module 8 presentation it services
TRANSCRIPT
Chief Information Officers Chief Information Officers (CIO) (CIO)
Module 8
IT SERVICE MANAGEMENT
Objective of Module 8
To present the basic concepts and tools for IT Services Management within the ITIL Framework and to explore their applicability in the context of the E-Government Programme of the Government of Iraq.
Scope of Module 8ITIL FrameworkIT Service Life CycleIT Service StrategyService PlanningService Design and OperationsService Metrics
EVOLUTION OF ITIL ITIL - Information Technology Infrastructure LibraryHistory
Originally created in late 80s by the UK governmentNow truly global and applicable to all IT Services Focus on process and roles rather than organisationVersion 1 in 1991- focused on UK GovernmentVersion 2 in 2000 - Industry wide and took into account changes in
technologyVersion 3 in June 2007 – Life Cycle Approach
OGCOffice of Government Commerce – UK Treasury ministry
ITSMFThe driver behind all things ITIL taken over from OGCGlobal
USA, Canada, Mexico, Argentina, and Brazil - Americas Australia, India, Singapore - Asia Pacific Denmark, France, Germany, Netherlands, Sweden, UK - EMEA
Is a collection of books which contain recommendations & suggestions to improve provision of IT Services
Not a standard but a Best Practices FrameworkNeeds to be adopted and/or adapted
ITIL …
Benefits of ITIL framework:-increased user and customer satisfaction with IT
servicesimproved service availability, directly leading to
increased business profits and revenuefinancial savings from reduced rework, lost time,
improved resource management and usageimproved time to market for new products and
servicesimproved decision making and optimized risk.
Standards based on ITIL
ITIL
BS 15000 ISO 20000
•BS15000 the first standard derived from ITIL
•ISO 20000: ISO standard derived from ITIL
SERVICE LIFE CYCLE APPROACH
The Four P’s The implementation of ITIL as a practice is about
preparing and planning the effective use of The Four Ps:
People
Processes
Products
Partners
FOCUS AREAS
Key CONCEPTS.…….Service & Service OwnerService ManagementProcess & Process OwnerFunctions, Staff, RolesMetrics, Interfaces RACIPDCACompliance & GovernanceConcept of Caps
RESPONSIBILITY ACCOUNTABILITY CONSULTED INFORMED MATRIX
Key: R = Responsible; performs the task A= Accountable; ultimately answerable for
completion of task (only 1 person per task) C= Consulted; provides information or
assistance I = Informed; kept apprised of the activity LOS Mgr PM SDM Client
1.1 Internal Kick off A
1.2 Offshore Resource requirement projection/Approval
A R I
1.3 Travel Plan A
1.4 Resource Readiness R A
1.5 Knowledge Transfer (KT) Transition C I C
1.6 Conduct Lesson learned C A C
1.7 Sign off R A R
Continuous step by step improvement
Consolidated of the level reached(e.g. ISO 9001)
PLAN DO CHECK ACT (Deming’s Cycle for Improvement)
STORY TIME
1. SERVICE STRATEGY
ACTIVITIES OF SERVICE STRATEGYIdentify market & define your target area
Decide what services you want to offer & who can be the potential customers
Develop your service offeringsBuild on/improve your services
Develop strategic assetsDevelop new services
Help clarify the relationships between different services, processes, strategies etc.
SERVICE STRATEGY
1.Demand Management
2.Service Portfolio Management
3.Financial Management
SERVICE STRATEGY 1 OF 3
DEMAND MANAGEMENT
Simply Speaking
Demand Management = Know your customer and then identify his / her requirements
BASIC CONCEPTS OF SERVICE STRATEGYUtility – It is derived from the attributes of service which have
a positive effect on the performanceWhat does the service do?Functional requirementsFeatures, inputs, outputsFit for purpose
Warranty – It is derived from positive effect being available when needed, in sufficient capacity & magnitude & dependably in terms of Continuity & SecurityHow well service does itFit for use
OBJECTIVES
To understand customer’s current requirements
Trend of requirements over a period/business cycle
Match the customer’s expectations with organization's capabilities of providing services
Ensure Warranty & Utility are in alignment with customer’s needs
KEY CONCEPTS
• Core service vs. Supporting Service
• Pattern of Business Activity (PBA), User profile
• Service Package (SP) vs. Service Level Package (SLP)
• Business Relationship Management
Core Service vs Supporting ServiceCore Service is the service which actually brings ‘value’ to the
customer. It’s a service which is KEY from organization's perspective as
wellE.g. for a Banking customer, the core services provided will be
all financial services
Supporting Service ‘supports’ or enhances the core servicesIt’s like an added feature which may not be desired but
important to haveMany times it becomes necessity E.g. supporting services in above case could be providing a
helpdesk which helps/troubleshoots any issues/queries faced by users when they access the website
Pattern of Business Activity (PBA) & User ProfileRepresents change in pattern of customers demands as
explained by organizationImportant to track as it helps organization identify
improvements in existing services or identify future opportunities
Also important to study customer’s business & changing business needs
User ProfileDemand patterns shown by usersUsers means people or even processes/functions etc.Is usually associated with/is subset of PBA
SP vs SLP
Service Package is a bundle of core services and/or supporting services which is offered to customer
SP Includes Service Level Package
SLP has a defined level of Utility & Warranty for a given SPE.g. Buying 100 servers is a SP deal but some of
them could be under Gold/Silver SLP
Business Relationship Management
Customer centric activities
Constant communication with customer
Helps to know the improvements & future scope for business
Usually the First Point of contact for the customer especially for a first time/new business
METRICS
• Accurate understanding of customer’s business needs
• Loss of Business to competitors especially for a new services
• Improved Customer Relationships
ROLES & RESPONSIBILITIESBusiness Relationship Manager
Documenting the customer’s business needs, PBAs, User Profile etc.
Ensure SLP matches customer’s needsDiscussions with internal teams for setting up new
SLPs or establishing the existing onceAnalyze potential SLP improvements , Look for future business opportunities with customer
He may have a team working with multiple customers
SERVICE STRATEGY 2 OF 3
SERVICE PORTFOLIO MANAGEMENT
Simply Speaking
SPM = How to bundle/package the services
OBJECTIVES
• Plan for services you can offer
• Record of all the services including current, expired & in Pipeline
• Provide information/guidance to Service Design
KEY CONCEPTS
• Service Portfolio, It’s Components & structure
• Business Service, Business Service Management
• Business Service vs. IT Service
Service PortfolioIt describes how the services are bundled & packaged
Takes care of Marketing components such asWhat is the REASON customer will buy these
services?What is the REASON customer will buy these
services from US?SWOT analysis for our Organization’s service
capabilitiesWhat could be our pricing modelsHow best to allocate resources & capabilities
ACTIVITIES• DAAC (Based on DMAIC cycle)
• Define• Take Service Strategy as input, Define Inventories, Business Case,
Validation of Data
• Analyze• Decide Value Proposition, Prioritization, Balance of Demand &
Supply
• Approve• Authorize / Finalize the Portfolio, Services, Resources
• Charter• Communicate information / decisions, Resource allocation,
Chartering of services
• Continually Update/ Improve the portfolio – begins next DAAC
METRICS
• How Accurate & Up-to-Date Portfolio is
• Is the information contained is relevant from Market perspective
• Is it in alignment with customer needs
ROLES & RESPONSIBILITIES
• Product Manager• Create Business case• Evaluate Marketing Opportunities• Deploy new services/retire the old ones• Manage a set of related services
• Business Relationship Manager• First Point of Contact• Document Customer needs
SERVICE STRATEGY 3 OF 3
FINANCIAL MANAGEMENT
Simply Speaking
Financial Management = Getting the Deal ($$$) right
OBJECTIVESTo serve as strategic tool to align IT services with
Financial Decisions
To balance the Cost & Price as appropriate
Accounting for IT Services
Facilitate Accurate Budgeting
Finalize Financial Policies (e.g. Charging)
Financial Review & Control
COST VS PRICE
Cost = Actual Expenditure of providing IT Services
Price = The amount at which one Sells IT Services
Hence Price – Cost = Profit
KEY CONCEPTS
Service Valuation (Previously known as Charging)
Service Investment Analysis (Previously known as Budgeting)
Accounting
SERVICE VALUATION (CHARGING)A mechanism which helps organization to recover at
least the expenditure incurred on providing IT services with additional monitorial profits as applicable
Types ◦ Cost Recovery (Actual)◦ Cost Plus Fixed Fee◦ Cost Plus % of Costs◦ Cost Plus Incentives◦ Notional Charging◦ Fixed Price◦ Time & Material
SERVICE INVESTMENT ANALYSIS
• Was termed as Budgeting in v2
• It is a Time phased allocation of Funds
• It helps Track & Control the expenditure pattern
• Also guide how to utilize the funds
ACCOUNTING
A mechanism to track WHAT has been spent & WHERE it has been spent
Maintain accounts of all incoming and outgoing monetary fund
ACTIVITIES• To design mechanisms for service valuation,
Investment Analysis & Accounting
• To align IT Business with Finance Policies
• Ensure the accuracy in implementing financial controls
• Bill Payments & Collections
• Updating the Finance Policies as per Organizational needs
METRICS
Accuracy in Budgeting, Forecasting & Controls
Quick & Effective financial decision making
Proper IT Accounting
Ensure Timely Bill Payments & Collections
Overall performance of Finance Dept.
ROLES & RESPONSIBILITIESFinance Manager / Dept./ Controller
To Lay Financial Policies & documentTo ensure that the policies are adhered toImplement proper financial controlsLook for Continual Improvement
Note – Every individual manager has some financial responsibility within his area of control
2. SERVICE DESIGN
ACTIVITIES• Design services to meet Business Objectives ◦ Design Secure & Resilient IT Infrastructure
◦ Identify, remove the risks from the services before they go live
◦ Create & maintain IT plans, policies, technical & process framework (Design tool ensures standards are adhered to)
◦ Design measurement methods & metrics for assessing effectiveness of processes
◦ Design Effective & efficient processes for design, transition & operation phases
◦ Scope includes new services & improvements as may be needed over a service lifecycle
SERVICE DESIGN
Service Catalog ManagementService Level Management Availability ManagementCapacity Management Supplier Management Information Security ManagementService Continuity Management
SERVICE DESIGN 1 OF 7
SERVICE CATALOG MANAGEMENT
Simply Speaking
Service Catalogue Management = Services Ready to Use
OBJECTIVES
Create & Manage Service Catalog
Keep Service Catalog Up to Date with latest information
Continual Improvement in Management of Service Catalog
KEY CONCEPTSWhat is Service Catalog?
Service Catalog vs. Service Portfolio
Types of Service Catalog
• What is Service Catalog?◦ A single source of information for all the service offerings◦ Includes Operational & in Transition Services◦ E.g. Menu Card in a Hotel
• Service Catalog vs. Service Portfolio◦ Service catalog is a part of Service Portfolio◦ Service Portfolio depicts the services in their Business Value
Terms i.e. Why customer would buy it from us ◦ Service Catalog depicts what service would you like to offer
to customer (which will be based on customer needs)◦ Service Portfolio is not usually available to be viewed by
Customer or public whereas Service Catalog may be
Types of Service CatalogBusiness Service Catalog
Used by Relationship Manager to win a businessConsists list of all IT services which are important for
Customer’s Business ProcessVisible to customer (or even to common public)
Technical Service CatalogUsed by Relationship Manager to know the capabilities
& limits of Business Service CatalogContains all the Backup/Supporting services for
services shown in BSC
METRICSAccuracy of Information within Service Catalog
Number of corrections made
Customer Feedback
Number of successful / lost proposals
ROLES & RESPONSIBILITIESService Catalog Manager
Establish & maintain Service Catalog
Ensure all the information is accurate & up-to-date
Oversee all the other aspects of service catalog. E.g. Information contains all applicable operational & in Transit services etc.
Work on Continual Improvement of Service Catalog
SERVICE DESIGN 2 OF 7
SERVICE LEVEL MANAGEMENT
Simply Speaking
Service Level Management = Negotiate & Agree Service Levels with client
OBJECTIVESTo Negotiate, Agree & Document the Service Levels
To balance the customer expectations & organization’s capabilities
To measure, report & continually maintain/improve service level
To manage the performance as per agreed service levels
To manage the customer relationship
Service Scope and descriptionService hoursMeasures of availability and reliabilitySupport details – who to contact, when and howRespond and fix timesDeliverables and time scalesChange approval and implementationReference to IT Service Continuity PlanSignatoriesResponsibilities of both partiesReview processGlossary of terms
ELEMENTS OF SLA
SLA,OLA,UC
Organization Management
Customer
Org’s Internal Teams
Vendors
SLA
OLA
UC
METRICS
Clearly Defined SLAs, OLAs and UCs
Performance against agreed SLAs
Shortfalls in SLA and consequent SIPs
Number & severity of service breaches
Improvement in customer satisfaction
ROLES & RESPONSIBILITIESService Level Manager
Process Owner
Review & Reporting
Maintaining an effective Service Level Management process by defining SLAs, OLAs and UCs
Updating the existing SLAs, SIPs, OLAs and UCs
Reviewing and improving the performance of the IT organization to meet agreed service levels
SERVICE DESIGN 3 OF 7
AVAILABILITY MANAGEMENT
Simply Speaking
Availability Management = Ensure IT is working as
agreed
OBJECTIVES
To ensure agreed Availability Level is met or exceeded
The Availability Management process plays an important role in ensuring that a defined level of IT services is continuously accessible to customers, in a cost-effective manner
Continually Optimize & Improve the availability by preparing Availability Plan
Availability Reliability MaintainabilityServiceabilityVital Business Function (VBF)High AvailabilityFault Tolerance
KEY CONCEPTS
• The ability of a service, component or configuration item to perform it’s agreed & expected function when required
• Usually expressed as Percentage
Availability= (AST-DT) X 100
-----------------
AST
AST = Agreed Service Time
DT = Downtime
AVAILABILITY
ReliabilityImplies how long the specified service is available
for the required period without any interruptions or failures
ServiceabilityAbility of the 3rd party supplier to provide the
expected service to service provider
Maintainability (or Recoverability)How easy it is to maintain or recover a service,
component or configuration item
Availability MetricsMTRS- Mean Time to Restore Service (Down Time) =
Relates to Maintainability (Also has an element of Serviceability)
Detection
Diagnosis Recover
Restoration
IncidentOccurred
MTBF- Mean Time Between Failures(Uptime)= Availability
MTBSI – Mean Time Between system Incidents = RELIABILITY
Time
IncidentOccurred
Repair
Vital Business Function (VBF)A critical function or business process
High AvailabilityMinimizing the impact of component failure
Fault ToleranceAbility of a service to continue to be available even
after component(s) failure
METRICS• Uptime per service or group of Users
• Downtime duration
• Downtime frequency
• Number of failures beyond ‘X’ time
ROLES & RESPONSIBILITIES• Availability Manager◦ Process Owner◦ Ensure the agreed levels of service availability◦ Create & manage Availability Plan◦ Continual improvement in process/results
SERVICE DESIGN 4 OF 7
CAPACITY MANAGEMENT
Simply Speaking
Capacity Management = Ensure IT is sized in optimum & cost effective manner
OBJECTIVES
Provide the required IT Infrastructure in a cost effective manner while also meeting it’s requirements
Ensure optimum utilization of IT infrastructure
Work on current & future needs
Produce & regularly upgrade Capacity Plan
KEY CONCEPTS
Business , Service & Component Capacity Management
Capacity Management Information System
Capacity Plan
Performance Management, Modeling, Application Sizing
• Business Capacity Management• Trend, forecast model and developing the Capacity Plan to
understand future business needs• Modeling to estimate the best alternative for Capacity deployment
• Service Capacity Management• Understand the functioning of the IT services, resource usage and
variations to ensure that appropriate service agreements can be designed
• Report on Service profile of use of services, manage demand for service
• Component Capacity Management• Using and monitoring of all components of the IT infrastructure• Optimize use of the current IT resource components such as
bandwidth, network capacity etc.
• Capacity Plan• Time (or trigger) phased plan to maintain/increase
the utilization of IT Infrastructure by maintaining or adding IT infrastructure components
• Capacity Management Information System (CMIS)• A system which holds the data needed &
maintained by all the capacity sub processes/activities
Performance Management– Monitoring– Tuning
Modeling– Mathematical models for determining the benefits
and costs of varying capacity– Simulation and Analytical techniques
Application Sizing– For determining the hardware capacity required to
support new/modified applications
METRICSPerformance trends after estimates
Reduction in rushed purchases
Reduction in expensive overcapacity
Reduction in number of incidents due to performance plans
ROLES & RESPONSIBILITIESCapacity Manager
Monitors the ProcessCapacity Plan CreationUpdate the Capacity Management Database
Supported byTechnical & Application Management
To provide capacity requirements via capacity incidents & problems
Other day to day capacity management activities
SERVICE DESIGN 5 OF 7
SUPPLIER MANAGEMENT
Simply SpeakingSupplier Management = Manage Supplier Relationship
& Performance
OBJECTIVESManage supplier relationship & performance
Ensure the Right & Relevant contracts with supplier
Manage the contracts throughout their lifecycle
Create & maintain Supplier Policy, List & Contracts Database
Supplier Selection
Request Supplier Responses
Requirement of 3rd party supplier
Select Suppliers
Analyze Supplier Capabilities
Contract with Supplier (UC)
Supplier providesServices
Manage Suppliers SCD
Update supplier’s
records
Supplier – Contracts Database (SCD)
Supplier ContractsDatabase
Organization’s SupplierPolicy & Strategy
Contracts categorizationAccording to Types of services,Owner, expiry date, value etc.
Fresh/Renewed Contracts
Existing Contracts
Records of Past/Expired Contracts
Contracts Modification/Termination
Supplier’s performanceAgainst contract terms
METRICS
Relevance of contracts in terms of SLM
Performance of suppliersAccuracy of information in SCD
ROLES & RESPONSIBILITIES
Supplier ManagerProcess owner
Deliver expected supplier performance
Create, establish & maintain SCD
Manage the contracts in conjunction with SLM
SERVICE DESIGN 6 OF 7
INFORMATION SECURITY MANAGEMENT
Simply Speaking
ISM = Protect your Data & Information
OBJECTIVESTo prevent Unauthorized Access (& allow Authorized
Access)
To provide effective security measures at Strategic, Tactical & Operational organizational Levels
To enable organization to do a business “Safely”
To comply with Security Requirements as per SLA
KEY CONCEPTS
Confidentiality, Integrity, Availability, Non-Repudiation
Information Security Policy
Security Analysis & Controls
• Confidentiality • Information is accessible to only those who are authorized to
view it
• Integrity • Information, especially while being communicated, is protected
against unauthorized modification
• Availability• Information is invulnerable to attacks or is recoverable in
secured way i.e. it is available (only to authorized) when it should be
• Non-Repudiation◦ Sender of information can not deny that information has NOT
been sent by him
• Information Security Policy• A policy of an organization which ensures the
compliance to Information Security Objectives & Guidelines
• Security Analysis & Controls• To Analyze the threats to organization’s
data/Information & to eliminate/minimize the same
• To provide security controls (checkpoints) at various levels so that reduce the impact of security breaches
METRICSEffectiveness of Security Measures / Controls
Number of Security Breaches , Attacks
Business Losses incurred due to security malpractices
Adherence /Compliance to Security Standards
Security Audits reports
ROLES & RESPONSIBILITIES• Security Manager◦ Process Owner, Planning for Security◦ Design & Monitor Security Policy / Analysis / Controls◦ Oversee entire security aspect of the organization◦ Overall Improvement
• Security Officer◦ Mediator between Security manager & Customer / Users◦ Assist Implementation of security policies/measures etc.
SERVICE DESIGN 7 OF 7SERVICE CONTINUITY MANAGEMENT
Simply Speaking
• Service Continuity Management = Recover from disaster Z as per agreed & applicable SLA
OBJECTIVES• To create & manage IT service continuity & recovery
plans
• To reduce potential disaster occurrence
• To negotiate & manage necessary contracts with 3rd parties
• Balance SLAs & Cost factors while planning for service continuity
KEY CONCEPTSBusiness Continuity Strategy
Life Cycle Approach to ITSCM
Assessment of Changes for impact on ITSCM
Dormant Contracts
Negotiated/Compromised SLAs
Regular Testing – Ongoing as a part of Lifecycle approach
LIFE CYCLE APPROACH TO ITSCMInitiate ITSCMGather requirements
Plan for implementationImplementation
ORR (Operation Readiness Review) Mock TestingGo Live /Sign Off for ITSCM Structure
Ongoing regular testing & updates to ITSCM structure
POSSIBLE RECOVERY OPTIONS• Do nothing• Manual Workarounds• Reciprocal arrangements (Less Frequently used)• Immediate recovery – hot standby (24 hours)
• Mirrored business systems on an alternate site• Intermediate recovery – warm standby (24-72 hrs)
• Similar to immediate but critical systems need to be recovered and run
• Gradual recovery – cold standby (72 hrs)• Empty facility with utilities
• Fortress Approach• Dormant contracts• Insurance
• Business Continuity Strategy• Aims at reducing risks by developing recovery plan(s) to
restore business activities if they are interrupted by a disaster
• Assessment of Changes for impact on ITSCM• To study & mitigate the impact of any changes in IT
Infrastructure on ITSCM
• Dormant Contracts• Contracts with 3rd parties which become active only when
triggered by a disaster
• Negotiated/Compromised SLAs • To negotiate appropriate SLAs with customer which will be
applicable only during disaster
METRICS
Number of shortcomings
Cost to company due to loss if no recovery Plan
Cost in Time, resources and money to restore IT Services
ROLES & RESPONSIBILITIES
ITSCM Manager
Owns entire ITSCM process
To manage & upgrade ITSCM Plans
3. SERVICE TRANSITION
ACTIVITIES• Plan & Implementation of all the releases /
Services (Applies to new & existing services)◦ Ensure that the changes as proposed in Service
Design are realized
◦ Authorize, Package, Build, Test & Deploy the releases into production
◦ Transition of services to & from other Organizations
◦ Decommission or Termination of services
SERVICE TRANSITION
Service Asset &Configuration Management Change ManagementRelease & Deployment ManagementKnowledge Management
SERVICE TRANSITION 1 OF 4
SERVICE ASSET & CONFIGURATION MANAGEMENT
Simply SpeakingSACM = Know what you have
OBJECTIVESIdentify, Record & Provide accurate information of the
Configuration Items (CI = IT components)
Provide the Logical Model for IT infrastructure correlating the IT services & their components
Protect Integrity of the CIs
Create & maintain Configuration Management System
Manage Service Assets (Service CIs)
Perform regular audits / status accounting activities for all the CIs
KEY CONCEPTS
Configuration Items, Baseline, Variant
Types of CIs
Configuration Management System
• Configuration Item • A uniquely identifiable entity/item which needs to be
controlled
• Baseline• Snapshot of a CI or a group of CIs at a given time or stage
• Variant• A baseline with minor differences
• Configuration Management System• It is a system which controls & maintains the record if all CIs in
a structured manner in 1 or more databases known as CMDB• Stores Attributes of CIs, Relationship between CIs• Consists of Multiple layers like Integration Presentation etc.
CONFIGURATION MANAGEMENT SYSTEM
CMDB1Services
CMDB2H/W
CMDB3Policies
Data/Source information gathering
Knowledge & Logic processing
Presentation Layer /User Interface
NOTE – CMDB can be any Database, or even Excel File
TYPES OF CIs• Service Lifecycle CIs
• Business Case, Service Portfolio, Service Design Package
• Service CIs• Service Capability /Resource Assets, Service Model
• Organization CIs• Organization Policies, documentations
• Internal CIs• Internal to individual projects which are required to maintain IT
• External CIs◦ Customer Agreements & Requirements
ACTIVITIES
Planning
Identification
Status Accounting
Control
Verification and Reporting
Defining the strategy, policy and objectives for the process
Analyzing the information, Identifying the tools and resources available for the process
Creating interfaces with other ITIL processes, projects and third party suppliers
Planning
To identify the associated IT services and components, which need to be controlled by the Configuration Management process.
Define the Scope of the processIT Services, Hardware, Software and Documentation,
Specific Areas
Specify the Level of Detail for information recordingIdentify the Relationships of the CIsDetermine the depth of information to be recordedNaming Conventions, Attributes covered
Identification
The next activity after Identification is Status Accounting of the IT component through its life cycle. A status code is assigned to each of the statuses for easy identification.
Typical StatusesNew CIs
In Order, Tested, AcceptedExisting CIs
Received, RFC open for the CI new version requested, Down, Phased Out, Undergoing maintenance
All CIsIn Stock, Order received, Under test, Released for
Installation, Live, Spare
Status Accounting
Configuration Management controls all the IT components received by the organization Control.
Who can Access, who can modify
Control
Audit and Verification • Does the CMDB reflect reality?
• The activities includes verifying and auditing the details in the CMDB.• For example, audit tools can be used to automatically analyze workstations
and report on the current situation and status of the IT infrastructure.• Accuracy is improved by
• Active rather than passive CMDB• Automatic updating• Integration with other processes• Automatic checks
Reporting Assess the efficiency and effectiveness
Through Regular MIS reportsScheduled reviews of the expected growth in demand of Configuration
management activities
METRICS
Number of occasions on which a
– "Configuration" was found to be unauthorized– Number of refused RFCs as a result of
incomplete data in the CMDB– Number of changes to the CMDB because of
identified errors in the CMDB– Unauthorized IT components detected in use
ROLES & RESPONSIBILITIESService Asset ManagerConfiguration ManagerThese are responsible for their own processes
Implementing policy Agree scope, processes & proceduresDefine necessary controlsOversee collection & management of dataAuditsProduce management reports
SERVICE TRANSITION 2 OF 4
CHANGE MANAGEMENT
Simply Speaking
Change Management = Minimize the Impact of Change
OBJECTIVES
Study the adverse Impact of change & minimize it
Create & maintain a Change Management process
Prevent Unauthorized changes
Prepare Change (& Back out) Plans via FSC & provide PSA
Post Implementation Reviews of Changes
Maintain a record of all changes
Note - Change Management does NOT implement change
KEY CONCEPTS
Scope of Change Management
Change Types , RFC, Change Classification & Prioritization, Change Models
CAB, ECAB, FSC, PSA, Back out Plans
Scope of Change ManagementScope of Change Management process is restricted to
IMAC of IT Infrastructure Components including documentation
Strategic, Tactical & Operational changes
Out of ScopeBusiness Strategy & ProcessesImplementation of changesAny other task documented as out of scope
Change Types• Standard Changes
• Routine Changes that follow an established procedure & do not disrupt It services
• E.g. updating the Anti-Virus software is a standard Change
• Emergency Changes◦ Crucial to an organization and have to be implemented
immediately. ◦ Emergency Changes are disruptive and prone to failure◦ E.g. the some ports in critical switch has gone down.
Therefore, a new switch needs to be installed
• Request for Change (RFCs)• Incidents, upgrades to the infrastructure, or changes
in the business requirements generate the need for a Request for Change (RFC)
• Change Classification & Prioritization• To classify & plan changes in the order of their impact
& urgency
• Change Models◦ Predefined way or procedure for handling known type
or complexity◦ Automated as far as possible◦ Allow for scalability to create a new model
• Forward Schedule of Changes (FSC)• Contains details of all approved changes and their
implementation dates for an agreed period• Detailed short term schedules and less detailed for
longer term planning• Projected Service Availability (PSA)
• To determine the best time for a change implementation
• Both the FSC and PSA are agreed with the customers• Back Out Plan
• It is executed if the Change can not happen as per plan• Usually but not necessarily the typical back out plan is
to bring the systems back to original state it was in before the change started
Change Advisory Board (CAB)CAB approves Changes after assessing and prioritizing the
RFCs.
CAB members should have sound technical knowledge and good business perspective.
Change Manager is the only permanent member on the CAB & ECAB
CAB/Emergency CommitteeTo review urgent changes
Few members required (typically Senior Managers from concerned dept)
Availability after shift hours
Change Management Process FlowRequest For
Change (RFC)
ChangeManager
Line ManagerApproval
CABMeeting
Post ChangeReviewFSC/PSA
Implement Change
Update CMDB &Change Records
Failure
Back out Plan
Success
Problem Management Customer
or other teams
SCM, Capacity, BRM,ISM,SLM, R&D, Customer etc.
Consult
Invitations as applicable
CustomerSign Off
ACTIVITIESRecord RFC
Review RFC
Assess & Evaluate Change – 7 Rs of Change
Authorize Change
Issue Change Plan (to R& D Team)
Support/Coordinate Change Implementation
Post Change Review
7 Rs of ChangeWho RAISED itWhat is REASON for changeWhat is the RETURN expected from changeWhat could be the RISKS involved in changeWhich RESOURCES are needed to implement
changeWho (which R&D Team) is RESPONSIBLE for
build, test & implement changeIs there (or what) any RELATIONSHIP between
this change & other changes
METRICSNumber of Rejected RFCsNumber of Incidents occurring due to implemented
ChangesNumber of successful changesNumber of unsuccessful changesNumber of backed out changesAverage Time needed to implement a ChangeNumber of incidents resolved by implementation of
a Change
ROLES & RESPONSIBILITIES• Change Manager
• Chairperson of the CAB• Filtering and accepting RFCs• Primary Responsibility of planning and coordinating implementation of
changes• Obtaining authorization for change• Reviewing Implemented Changes• Convening emergency CAB meetings• Generating Change Management reports• May have Change coordinators to support
• CAB Member◦ Belongs to the CAB and participates in all CAB meetings◦ Helps in reviewing all RFCs to estimate impact◦ Participates in Scheduling Changes
SERVICE TRANSITION 3 OF 4RELEASE & DEPLOYMENT MANAGEMENT
Simply SpeakingR & D Management = Bring in the change Carefully
OBJECTIVES
Implementing the authorized changes as per Change plan
Plan, Design, Build, Test & Install Hardware & Software components
Skills & Knowledge Transfer to enableCustomers & users the optimum use of serviceOperations & support staff to run & support the
service
KEY CONCEPTS
ReleaseRelease UnitsRelease IdentificationTypes of ReleaseRelease Methods
Release
A collection of authorized Changes to an IT Service A Release is defined by the RFCs that it implementsA Release could consist of a number of Problem fixes
and enhancements to a service.
• A Release unit describes the portion of the IT infrastructure that should be released together.
• Depending on the type or item of software and hardware, the size of the unit can vary. An example of hardware Release Unit can be changes to the complete PC or Processor. An example of a s/w release unit could be changes made to a system, suite, program or module.
• Including too many changes in one release can be too complex for safe implementation while too many releases affect user dependency on the stability of the service.
Release Units
• The status of a Release alters according to its current environment. Release identification means determining the status of a Release in different environments. The environments in which a Release can be categorized are:
– Development– Test– Live– Archive
Release Identification
• Depending on the number of changes that should be included in one Release, a Release can be of the following type:
Delta Release Just a few changes normally a quick fix
Package Release You use a Package Release when you Release a group of software.
Each of the software in the package depends on the other software in the group for its performance.
For example, scheduled upgrades to third-party software, such as Systems software and Office applications are appropriate for Package Releases.
Full Release When a program is released in its entirety, including the parts that
were not changed. A number of similar Changes can be implemented together in this
Release More preparation and resources are required for a Full Release
Release Types
METRICS◦ Number of Incidents by Back Out◦ Number of accurate and timely release at remote
sites◦ Number of unused software that have
unnecessary costs, e.g. Licence fees◦ Number of times unauthorised software is used◦ Number of times CMDB status is updated/not
updated
ROLES & RESPONSIBILITIES The Release & Deployment Manager coordinates the
implementation of the process with other teams.◦ Prepares Release Plan◦ Authorises the Release Build and Configuration◦ Communicates Release to other groups◦ Coordinated final Implementation of Release◦ Member of the CAB.
The Test Manager ensures that the release is tested and signed off by proper authorities.◦ Successful testing of the release before sign-off◦ Ensure Testing environment is same as Live
environment◦ Preparing roll-out Plan with Release Manager
SERVICE TRANSITION 4 OF 4KNOWLEDGE MANAGEMENT
Simply SpeakingKnowledge Management = Gather, Analyze, Store &
Share the knowledge
OBJECTIVES Improve the efficiency by reducing the need to Re-
discover the knowledge Create, Maintain & update Service Knowledge
Management System Make sure that a Right & Relevant information at
Right time is available for organization’s requirements (e.g. Customer details, contract/SLA data)
KEY CONCEPTSD-I-K-W StructureDMLDML & CMDBSKMS
Data - Information – Knowledge - Wisdom Data◦ A set of discrete facts about the events◦ Usually large amount of data is/can be
collected Information◦ The data is arranged/sorted in appropriate
context & manner so that it’s easy to locate/work on◦ Answers questions like Who, what, when,
where?
KnowledgeCreated based on the information/data or own
expertiseAnswers How?Is dynamic & context basedHelps in decision making
WisdomGives detailed understanding Arriving at the judgmentHelps finalize future decisions/actions
Data - Information – Knowledge - Wisdom
Definitive Media LibraryStore Master copies of all the S/W assets
In house, external, Trail, Commercial Of The Shelf
Licenses, Scripts & codesIs controlled by Service Asset & Configuration
Management processServes as the only source for build & distribution for
Release & Deployment process
DML & CMDBCMDB stores the information about all the
CIs (H/W & S/W) DML stores the actual CIs (S/W only)
(earlier DSL and DHS)Both are controlled by SACM process Both form part of SKMS
Service Knowledge Management System - SKMS
Services H/W Policies
Presentation Layer /User Interface
SCDCDBDML
CMS
Service Knowledge Base
Knowledge & Logic Processing
4. SERVICE OPERATION
ACTIVITIESKeeping services into Operations◦ Ongoing day to day activities◦ Ensure that services are delivered at agreed levels
(SLA)◦ Continual Improvement in meeting the SLAs &
management of operations Involves Management of◦ Services◦ Service Management Processes◦ People◦ Technology
SERVICE OPERATIONService Desk (FUNCTION)Incident ManagementEvent ManagementRequest FulfillmentAccess ManagementProblem Management Technical Management (FUNCTION)IT Operations Management (FUNCTION)Application Management (FUNCTION)
SERVICE OPERATION 1OF 9
SERVICE DESK (FUNCTION)
Simply Speaking
Service Desk = Single & the First Point Of Contact
OBJECTIVES OF SERVICE DESKTo serve as FIRST Point of Contact (FPOC) Play a vital role in achieving Customer SatisfactionFirst Level Fix (FLF) & First Level Diagnosis (FLD)To coordinate the activities between End User & IT
Service Provision TeamsTo OWN the Logged Request & ensure the Closure.Escalate as appropriateTo support other IT Provision Activities on need
basis
Help Desk Versus Service Desk
End UserAgent
Help Desk
Help Me!!
Reactive Culture
Focus on Restoration
Help Desk Versus Service Desk
End UserAgent
Service DeskHelp Me!!
Inform Me!!
Educate Me!!
Change Me!!
Service Me!!
Inspire Me!!
ProactiveCulture
BusinessFocus
Focus on Preventative Awareness
KEY CONCEPTS OF SERVICE DESK
Logging the call with service desk
Types/Models/Structures of Service Desk
Skills required for Service Desk Personnel
LOGGING THE CALL WITH SERVICE DESKWho – End users, All other relevant teams, Events, Service
Desk Team itselfNOTE: Not every call logged is an incident
Why – As a part of responsibility, as a proactive measureHow – Telephone, Emails, Alerts, Web Console etc.What is an Incident?
An occurrence of event(s) which disrupts or can potentially disrupt the normal service operation
What is problem?Unknown underlying cause of one or more incidents
TYPES / MODELS / STRUCTURES OF SERVICE DESK
Central Service DeskLocal or Distributed Local Service
DeskVirtual Service DeskFollow the Sun ModelSpecialized Service Desk
CENTRAL SERVICE DESKSingle Service Desk at a possible central locationCan be a group of service desks Integrated at a
single locationAdvantage
Cost cuttingCentralized control
DisadvantageSome Local presence may still be required for
Physical support
Centralized Service Desk
ABC Ltd.Delhi
ABC Ltd.Hyderabad
ABC Ltd.Bangalore
ABC Ltd.Pune
Helpdesk
011-232425 Helpdesk
011-232425Helpdesk011-232425
LOCAL OR DISTRIBUTED SERVICE DESKThe desk is co-located within or physically
close to user premisesAdvantage◦ Useful in case of multilingual / multi location
organizations◦ Faster response wherever Physical presence is
necessary
Disadvantage◦ May prove Expensive◦ Difficult to manage multiple desks
Local or Distributed Service Desk
ABC Ltd.Delhi
ABC Ltd.Hyderabad
ABC Ltd.
Bangalore
ABC Ltd.Pune
SD
SD
SD
SD
VIRTUAL SERVICE DESKBy using the extensive technology, an appearance of a
single / centralized deskPrimarily used in Off-shoring kind of servicesAdvantage
Maximum use of technology so minimum personnel involvement
Less number of requests go UnregisteredDisadvantage
Expensive to usePhysical support may not be possible
Virtual Service Desk
ABC Ltd.Delhi
ABC Ltd.Hyderabad
ABC Ltd.Bangalore
ABC Ltd.Pune
SDLondon
SDSydneySD
Beijing
SDNew York
NetworkCloud
1800XX
1st Caller
Answer to1st Caller
1800XX
3rd Caller
Answer to3rd Caller 1800XX
2nd Caller
Answer to2nd Caller
1800XX4th Caller
FOLLOW THE SUN MODEL24 Hrs of Desk Team which is in Day time picks up the callAdvantage◦ Best for 24 Hrs kind of support◦ Less desk staff attrition due to working time
Disadvantage◦ Expensive due to use of technology◦ Multiple control points so difficult to manage
Follow the SUN
Indian Standard Time
Responding SD Region
10 AM 3 PM 8 PM 1 AM5 AM
AUS
USAEST
UK
IND
USAPAC
SPECIALIZED SERVICE DESK
Expert Staff specialized in their respective fieldsAdvantage◦ Faster & accurate resolution of request
Disadvantage◦ Difficult to get skilled staff
Specialized Service Desk
Service DeskMenus
Usercalls
DBA
NetworkAdmin
WindowsTeam
Email Team
NOTEIn practical world, most of the
organizations use a mixture of service desk types/models/structures.
SKILLS REQUIREDCommunicationInterpersonal SkillsBusiness / IT UnderstandingProfessionalismCustomer Focus Subject Knowledge (for a Specialist Service
Desk)
ACTIVITIES OF SERVICE DESKReceive & Log the calls from End Users, events etc.Provide Preliminary level of diagnosis as applicableCategorize the incident as possibleAssign to relevant Incident TeamFollow up with Incident Team Update status regularly & communicate to user as
applicableKeep an eye on agreed SLAsEscalate as & when appropriateConfirm with user before closing the incidentProvide Service Desk Metrics Reports to Service Desk
Manager
METRICS FOR SERVICE DESKAverage call resolution/duration% of calls picked up in 3 rings, % UnattendedAccuracy of updating ticket statusNumber of SLA breachesTimely EscalationsCustomer Satisfaction
ROLES & RESPONSIBILITIES IN SERVICE DESK Service Desk Staff◦ To Perform all the activities of Service Desk as
applicable Service Desk Manager◦ To Oversee the functioning of Service Desk◦ To build Service Desk Team for new services◦ To Monitor the performance of Service Desk on
regular basis◦ To identify & work on the Continual Improvement of
Service Desk
SERVICE OPERATION 2 OF 9INCIDENT MANAGEMENT
Simply Speaking Incident management = Restore Service ASAP
OBJECTIVESTo restore NORMAL service operation as quickly as
possible◦ NORMAL means as agreed in SLA
To log & Track incidents wherever applicable (e.g. Proactive measure)
To deal with all incidents consistentlyTo assist Problem Management team as requiredTo assist Service Desk/ Release Team for any RFCs
KEY CONCEPTS Incident◦ An occurrence of event(s) which disrupts or can
potentially disrupt the normal service operation Problem◦ Set of incidents with similar underlying
“unknown” cause(s)◦ (A root cause of one or more incidents)
Priority Escalation Mechanism Incident Lifecycle
ImpactEvidence of effect upon business activities
Urgency Evidence of effect upon business deadlines
Priority = Impact X Urgency
Functional Escalation Through various functions or support group levels
Hierarchical Escalation Through organizational hierarchy
Escalation Mechanisms
INCIDENT LIFE CYCLE
Incident Detection & Recording
Classification & Initial Support
Investigation & Diagnostics
Resolution & Recovery
Incident Closure
Request Fulfillment Procedure
Is it a Request?
Ownership,Monitoring,Tracking &
Communication
YES
NO
Incident Life Cycle
MAJOR INCIDENTSThese are incidents which have a short
timescale target & higher urgencyMajor Incident NEED NOT BE A Problem
METRICSNumber/Percentage of proactively recorded
IncidentsAverage time to resolve IncidentsNumber of Incidents/workstation within
SLAsPercentage of Incidents resolved at First
Line, Second Line SupportTotal no. of Remote resolution of Incidents
INTERFACES
Incident Manager : who is the overall in-charge of the Incident Management process and is responsible for:Creating Process Reports Organising Management Information Recommending measuresUsually this role is assigned to Service Desk Manager
Support Groups Level 1 to Level nTech Specialist Group
Super UsersThey act as a link between IT & Service DeskManage expectations of users in terms of SLAs & Service DeskTraining & Encouraging users for minor incident resolutions Involvement in new releases/roll outs
ROLES & RESPONSIBILITIES
SERVICE OPERATION 3 OF 9
EVENT MANAGEMENT
Simply Speaking• Event Management = Detect Events & decide appropriate
Actions
OBJECTIVES
Detect Events, Make Sense/Analyze them & Decide the appropriate action
Monitor, Record & filter the relevant events
Trend Analysis as a Proactive Measure/Study purpose
Contributes to maintain SLAs.
• Event• A notification or alert created by IT Service, CI or
Monitoring Tool
• Event Management• A process of managing the events throughout their
lifecycle• Typically done by IT Operation Staff
• Alerts• An occurrence of something which triggers event or a
call for action or a human intervention
InformationAn event which is only meant to provide
informationE.g. Backup job completedUsage
To check status of activity, device To get statistics
Informational events are usually recorded for a pre-determined period
Types of Events
Type of Events….contd• Warning
• Event meant as a proactive measure to indicate that service or device is reaching a threshold
• E.g. Network traffic reaching a congestion point
• Exception• Event which indicates that a service or a device is
behaving abnormally (against a defined behavior)• E.g. Hdd1 in RAID has failed
ACTIVITIES• Recording, Filtering Events
• All Events usually get recorded in a log file • Events are filtered according to their types either automatically
or manually
• Prioritization of Events• Events are prioritized based on their importance & their types• Based on SLAs, some events can always get high priority
• Exceptions Management• Exception is usually converted into Incident or problem or RFC• Exception does NOT necessarily represents Incident/problem
METRICS• Effectiveness of Event Management
• How best are the events designed
• Are they in alignment with SLAs?
• Are they monitored, recorded, filtered correctly?
• How well the events data is maintained
• How many incidents are logged proactively based on Warnings/Exception
ROLES & RESPONSIBILITIES• Usually NOT a dedicated role such as Event Manager• Event Management is conducted by staff in
• Service Desk• Less Involvement. • Typically involved for logging incidents based on Exceptions
• Technical & Application Management• Both Application & Technical Management value add to
event management during Service Design, Service Transition & Service Operation
• IT Operations Management• Usually clubbed with Technical or Application management• Typically do Monitoring & First-Lie responses
SERVICE OPERATION 4 OF 9REQUEST FULFILLMENT
Simply Speaking• Request Fulfillment = Provide a quick response to
standard service requests.
OBJECTIVES• To communicate (or make available) the information
regarding existing Standard services & the procedures
• To provide channel & mechanism for users to avail these standard services• Users need to raise a Service Request for the same
• To provide the standard services to users• May need to work in background as well for e.g.
procurement of h/w (like mouse) for standard services
• To assist for general queries, updates on standard services
NOTE - Request Fulfillment derives guidance from Change Management
KEY CONCEPTSService Requests & Standard Service
Components of Standard Services
Request Model
• Service Request• A request from users for Standard service
• Standard Service• Typically involves a routine type of change• Although may be managed by Service Desk, it is NOT treated
as Incident• E.g. Change of Mouse, Resetting password
• Components of Standard Service• Pre-defined process• Some changes can be pre-approved (or Auto Approved) e.g.
Requesting stationary• Some changes may require additional or special approvals
• Request Model involves a process-flow for Request Management
• Make Self-Help available• Typical process flow would be
• User initiates request• Request is accepted (or rejected as per process) by Service
Desk• Necessary Approvals (if not pre-approved) are sought by SD• SD may also order the components (h/w or s/w) if out of
stock• When approvals and components are ready, SD delivers the
service to user• Service request is closed by SD
METRICS
User Satisfaction Survey feedback
Number of Requests fulfilled
ROLES & RESPONSIBILITIESUsually NOT a dedicated role such as Request
Manager
Request Fulfillment is managed by staff inService Desk, Incident team or other team as
designated by organizationTypical responsibilities as per Request Process
FlowMostly Service Desk Manager is accountable
SERVICE OPERATION 5 OF 9 ACCESS MANAGEMENT
Simply Speaking Access Management = Manage the Access to Services
OBJECTIVES
• Granting authorized users the access to their Required services
• Ensure that the access provided is of Right level• Revoke the access after getting the necessary &
relevant approvals• Prevent non-authorized access (from possible sources)
NOTE – Access management derives guidance from Information Security Management
KEY CONCEPTSAccess
Level & Extent of functionality that users can enjoyIdentity
Unique Information about the user which confirms his status within the organization
RightsActual settings which ensure that users get the required access
Service & Service GroupsSet of services to which users can get the access in one go
Directory ServicesA specific type of tool to help manage the Access or Rights
ACTIVITIES• Request Access
• Users can request access via, RFC or Service Request via Request Fulfillment or Helpdesk Menu
• Verify User Identity• Access Management Team ensures that users are who
they say are & they have legitimate requirement for service
• Provide Rights• Access team provides the rights to users as per Policies of
the organization
Monitor Identity StatusMonitor users identity status, their change of roles,
expiry of valid account etc.
Log & Track the AccessEnsure the Accesses are logged & data is
maintained as per organizations policies
Revoke or Restrict AccessRevoke/Restrict or modify the rights as per user
status & as directed by policies
METRICSMeeting Access SLAs
Accurate levels of Access Management
Any other metrics as asked by Information Security management
ROLES & RESPONSIBILITIES• Usually NOT a dedicated staff
• Typically carried out by Service Desk staff
• May also be managed by • IT Operations Management Staff• Technical Management Staff• Applications Management Staff
SERVICE OPERATION 6 OF 9 PROBLEM MANAGEMENT
Simply SpeakingProblem Management = identify Root Cause of the
incident(s)
OBJECTIVES
To ensure that problems are identified and resolved
To eliminate recurring incidents
To minimize the impact of the incidents or problems that can not be prevented
KEY CONCEPTS• Problem
• A root cause of one or more incidents
• Problem Model• A model/ set of guidelines to deal with the problems which
can not be prevented
• Workaround• A temporary solution / Quick Fix which enables to user to
continue using the service even though the root cause is not identified/removed
• Usually Problem Team suggests workaround & Incident team implements it
KEY CONCEPTS…CONTD• Known Error
• A Problem for which the root cause is identified and a temporary Work-around has been made available
• A Known Error is resolved by eliminating the root cause permanently (E.g. via RFC)
• Known Error Database• The purpose of this database is to maintain a record
of all the previous incidents, problems & known errors
• Reactive Problem Management :• The Reactive Problem Management activities help in
identifying the root causes of the Incidents. • Then, these help in suggesting permanent solutions
so that these Incidents do not recur.
• Proactive Problem Management :• The Proactive Problem Management activities aim at
preventing Incidents before they occur. This activity helps identify weaknesses in the IT infrastructure and suggests methods to eliminate these
PROBLEM MANAGEMENT TYPES
METRICSNumber of Incidents reduced by resolving Problems
Time needed to resolve Problems
% of Problems re-occurred
Well maintained KEDB
• Problem Manager : who is the overall in-charge of the Problem Management process and is responsible for:
• Developing and maintaining the process• Assessing effectiveness of the process• Managing the Problem Support staff• Providing MIS to management• Allocating resources to the Support activities
• Support Groups : Are the Support Group Personnel who help the Problem Manager in Reactive and Proactive Problem Management through
• Identifying and recording problems• Advising Incident Management team about workaround and fixes• Identifying trends and potential sources of problems• Submitting RFCs to prevent the occurrence• Prevent the replication of problems to multiple systems
ROLES & RESPONSIBILITIES
SERVICE OPERATION 7 OF 9IT OPERATIONS MANAGEMENT (FUNCTION)
Simply SpeakingIT Operations Management = Support day-to-day basic
level operational activities
OBJECTIVESEnsure the Infrastructure Stability by performing basic
level jobs
Support day to day operational activities
Identify the opportunities to improve overall operational performance & saving costs
Initial level diagnosis (& resolution) of operational incidents
ACTIVITIES• Basic level activities such as
• Backup & Restore jobs, Tape Management
• On call (telephone) or Remote Control (Vnc, netmeeting) resolution
• Outlook configuration
• Facilities Management (e.g. Printer management)
• Basic H/W & S/W installations/configurations
ROLES & RESPONSIBILITIES• IT Operation Manager
• Leadership/Management activities• Management Reports
• Shift Leader • Overall in-charge of shift activities• Roaster plans, reports, updates etc.
• Analysts • Senior staff with more important workload
assigned• Operators
• All basic level jobs/ activities
SERVICE OPERATION 8 OF 9
TECHNICAL MANAGEMENT (FUNCTION)
Simply Speaking Technical Management= Maintain Technical Knowledge &
Expertise
OBJECTIVESDesign of efficient, resilient & cost-effective IT Infrastructure
for the organization
Maintain Technical Knowledge & Expertise as required to manage this IT Infrastructure
Ensure availability of actual technical resources when required especially during failure
Other activities/roles within other ITIL processes or as directed by organization
Provide technical resources for complete lifecycle i.e. design, build , test, transition , implement & improve
KEY CONCEPTSTechnical Management Alignment
Alignment as per Technical lines for e.g. Mainframes, Networks etc.
ActivitiesManage lifecycle of Organization's IT
Infrastructure Maintain Knowledgebase Constantly update Technical expertise
ROLES & RESPONSIBILITIESTechnical Managers/ Leads / Analysts / Operators / Specialists
Leadership/management activitiesArranging Trainings, other activities to update the technical
knowledgeReporting to senior managementEnsure policies/processes are in place for maintaining the
technical data/knowledge
SERVICE OPERATION 9 OF 9
APPLICATION MANAGEMENT (FUNCTION)
Simply Speaking
Application Management = Managing Application throughout their
Lifecycle
OBJECTIVESIdentify the requirement of Applications
Design efficient, resilient & cost effective applications for managing IT Infrastructure
Ensure availability, security of the applications
Maintain the operational applications & their day-to-day activities
Provide support during Application Failures
Improve the functionality of applications as per organization’s needs
ACTIVITIES
Manage applications throughout their lifecycleAssist Design, Build, Test & implement applicationsMaintain knowledge & expertise for Managing the
applicationsMake Application resources availableMay be involved in Development project but it’s
not their primary responsibility
ROLES & RESPONSIBILITIES• Application Managers / Team Leaders
• Leadership & management activities• Reporting to Senior Management• Trainings & other activities to improve expertise &
knowledgebase
• Application Analysts / Architect• Work with first level users to capture & manage their
requirements• Created & maintain standards for Application sizing,
performance modeling etc.• Coordinate with Technical Management team as
applicable
5. CONTINUAL SERVICE IMPROVEMENT
KEY CONCEPTSCSI Model
Service Measurement
VDJI Structure
Types of Metrics
7 Step Improvement Process
Continual Service Improvement Model
Service Measurement
Ability to capture the performance of an End to End service against Targets/Standards
Also helps in prediction of future performance
Produces management reports for comparison / Trend
Why do we measure?
Organization’s Measurement
Framework
Strategic Vision
To Validate
ChangesCorrective
Actions
To In
terv
ene
Factual Evidence
To Justify
TargetsMetrics
To Direct
Types of Metrics• Technology based Metrics
• Typically used for applications, components etc.• E.g. Performance, Downtime
• Process based Metrics• Focused on Customer, Processes• E.g. KPI, CSF
• Service based Metrics• End to End services• Focused on Supplier• E.g. Gold/bronze package service
ROLES & RESPONSIBILITIES• Service Manager◦ Oversee the development, implementation, Evaluation
& Ongoing management of all new & existing products & services
◦ Develops Business Case, Product Line strategy & Architecture
◦ New Service Deployment & lifecycle Schedules
◦ Perform Service Cost Management
◦ Instill a Market Focus
7 Step Improvement Process
1.Define What You should
measure
2.Define What You can measure
3.Gather the Data
4.Process theData
5.Analyze theData
6.Present & usethe Information
7.Implement corrective
Actions
Goals
ROLES & RESPONSIBILITIES• CSI Manager
• Drive, Communicate & Coordinate CSI Vision & Initiatives in organization throughout service lifecycle
• Oversee & be Accountable for the success of all Improvement initiatives
• Constantly work with Process/Service owners to identify Scope of Improvement
• Build effective relationships with the Business & IT managers
• Ensure Monitoring is in place to gather Data
SUMMARY OF ITIL v3 PROCESSES & FUNCTIONS