT Overall HOLISTIC view of a change to an IT service (Roll Out) Definitive Software Library Library where ALL authorised versions of software are stored and protected. A Physical library or storage repository where master copies of software versions are kept. This one logical store may consist of one or more physical software libraries or filestores. Definitive Hardware Store An area set aside for the secure storage of definitive hardware spares. Release definitions 1. Release - a collection of authorised changes to an IT service
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2. Release Unit Portion of IT Infrastructure normally released together 3. Roll-out deliver, install and commission an integrated set of new or changed CIs across logical or physical parts of the organisation.
Release Types 1. Delta Partial release of CIs that have changed or are new since last release. 2. Package Individual releases FULL units, DELTA or both are grouped together to form a Package Release. 3. Full All components of the release unit are built, tested, distributed and implemented together.
SERVICE LEVEL MANAGEMENT Service Catalogue is a list of offerings Service Level Requirements deals with AMOUNTS (response Metrics) Service Level Agreement is a CLIENT / SUPPLIER Non Technical document NOT a Contract Operational Level Agreement Internal Technical or Non Technical document Underpinning Contract is with 3rd Partys Cost Focus Demings Quality Circle Plan Do Check Act
Financial Management for IT Services A COST MODEL must be defined and agreed BEFORE you can CHARGE CHARGE Types 1. At Cost 2. Cost Plus 3. Going Rate 4. Market Rate 5. Fixed Price An OVERHEAD is the TOTAL cost of INDIRECT materials e.g. Wages and Expenses CAPITAL Costs apply to Fixed Substantial assets of the organisation e.g. Building OPERATIONAL Costs result from Day to Day running of IT Services section e.g. Staff Costs DIRECT Costs are those that can be traced in FULL to a product, service, cost centre or department e.g. direct wages of a member of Staff or Staff Type i.e. Contractors INDIRET costs cannot be traced directly to and in full to a product, service or department. It may be a cost spread across a number of departments. Its an APPORTIONED cost or OVERHEAD. Cost Types THE SPA
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Efficiency and Effectiveness are related to COST. CAPACITY MANAGEMENT Business Capacity Management FUTURE business requirements Service Capacity Management CURRENT Service delivery Resource Capacity Management UNDERLYING resource components Demand Management Differential Charging Modelling 1. TREND 2. ANALYTICAL 3. SIMULATION 4. BASELINE (What if?) Application Sizing Supply v Demand, Cost v Capacity There are Capacity THRESHOLDS that when exceeded generate ALERTS
IT SERVICE CONTINUITY MANAGEMENT Reduction in the VULNERABILITY of the IT service RISK Analysis Threats to assets CRAMM Countermeasures Recovery Options 1. Do Nothing 2. Manual Backup 3. Reciprocal Arrangements 4. COLD Gradual Recovery > 72 hrs 5. WARM Intermediate Recovery 24 to 72 hrs 6. HOT Immediate recovery 0 to 8 hrs Note! Cold, Warm and Hot recovery options should be at a REMOTE location Increases customer confidence and can reduce Insurance premiums. AVAILABILITY MANAGEMENT ABILITY but NOT VULNERABILITY Availability of service Reliability Maintainability} OLA Managed Serviceability SLA Managed Security is Confidence, Integrity and Availability
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