ITILVersion3Foundationfor ITServiceManagement

Acknowledgements&Disclaimer
Someoftheinformationandslidesmay/ appeartohavebeenreproducedfrom differentsources.Weherebyacknowledge theirdirect/indirectcontribution.

Agenda
Day1
CourseIntroduction ExamStructure Module1:ServiceManagement Module2:ServiceLifecycle Module3:KeyPrinciples,ModelsandConcepts Module4:Concepts,Processes,RolesandFunctions

Day2
Module4:Concepts,Processes,RolesandFunctions Module5:ServiceMgmtTechnology&Architecture SampleTestpaperanalysis
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Foundationlevel
Thisentranceleveloffersageneralawarenessofthe ServiceLifecycleandthekeyelementswithin.Learning objectivesandcompetenciesarefocusedonan understandingoftheoveralllinkagesbetweenthestagesin theLifecycle,theprocessesusedandtheircontributionto ServiceManagementpractices. ThepurposeoftheITILFoundationCertificateinITService Managementistocertifythatthecandidatehasgained knowledgeoftheITILterminology,structureandbasic conceptsandhascomprehendedthecoreprinciplesofITIL practicesforServiceManagement.
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Foundationlevel
Uponsuccessfulcompletionoftheeducationandexamination componentsrelatedtothiscertification,candidatescan expecttogainknowledgeandunderstandinginthefollowing: ServiceManagementasapractice(Comprehension) ServiceLifecycle(Comprehension) KeyPrinciplesandModels(Comprehension) GenericConcepts(Awareness) SelectedProcesses(Awareness) SelectedRoles(Awareness) SelectedFunctions(Awareness) TechnologyandArchitecture(Awareness) ITILQualificationsScheme(Awareness)
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Foundationlevel
PassScore65% DistinctionNone Score MarkingMethod
ClassicMultiplechoice: Onlyoneoptioncanbecorrectandwillbeawardedamark.The remaining3distractersareawardednomarks

DeliveryExaminationcanbeonlineorPaperBasedfroman ATOordirectlyviaanExaminationInstitutesPublicExam Scheme ClasssizeMaximumratioof25studentstoonetrainer

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ITILV3andTrainingQualifications

ITILV3VsanITILV2.1

ITILV3VsanITILV2.1

ITILV3VsanITILV2.1

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ITInfrastructureLibrary
ITIL:ITInfrastructureLibrary
ProvenbestpracticesforITServicemanagement ProvidedetailsofotherIndustryFrameworkand standards
COBIT,ISO/IEC2000

FirstpublishedbyUKGovernmentin1980s UpdatedtoV2in2000/2001
Improvedforinternationalaudience NewtypesofServiceDelivery

UpdatedtoV3in2007
Lifecyclemodel Greaterfocusonstrategyandbusinessoutcomes
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ITILOverview
WhatisITIL?
ITILisBestPracticeITServiceManagementwhichisusedby manyhundredsoforganizationsaroundtheworld.Awhole ITILphilosophyhasgrownuparoundtheguidancecontained withintheITILbooksandthesupportingcertificationand qualificationscheme. TheethosbehindthedevelopmentofITIListherecognition thatorganizationsarebecomingincreasinglydependentonIT inordertosatisfytheircorporateaimsandmeettheir businessneeds.Thisleadstoanincreasedrequirementfor reliable,highqualityITservices.
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ITILOverview
ITILprovidesthefoundationforqualityITServiceManagement throughdocumented,provenprocessesthatcovertheentire ServiceLifecycle.Itiseasyfororganizationstolearn,tailor and implementtosuittheirenvironment. ThewidespreadadoptionoftheITILguidancehasencouraged organizationsworldwide,bothcommercialandnonproprietary,to developsupportingproductsaspartofasharedITILPhilosophy. TheITILpublicationsandsupportingschemesarekeptuptodate withcurrentbestpracticeandchangeswithinthemarketplace througharegularreviewcycletoupdatecontentincollaboration withawiderangeofinternationalusersandstakeholdersinthe IT servicemanagementcommunity.ITILVersion3wasformally releasedon5thJune2007. 13

ITILOverview
TheITILconceptemergedinthe1980s,whentheBritish governmentdeterminedthatthelevelofITservicequalityprovided tothemwasnotsufficient.TheCentralComputerand TelecommunicationsAgency(CCTA),nowcalledtheOfficeof GovernmentCommerce(OGC),wastaskedwithdevelopinga frameworkforefficientandfinanciallyresponsibleuseofIT resourceswithintheBritishgovernmentandtheprivatesector. TheearliestversionofITILwasactuallyoriginallycalledGITIM, GovernmentInformationTechnologyInfrastructureManagement. ObviouslythiswasverydifferenttothecurrentITIL,but conceptuallyverysimilar,focusingaroundservicesupportand delivery.
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ITILOverview
LargecompaniesandgovernmentagenciesinEuropeadoptedthe frameworkveryquicklyintheearly1990s.ITILwasspreadingfarand,and wasusedinbothgovernmentandnongovernmentorganizations.Asitgrew inpopularity,bothintheUKandacrosstheworld,ITitselfchangedand evolved,andsodidITIL. Inyear2000,TheCCTAmergedintotheOGC,OfficeforGovernment Commerceandinthesameyear,MicrosoftusedITILasthebasistodevelop theirproprietaryMicrosoftOperationsFramework(MOF). In2001,version2ofITILwasreleased.TheServiceSupportand Service Deliverybookswereredevelopedintomoreconciseusablevolumes.Over thefollowingfewyearsitbecame,byfar,themostwidelyusedITservice managementbestpracticeapproachintheworld. In2007version3ifITILwaspublished.Thisadoptedmoreofalifecycle approachtoservicemanagement,withgreateremphasisonITbusiness integration.

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ITILLibraryComponents
TheITILCore Bestpracticeguidanceapplicabletoalltypesoforganizationswhoprovide servicetoabusiness Consistoffivepublications ServiceStrategy ServiceDesign ServiceTransition ServiceOperations ContinualServiceImprovement TheITILComplementaryGuidance Specifictoindustrysector,organizationtype,operatingmodeland technologyarchitectures TheITILWeb
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Module1:ServiceManagement
ITILVersion3Foundationfor ITServiceManagement

WhatisaService
Ameansofdeliveringvalue Facilitateoutcomethatcustomerwantto achieve Ownershipofspecificcostandassociatedrisks Enhanceperformanceandreducegripof constraints

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WhatisServiceManagement
SetofspecializedOrganizationalcapabilities forprovidingvaluetocustomerinformof service AsetofFunctionsandProceduresfor managingservicesoverthelifecycle Specializationinstrategy,design,transition, operationsandcontinualimprovements

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WhatisServiceManagement
Isaprofessionalpracticesupportedbyan extensivebodyofknowledge,experienceand skills Formalschemesexistsfortheeducation, trainingandcertificationofpracticing organizations InfluenceQualityandmakeoutcomeof servicemorepredictable
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Whyitisimportant?
Thecapabilitiesrepresentaservice organizationscapacity,competencyanda confidenceofaction Withoutthesecapabilitiesaservice organizationismerelyabundleofresources thatbyitselfhaslowintrinsicvalue

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ServiceManagement
Theoriginsofservicemanagementare traditionalservicebusinesssuchasairlines, banks,hotelsandphonecompanies InpracticehasbeenhugesuccessinIT Organizationsformanagingapplications, infrastructureandprocesses Popularbecauseofoutsourcingandshared services
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Function
Ateamorgroupofpeopleandthetoolsthattheyusetocarry outoneormoreprocessesoractivities Specializedtoperformatask Selfcontainedwithcapabilitiesandresources IncludesWorkMethodsandownbodyofknowledgeinternalto thefunctions Waytoimplementspecializationprinciple Thereiscoordinationbetweenfunctionthroughshared processes Poorcoordinationandinwardfocusleadstofunctionsilosthat hindersuccessoftheorganizationaswhole. Welldefinedprocessesarerequiredtoimproveproductivity withinandacrossfunctions

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Role
Asetofresponsibilities,activitiesandauthoritiesgranted toaapersonorteam Setofconnectedbehaviorsoractionthatareperformedby aperson,teamorgroupinspecificcontext ForexampleatrackcanperformaroleofProblem Managementwhilediagnosingtherootcauseofan incident Thesametrackcouldplayoverotherrolesatdifferent time (incidentmanagement,changemanagement, capacitymanagement) Scopeoftheroleandwhattriggerthemisdefinedbythe relevantprocess

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Process
Asetofactivitiesdesignedtoaccomplishaspecific objective. Takesdefinedinputsandturnsthemintodefined outputs Aprocessmayincluderoles,responsibilities,toolsand managementcontrolrequiredtodeliveroutput ProcessModel Processoncedefined,shouldbedocumentedand controlled Theycanberepeatedandbecomemanageable Processmeasurementandmetrics
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Process
Ifproductsconformtothesetnorms,theprocesscanbeconsidered effective(becauseitscanberepeated,measuredandmanaged). Ifactivitiesarecarriedoutwithaminimumuseofresources,theprocess canalsobeconsideredeffective WorkingwithdefinedprocesshasbeenthefoundationofITILfromthe beginning EachOrganizationshouldadoptaformalizedapproachtothedesignand implementationofServiceManagementProcessestobuildpracticaland appropriateprocesses Closedloopsystem,theyprovidechangeandtransformationtowardsa goal. Selfreinforcingandselfcorrectiveaction
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Howtorecognizeaprocess
Itismeasurable Itdeliversspecificresults Primaryresultsaredeliveredtocustomeror stakeholders Itsrespondstoaspecificevents

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Module2:ServiceLifecycle
ITILVersion3Foundationfor ITServiceManagement

ServiceLifecycle

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ITIL V3 Processes
From ITIL V2 From ITIL V3 Function

Knowledge Management Supplier Management Service Catalog Mgmt Information Security Management Evaluation Service Validation and Testing Transition Planning And Supporting Release and Deployment Mgmt Service Asset and Configuration Mgmt Change Management

IT Operations Management Function Application Management Function Technical Management Function Access Management Request Fulfillment Event Management Problem Management Incident Management Service Desk Function

Strategy Generation Demand Management Service Portfolio Mgmt Financial Management

IT Service Continuity Management Capacity Management Availability Management Service Level Mgmt

Service Strategy

Service Design

Service Transition

Service Operation

Continual Service Improvement

7 Step Improvement Process Service Reporting
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30 Service measurement

ServiceLifecycle

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ProgrammeManagementITILV3

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ServiceStrategy
TransformServicemanagementintoastrategicasset Helpstothinkandactinstrategicmanner Helpsclarifytherelationshipbetweenvariousservice, systemsorprocessandthebusinessmodels,strategies orobjectivestheysupport Developmentofmarkets,internalandexternal,service assets,servicecatalogandimplementationofstrategy throughtheservicelifecycle Toidentify,selectandprioritizeopportunities Thinkwhysomethingneedstobedonebeforethinking how
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ServiceStrategy
Whatserviceshouldweofferandtowhom? Howtodifferentiateourselvesfromcompetingalternatives? Howdowetrulycreatevalueforourcustomers? Howdowecapturevalueforourstakeholders? Howcanwemakeacaseforstrategicinvestments? Howcanfinancialmanagementprovidevisibilityandcontrolover value creation? Howdowechoosebetweendifferentpatsforimprovingservicequality? Howdoweefficientlyallocateresourcesacrossaportfolioofservice? Howdoweresolveconflictingdemandsforsharedresources?
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ServiceDesign
Provideguidanceforthedesignanddevelopmentof servicesandServiceManagementProcesses Thescopeincludesnewservices,andthechangesand improvementsnecessarytoincreaseandmaintain valuetocustomersoverthelifecycleofservices Scope:Designof
Newandchangedservices ServicePortfolioandServiceCatalog Technologyarchitectureandmanagementsystem Processesrequired Measurementmethodandmetrics
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ValuetobusinessofServiceDesign
ImproveQoS Improvedconsistency Easierimplementation Effectiveserviceimprovement MoreeffectiveITSM ImprovedServiceAlignment

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ServiceDesignPhases

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ServiceTransition
Planandimplementthedeploymentofallreleasesto createanewserviceorimproveanexistingservice AssurethatproposedchangesintheServiceDesignare realized Successfullysteerreleasesthroughtestingandintolive environment Decommissionorterminateservices Scope
Package,build,testanddeployrelease Establishtheservicespecifiedinthecustomerand stakeholderrequirements
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ServiceTransition
Planandmanagecapacitytopackage,build,test anddeploy Provideaconsistentandrigorousframeworkfor newserviceevaluationandriskevaluationbefore deployingnewservice Provideefficient,repeatablebuildand installationmechanism Ensurethattheservicescanbemanaged, operatedandsupportedinaccordancewiththe requirementsandconstraintsspecified
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ServiceTransition:KeyProcessesand Activities
WithintheServiceTransitionprocessset,some oftheprocessesmostimportanttoService Transitionarewholelifecycleprocessesandhave impact,inputandmonitoringandcontrol considerationsacrossalllifecyclestages. Thewholelifecycleprocessesare:
ChangeManagement ServiceAssetandConfigurationManagement KnowledgeManagement
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ValuetobusinessofServiceTransition
Abilitytoreactquicklytogivecompetitiveedge Managementofmergers,demergers, acquisitions,transferofservices Highersuccessrateofchangesandreleases Betterpredictionofservicelevelsandwarranties Betterestimationofresourcesandbudgets Reducedlevelofrisk Timelysavingfollowingdisposalsandde commissioning
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ServiceOperations
Coordinateandcarryoutdaytodayactivities andprocesstodeliveranmanageservicesat agreedlevels Ongoingmanagementofthetechnologythat isusedtodeliveryandsupportservices Wheretheplans,designsandoptimizationare executedandmeasured Scopeisongoingmanagementofservices, Technologyandpeople
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Keyprocessesandactivities
EventManagementProcess IncidentManagementProcess RequestFulfillmentProcess AccessManagementProcess ProblemManagementProcess

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CommonServiceOperationActivities
ServiceOperationincludesanumberofactivitiesthese include:
Monitoringandcontrol:todetectthestatusofservices andCIs andtakeappropriatecorrectiveaction Consolemanagement/operationsbridge:acentral coordinationpointformonitoringandmanagingservices Managementoftheinfrastructure:storage,databases, middleware,directoryservices,facilities/datacentreetc. Operationalaspectsofprocessesfromotherlifecycle stages:Change,Configuration,ReleaseandDeployment, Availability,Capacity,Knowledge,ServiceContinuity Managementetc.
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KeyFunctions
ServiceDeskFunction TechnicalManagementFunction ApplicationManagementFunction ITOperationsManagementFunction

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AchievingBalanceandCommunication
ConflictingMotivesandneedstobebalanced ITServicesVsTechnology StabilityVsResponsiveness QualityofserviceVsCostofservice ReactiveVsProactive Goodcommunicationisimportantacrossallphasesoftheservice lifecyclebutparticularlysoinServiceOperation Issuescanoftenbemitigatedoravoidedthroughgoodcommunication Allcommunicationshouldhave Intendedpurposeand/orresultantaction Clearaudienceshouldbeinvolved
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ContinualServiceImprovement
AimsatcontinuallyalignITServicestochanging businessneedsbyidentifyingandimplementing improvements Continuallylookingforwaystoimproveprocess efficiencyandeffectivenessaswellascost effectiveness Youcannotmanagewhatyoucannotcontrol Youcannotcontrolwhatyoucannotmeasure Youcannotmeasurewhatyoucannotdefine
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ObjectivesofCSI
Review,analyzeandmakerecommendationson improvementopportunitiesineachlifecycle phase:SS,SD,STandSO ReviewandanalyzeServiceLevelAchievement EnsureapplicableQualitymanagementmethods arebeingusedtosupportCSI Improvecosteffectiveness Wouldleadtomaturityofprocesses
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ValuetobusinessofCSI
ImprovedServiceQuality,higheravailability Gradualcostreductionandbettercost justification Betterinformationaboutexistingservicesand areasforimprovements BetterBusiness/ITalignment Increasedflexibilityandadaptability ROI/VOI
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Module3:KeyPrinciples, ModelsandConcepts
ITILVersion3Foundationfor ITServiceManagement

RACIModel
RACImodelcanbeusedtohelpdefinerolesand responsibilities Itidentifytheactivitiesthatmustbeperformedalongsidethe variousindividualsandrolesinvolved RACIisacronymforfourmainroles Responsible Thepersonorpeopleresponsibleforgetting thejobdone Accountable Onlyonepersoncanbeaccountablefor eachtask Consulted Thepeoplewhoareconsultedandwhose opinionsaresought Informed Thepeoplethatarekeptuptodateon progress
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Example:RACIModel
Director Service Level Mgr Problem Mgr Security Mgr Procurement Mgr

Acvitivty-1 Acvitivty-1 Acvitivty-1 Acvitivty-1

AR A I I

C R A A

I C R R

I C I I

C C C

1. Identify activity/processes 2. Identify/define the functional roles 3. Conduct meeting and assign the RACI codes 4. Do not have more than one accountable person
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SupplierandContracts
Supplier:Athirdpartyresponsiblefor supplyinggoodsorservices.Theyenable serviceprovidertodeliveraservice Contract:Alegallybindingagreement betweentwoormorepartiestosupplygood orservices
Underpinningcontracts

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ServicePortfolio
Service Knowledge Management System
Why should a customer buy these services?

Service Portfolio

Why should they buy these services from us? What are the pricing and chargeback model? What are my strength, weaknesses, priorities and risk How should our resources and capabilities be allocated

Service Lifecycle Service Status Requirement Defined Analyzed Approved Chartered Designed Developed Built Test Released Operational Retired

Service Pipeline
Customers/ Users only allowed access to services in this range
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Service Catalog

ServiceCatalog
PartofServicePortfolio Servicesavailablefordeploymentoruse Informationtobesharedwithcustomers BusinessServiceCatalog Servicesofinteresttocustomers TechnicalserviceCatalog UnderpinningservicesofinteresttoIT Eachorganizationshoulddevelopandmaintainapolicywith regardtoboththePortfolioandtheCatalog,withregardto theservicerecordedwithinthem,whatdetailsarerecorded andwhatstatusesarerecordedforeachoftheservices. 55

ServiceCatalog
TheBusinessServiceCatalog:Containingdetailsofall theITServicesdeliveredtothecustomer,together withrelationshipstothebusinessunitsandthe businessprocessesthatrelyupontheITServices.This isthecustomerviewoftheServiceCatalog TheTechnicalServiceCatalog:Containingdetailsofall theITServicesdeliveredtothecustomer,together withrelationshipstothesupportingservices,shared services,componentsandCIsnecessarytosupportthe provisionofservicetothebusiness.Thisshould underpintheBusinessServiceCatalogandnotform partofthecustomerview.
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RiskManagementandAnalysis
Define a framework
Identify the risks Identify probable risk owners Evaluate the risk Set acceptable levels of risk Define a framework Embed and Review Gain assurance about effectiveness Implement Responses

Risk Management

Risk Analysis

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Plan,Do,Check,ActModel
PLAN Plan service management & services

ACT Continuous improvement

DO Implement and run service management & services

CHECK Monitor, measure & review

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Demings Cycle

Quality

Objectives
ent l a m u e n ro v nti p o C m pI e t yS pb

Maturity
QMS Support

Act Check

Plan
Ste

Do
ISO 9000 means this ITIL tells us how to do it

t
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The7StepImprovementProcess

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Governance
CorporateGovernance
CorporateCompliance

ITGovernance
ITCompliance

ITServiceManagement

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Module4:Concepts,Processes, RolesandFunctions
ITILVersion3Foundationfor ITServiceManagement

ServiceOperations
Processes
Eventmanagement Incidentmanagement Requestfulfillment Problemmanagement Accessmanagement ServiceDesk TechnicalManagement ITOperationsManagement ApplicationManagement
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Functions

EventManagement
Detectevent,makesenseofthem,determinethe appropriatecontrolaction BasisofOperationalMonitoringandControl Event:AnalertornotificationcreatedbyanyIT service,configurationitemormonitoringtool Eventmanagement:Theprocessresponsiblefor managingeventsthroughouttheirlifecycle Alert:Somethingthathappensthattriggersanevent orcallforactionorhumaninterventionaftertheevent isfiltered
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EventManagement Loggingand Filtering

Exception

e
Event

Filter

Warning Information

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EventManagement
Incident Incident Management

Problem Exception Incident Problem Change RFC Warning Alert Auto Response Information Log

Problem Management

Change Management

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EventManagement Roles
Eventmanagementrolesarefilledby associatesinfollowingfunctions
ServiceDesk TechnicalManagement ApplicationManagement ITOperationManagement

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INCIDENTMANAGEMENT

Incident
Any event which is not part of the standard operation of a service and which causes, or may cause, an interruption to, or a reduction / degradation in, the quality of that service

KEDB ! Service Request ?

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IncidentManagement
Restorenormalserviceoperationsasquicklyaspossibleand minimizeadverseimpactonthebusiness IM:ManaginganydisruptionorpotentialdisruptiontoliveIT service Incidentsareidentified DirectlybyusersthroughServiceDesk ThoughaninterfacefromEventmanagement Reportedand/orloggedbytechnicalstaff Peoplesometimeuselooseterminologyand/orconfuseaMajor eventwithaProblem.Inincidentalwaysremainsincident,itmay growinurgencyandimpact,butanincidentneverbecomesa problem

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IncidentManagementObjectives
Restore Normal Service Operation Within Service Level Agreements (ASAP) Minimize the adverse impact on business operations Keep communication going with customer (escalation, estimated time for resolution) Aim Plus : Evaluate incident to determine whether likely to recur or is a symptom of chronic problem Problem Manager (update Problem Record)

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IncidentManagement:InputsandOutputs
Inputs Incidents from service desk Configuration information Response from incident matching against problem and KE Resolution details Response on RFC to effect resolution for incidents Outputs RFC for incident resolution; Updated incident record Resolved and closed incidents Escalate to Problem Management / Vendor / Third Party Communication to customers Management information (reports).
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IncidentManagementActivities
Identification Logging Categorization Prioritization Initial diagnosis Escalation (and Referral) Horizontal : Knowledge (Functional) Routing Vertical : Hierarchical (Inform /Support) Investigation and diagnosis Resolution and recovery Closure
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IncidentClassification
Prioritization Calculate from Business Impact and Urgency refer to SLA Factors Potential cost of non-resolution Threat of injury to customer or staff Legal implications Disruptions to customers and staff Prioritize Resources Priority Urgency Estimate - People - Resources - Time
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Impact

PrioritizationMatrix
Business Impact Urgency

L 2

M 1

H 1

M L

3 3

2 3

1 2

- Business Impact : Potential to which Business stands vulnerable - Urgency : Time available to avert / reduce this impact
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IncidentClassification
Classification of a group of incidents, e.g. Application Server not available Application bug / query Hardware Automatic alert Printer not printing Service request Password forgotten Security incident Virus
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Matching
Incident Database Open Incidents Problem Record Problems KEDB Known Error/ Workarounds

Is the Incident already called in? Is this incident related to an existing problem? Is there a known resolution / workaround?

Workaround
P1 : KEDB P2 : KEDB Workaround Solution Solution Problem Mgmt. Problem Mgmt.
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IncidentManagementLifeCycle
Incident Control

Incident Detection & Recording Classification & Initial Support RFC Resolution Service Yes Service Request Request Procedure No Direct Solution No Investigation & Diagnosis Resolution & Recovery Change Management Process Resolution Resolution or Work around Problem / Error Database
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Processes Control

Change Management Process Yes

Known Error Database Communication

Quality Control

Changes?

Ownership

RFC

Reporting

Incident Closure

RoutingIncidents
First Line
Service Request Procedure Service Request? Yes Resolution, Recovery

Detect and Record

Initial Support

Resolved? No

Incident Closure

Second Line

Investigation Diagnose

Resolved? Yes

Resolution, Recovery

Third Line

No Investigation Diagnose Resolved? Yes Resolution, Recovery

No

Problem Management (Problem Record) / Vendor

An Incident Never converts into a Problem

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BenefitsofIncidentManagement
Improved monitoring against SLAs Improved management information on aspects of service quality Better staff utilization Elimination of lost or incorrect Incidents Improved User and Customer satisfaction

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RequestFulfillment

ServiceRequest
Every Incident not being a failure in the IT Infrastructure Request for information Change Request

Service Request do not represent a disruption to agreed service, but are a way of meeting customers need and me by addressing an agreed target in a Service Level Agreement. Service requests are dealt with by the Request fulfillment process

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RequestFulfillment
Arequestfromauserforinformationoradvise, orforaStandardChange Theirscale,frequencyandlowrisknaturemeans thattheyarebetterhandledbyaseparate process,ratherthanbeingallowedtocongest andobstructthenormalIMandCMprocesses InsomecasespredefinedRequestModels,some formofpreapprovalbyCMsuchasStandard Changes Selfhelppractice
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PROBLEMMANAGEMENT

Problem
The unknown root cause of one or more incidents (not necessarily - or often - solved at the time the incident is closed) A Problem is a condition that has been defined, identified from one or more incidents exhibiting common symptoms, for which the cause is unknown
To prevent problems and resulting Incidents from happening To eliminate recurring incidents To minimize the impact of incidents that can not be prevented
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ProblemManagement
Problem
Causeofoneormoreincidents

ProblemModels Workaround KnownError KnowErrorDatabase

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ProblemManagement Goals
TominimizetheadverseimpactofIncidents andProblemsonthebusinessthatarecaused byerrorswithintheITInfrastructure TopreventrecurrenceofIncidentsrelatedto errors Topreventnewincidents Improveproductiveuseofresources

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ProblemManagementActivities
ProblemControl KnownErrorControl ProactiveProblemManagement Prevention ManagementInformation

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ProblemIdentification
Incidentswithoutresolution Incidentclosedwithaworkaround Incidentsolvedwithconsiderableimpact TrendAnalysis similarsymptoms Discoveryofasourceofpotentialincident Problemforwardedfromanotherdomain Engineerswithideas

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ProblemControl
Problem Control
Identification and registration

Error Control

Error Identification and Recording

Classification

Error Assessment

Assigning Resources Investigation and Diagnosis Establish Known Error

Recording Error Resolution (RFC)

RFC

Change Management

Successful completion

Error Closure (PIR)

Update KEDB

Incident Closure
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ProactiveProblemManagement
Activities arrived at identifying and resolving Problems before Incidentsoccur TrendAnalysis
Postchangeoccurrencesofaparticulartype Initialfaultsofaparticulartype RecurringincidentswithparticularCIs fragilecomponents Needforstafforcustomertraining

TargetingSupportAction TrendAnalysiscanleadto:
Identificationoffaultsandactions IdentificationofGeneralproblemareasneedingattention

Informingtheorganization/customers

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ReactiveProactive
Reactive Proactive Prevention of problems on other systems and applications Monitoring of Change Management Initiating changes to combat : Occurrence of incidents Repetition of incidents Identification of trends Problem identification Problem diagnosis Supplying 2nd / 3rd line incident support
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IncidentsversusProblems
Problem Management

Problem Known Errors, Known Workarounds 1% No

Investigate

KE

Change Management Investigation & Diagnosis No 29% Yes Solution Found? Change RfC

Incident (s)

Match?

Yes

70%

Get Solution

Solve Incident

Incident Resolved

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BenefitsofProblemManagement
Permanentsolutions Incidentvolumereduction ImprovedITserviceavailabilityandquality Improvedorganizationallearning BetterfirsttimefixrateattheServiceDesk
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AccessManagement

AccessManagement
Grantingauthorizeduserstherighttousea service Preventingaccessbynonauthorizedusers Access Identity Rights ServiceorServiceGroups DirectoryServices
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AccessManagement
RequestingAccess Verification ProvidingRights MonitoringIdentityStatus LoggingandTrackingAccess RemovingorRestrictingRights

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ServiceOperationFunctions

ServiceOperationFunctions
Service Desk IT Operations Management

Technical Management

Application Management

Operations Control Facility Management

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ServiceOperationFunctions
SomeOrganizationsmaychoosetoperform operationalactivitiesaspartftheTechnical ManagementandApplicationManagement functions,whereasothersprefertodelegate thesetocentralizedITOperations Managementfunctions

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ServiceOperationsFunctions
IT Operations Management

Service Service Desk Desk

Technical Management

Application Application Management Management IT Ops Control

Financial Apps

Mainframes

Server

Network

Console Mgmt Job Scheduling Backup/Restore Print & Output

HR Apps

Storage

Business Apps

Database

Facility Mgmt Data Center Recovery Sites Consolidation Contracts

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Desktop

Internet/Web

ServiceDesk

ServiceDesk
Primary point of contact. Single point of contact for IT Users Deals wit all user issues (incidents, requests, standard changes) Coordinates action across IT organization to meet user requirements Different Options (Local Centralized, Virtual, Follow-theSun, Specialized Groups) The service desk coordinates actions across all IT departments, on behalf of the users keeping communication flowing back and forth.
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DifferentDesks
Call Center Handling large call volumes of telephone-based transactions, registering them and referring them to other parts of the organization Help Desk Managing, coordinating and resolving Incidents as quickly as possible Service Desk Allowing business processes to be integrated into the Service Management infrastructure. It not only handles Incidents, Problems and questions, but also provides an interface for other activities
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TypesofServiceDesk
Local Centralized Virtual Follow the Sun

Specialized Groups

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ServiceDeskGoals
Single point of contact for customers Facilitate restoration of normal operational service Deliver high quality support to meet business goals Support changes, generate reports, communicate & promote IT

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ServiceDeskActivities/Responsibilities
Receiving, Recording, Prioritizing and Tracking service calls Monitoring and Status Tracking of all registered calls Escalation and Referral to other parts of the organizations First Line Support Coordinating second-line and third-party support groups Keeping customers informed on request status and progress Closing incidents and confirmation with the customer

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ServiceDeskInputsandOutputs
Walk-in Email/Voice Requests Telephone Requests Fax Requests Hardware/ Application Events/ Alerts

Internet/ Browser Requests

Service Desk

Management Information & Monitoring

External Service Support

Product Support

Sales & Marketing

Contract Support

Internal Service Support

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ServiceDeskMetrics
Periodicevaluationofhealth,maturity, efficiency,effectivenessandanyopportunitiesto improve Realisticandcarefullychosen totalnumberof callisnotitselfgoodorbad SomeExamples:
Firstlineresolutionrate Averagetimetoresolveorescalatedanincident Thenumberofcallbrokendownbytimeofdayand dayofweek,combinedwiththeaveragecalltime.
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TechnicalManagement

TechnicalManagement
Thegroups,departmentsorteamsthatprovide technicalexpertiseandoverallmanagementofIT infrastructure
Custodiansoftechnicalknowledge ProvidetheactualresourcestosupportITServices Performmanyofthecommonactivities ExecutemostITSMprocesses

Normallyalignedtothetechnologytheymanage Canincludeoperationalactivities Swiftuseoftechnicalskillstospeedilydiagnose andresolveanytechnicalfailuresthatdooccur

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ITOperationsManagement
Responsibleforperformingdaytodayactivities
ConsoleManagement JobScheduling Backup/Restores Print/Outputmanagement Facilitymanagement Networkoperationscenter MonitoringofInfrastructures,applicationandservices

Maintainthestatusquo toachieveinfrastructure stability Initialdiagnosisandresolutionofoperationalincidents

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ApplicationManagement
Manageapplicationthroughouttheirlifecycle Rolesindesign,testingandimprovementof application Welldesigned,resilient,costeffective applications Ensuringavailabilityoffunctionality Maintainoperationalapplication..Adequate technicalskillstomaintain Supportduringapplicationfailures
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ContinualServiceImprovement
ThebusinesscaseforROI Gettingpastjusttalkingaboutit OverallhealthofITSM Portfolioalignmentinrealtimewithbusinessneeds GrowthandmaturityofSMpractice Howtomeasure,interpretandexecuteresults CIModels
PDCA(Deming'sCycle) RACI(Responsible,Accountable,Consulted&Informed) CMMi Maturityprocessframework 7StepImprovementProcess formeasuringperformance ServiceReporting
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ContinualServiceImprovementModel
What is the vision
Business Vision mission, goals and objectives

Where are we now

Baseline assessments

How do we Keep the Momentum going

Where do we want to be?

Measurable targets

How do we get there?

Service-Process improvements

Did we get there?

Measurement and metrics

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ServiceMeasurement
Theabilitytopredictandreportservice performanceagainsttargetsofendtoend service WhyMeasure?
Tovalidate Todirect Tojustify Tointervene
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ServiceMeasurement
TypesofMetrics
TechnologyMetrics:typicallycomponentsand applications.SLA
Performance,availabilityetc.

ProcessMetrics:Criticalsuccessfactors.Key performanceindicators,activitymetricsfrom ITSMprocess.MeasureProcesseffectiveness ServiceMetrics:endtoendservicemetrics.OLA

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ServiceTransition

ServiceTransitionVModel

119

ServiceTransitionVModel
ServiceValidationandtestingearlyintheservicelifecycle Frameworktoorganizethelevelsofconfigurationitemstobe managedthroughthelifecycleandtheassociatedvalidationand testingactivities,bothwithinandacrossstages. Mappingservicetransitionlevelsoftestingtocorrespondingstages ofservicerequirementsanddesign Thereisdirectinvolvementbytheequivalentpartyontheright handside Forexample:customerwhosignsofftheagreedservice requirementwillalsosignofftheserviceacceptancecriteriaand testplan.
120

Configurationitem
Anythingthatneedstobemanagedinordertodeliver anITService CIinformationisrecordedintheConfiguration ManagementSystem CIinformationismaintainedthroughoutthelifecycle byConfigurationManagement AllCIsaresubjecttoChangeManagementcontrol CItypicallyinclude
ITService,hardware,software,buildings,people,and formaldocumentationsuchasprocessdocumentationand SLAs
121

ConfigurationManagement System
InformationaboutallCIs Storedin1ormoredatabases(CMDBs) CMSstoresattributes CMSstoresrelationships CMShasmultiplelayers

122

KnowledgeManagement
Theprocessresponsibleforgathering, analyzing,storingandsharingknowledgeand informationwithinanOrganization TheprimaryfocusofKMistoimprove efficiency&effectivenessbyreducingthe needtorediscoverknowledge

123

Data,Information,Knowledge& Wisdom(DIKW)

Data is set of discreet facts about events. Information comes from providing context to data Knowledge is compose of tactic experience, ideas, insights, values and judgment of individuals. Knowledge puts information into ease of use form that facilitate decision making Wisdom given sensitivity of the material, situation and contextual awareness to provide a strong common sense judgment 124

ServiceKnowledgeManagement System(SKMS)

DML: Definitive Medial Library. Master copies of all software assets

125

ServiceTransitionProcesses
Transitionplanningandsupport Changemanagement ServiceAssetandConfigurationManagement (SACM) ReleaseandDeploymentManagement ServiceValidationandTesting Evaluation KnowledgeManagement
126

CHANGEMANAGEMENT

Change Management
A Change is an action that results in a new status for one or more CIs. Standardized methods and procedures for implementing approved changes efficiently and with acceptable risk, to the IT Infrastructure while minimizing change related incidents and their impact on service quality & business continuity. Assessing impact of change Authorizing change

128

ChangeManagement
Respondtochangingbusinessrequirements Minimizeimpactofimplementingchanges Optimizebusinessrisks Implementchangesuccessfullyasplanned Implementchangesinthetimethatmeet businessneeds Usestandardprocesses Recordallchanges
129

ChangeManagement
Addition,ModificationorRemovalofany serviceorCIorassociateddocumentation including
Strategic,tacticalandOperationalchanges

Excludes
BusinessStrategyandprocesses Anythingdocumentedasoutofscope

130

Change Management

High percentage of problems related to IT Service quality result from some change(s) made to the system Change Management Does not take over the powers; it only Controls Does not take over anybodys responsibilities (e.g. Project Manager) Is not Bureaucratic; it takes a holistic view.

131

Triggers for RFC

Problem Management

Incident Management

Customers

RFC

Projects / Processes

Policy Legislation

Suppliers

132

ChangeManagement Responsibilities
Accepting, Recording & Filtering Changes Review and Closure Change Management Justification & Approval of Change Manage & Coordinate Implementation Assessing Impact, Cost, Benefit, and Risk of Proposed Changes

Monitoring & Reporting

Forward Schedule of Changes (FSC)

Chairing CAB and CAB/EC

Not responsible for Implementing changes only controls

133

ChangeType
Normal StandardChange EmergencyChange

134

7Rs ofChangemanagement
Whoraisedthechange? Whatisthereasonofthechange? Whatisthereturnsrequiredofthechange? Whataretherisksinvolvedinthechange? Whatresourcesarerequiredtodeliverthe change? Whoisresponsibletobuild,testand implementthechange? Whatistherelationshipbetweenthischange andotherchanges?
135

Change Advisory Board (CAB)

Cover possible risks Create support Include those involved in decision making; make recommendations about: - Authorization - Determining impact - Determining priority - Determining resources - Release ECAB

136

ChangeAdvisoryBoard:Composition
Change Manager (Chair) Others & required Service Level Manager

Finance Manager

CAB

Application Manager

Release Manager Problem Manager Senior Business Representation

Ensures appropriate & timely communication

137

ChangeManagementProcess
Project / Operations / Processes Change Mgmt Monitoring Planning Registration, Filtering Classification, Prioritization Approval [Change Advisory Board (CAB)] RfC

Build

Refusal

Test

Authorization Implementation

Refusal

Backout

Implementation

Update CMDB Evaluation (PIR) (Post Implementation Review)

Backout

138

Monitoring and Planning

The impact that the change will make upon all customers business operations The effect upon The infrastructure Customer service The capacity and performance, reliability and resilience Contingency plans, and security The impact on other services that run on the same infrastructure The impact on non-IT infrastructures within the organization The effect of not implementing the change The resources required to implement the change The current FSC and projected service availability (PSA) Additional ongoing resources required
139

Building Testing & Implementation

Pass authorized RFCs to relevant groups RFCs might involve: Building a new production module Creating a new version of one or more software modules Purchasing equipment or services externally Preparing a hardware modification Producing new or amended documentation Preparing amendments to User training

140

Post Implementation Review

Purpose: to determine That the change met its objectives That users and customers are content with the results Any shortcomings Unexpected or undesirable side-effects That the resources planning was correct That the implementation plan worked correctly That the change was implemented on time and to cost That the back out-plan functioned correctly, if needed.

141

Benefits of Change Management

Increased visibility and communication of changes Reduced adverse impact of changes on the quality of services and on SLAs Better assessment of the cost and risk of proposed changes before they are incurred Greater ability to absorb a large volume of Changes

142

ServiceAssetandConfiguration Management(SACM)

SACM
ForServiceAssets,CIandcustomerassets
Protectintegritythroughouttheirlifecycle Provideaccurateinformationtosupportbusinessand servicemanagement

EstablishandmaintainaConfiguration ManagementSystem ThegoalofServiceAssetandConfiguration ManagementistoprovidealogicalmodelofIT InfrastructurecorrelatingITServicesand differentITComponents

144

SACMConfigurationItemCategories
ServiceLifecycleCIs
Businesscase,plan,designpackage,releaseand changeplan,Servicelifecycleplans,Servicedesign package,releaseandchangeplan,testplans.These providepictureofserviceprovidersservices.How theseserviceswouldbedelivered,whatarethe benefitsexpectedandatwhatcost

ServiceCIs
Servicecapabilityassets:management,organization, process,knowledge,people Serviceresourceassets:financialcapital,systems, applications,information,data,infrastructure
145

SACM
To Manage the IT infrastructure by Identification Recording Controlling Reporting of IT components (Configuration Items - CI), including their versions, constituent components and relationships
146

SACM Goals
Enablingcontroloftheinfrastructureby

Accounting, controlling all the resources neededtodeliverservices ConfigurationItem(CI)statusandhistory CIrelationships Configuration

ProvidinginformationontheITinfrastructure

Toallotherprocesses ITManagement

147

AssetsVsConfigurationItems
Asset

Componentofabusinessprocess
Configuration(CI)

Component of an infrastructure or an item associated with an infrastructure which is (or is to be)underthecontrolofConfigurationManagement

AssetRegister

BookValue Relationshipsnotcaptured
ConfigurationManagementDatabase(CMDB)

A database, which contains all relevant details of each CI and details of the important relationships betweenCIs 148

Configuration Item (CI)

Configuration Item Is needed to deliver a service Is uniquely identifiable Is subject to change Can be managed Physical / Logical A Configuration Item has A Category - H/W, S/W, application, document Relationships Attributes Name, Type, Model No., Status, Owner, Location A Status Ordered, In Store, Active

149

SACM : Activities. PICSV

Planning purpose, scope, objectives, policies / procedures Identification & Naming - Configuration Management Database (CMDB) : Identifiers, Version Nos., Labeling Control only authorized & identifiable CIs, Access, Security Configuration Controller Status accounting current & historical data of CIs like live, obsolete etc & traceability Verification and audit correct recording in CMDB Configuration Baseline : reference of original state re-build

150

CIs ScopeandDetails

Service

Hardware

Software

Documentation

Environment

- IT Users/ Staff - Incidents / Known errors / Problems

DETAILS

Network printer Local printer

UPS PC Bundled s/w No break power

VDU
Mailing Services File and Print Services

Keyboard

CPU SLA DBMS

MS E-mail Word

SCOPE
151

Naming&Attributes
Requirementsforanamingconvention:
Unique Logical Unchanging used PRINTER AF651_2/X3 PC_Johnson_room1 PRINTER005 WORD_5.1 PC_0353

4 Suitable with the tools which are Hardware

Name Type Serial Number Location Name supplier Price

Other

Software
Name

SLA
Name Service Service Manager Customer Start date End date Critical Yes / No
152

attributes:

Kind of software Version Name supplier Licensees Location source Accepted date .

Installation date Capacity ..

Configuration Management : Customers

Engineers. Settings & Configs

Service Level Mgt. SLA

Finance Mgt./Architectures etc information

Service Desk Call

Incident Mgt. incident

Problem Mgt. Problem KE RFC

Change Mgt. Change Release Management release

Configuration Management Database

153

Benefits of SACM
Providing accurate information on Configuration item (CI) and their documentation. Helping with financial and expenditure planning. Making Software Changes visible. Supporting and improving Release Management. Allowing the organization to perform impact analysis and schedule Changes safely, efficiently and effectively.

154

Exercise
Which are not CIs : 1. SLA 2. IP Address 3. A call 4. Documentation 5. Windows 2003 6. Printer 7. UPS 8. License 9. People 10.Incidents 11.Building 12.Mouse 13.Internet Service
155

RELEASEMANAGEMENT

ReleaseandDeployment Objectives
Clear,comprehensivereleaseanddeploymentplans Releasepackagescanbebuilt,installed,testedanddeployed Skillsandknowledgetransfertoenableoperationsand supportstafftorunandsupportservices Releaseunits:CIsthatarenormallyreleasedtogether BigBangversusphaseapproach PushversusPullDeployment Automatedversusmanualdeployment Singlereleaseormanyrelatedreleases
157

Release Management
Undertakes Planning Preparation Scheduling of a Release to many Customers and Locations. Ensures that only Authorized and Correct versions of Every Release is a Change software are made available for operation.
158

Release Management - Goals

Plan and oversee the SW & related (or large / critical) HW rollouts Design and implement efficient procedures Ensure that changes to hardware and software are controlled To manage expectations of the customer during rollout To agree the content and rollout plan for a release To implement new software releases or hardware into the operational environment Secure all software masters in the definitive software library (DSL) 159

Release Planning
Gaining consensus on the release contents Agreeing to the phasing over time and by geographical location, business unit and customers Producing a high-level release schedule Conducting site surveys to assess used hardware and software Planning resource levels (including staff overtime) Agreeing on roles and responsibilities Obtaining detailed quotes and negotiating with suppliers for new hardware, software or installation services Producing back-out plans Developing a quality plan for the release Planning acceptance of support groups and the customer

160

Release Management Activities

Release policy and planning Big Bang or Phased approach Release design, build and configuration Release acceptance Rollout planning Communication and training Audits prior to and following the implementation of changes Release, distribution and installation of software Maintain Definitive Software Library (DSL) and update CMDB
161

Release Management Life Cycle Activities

Development Environment Controlled Test Environment Live Environment

Release Management
Design and Build and Fit-forRelease Develop, or order Configure Purpose Planning and purchase the the Release testing software

Release Policy

Release Roll-out Acceptance planning

Communication Distribution Preparation + installation Training

Configuration Management Database (CMDB) and Definitive Software Library (DSL)

162

Release Policy

Full, Package And Delta Release Emergency Release Release Unit

Release Policy

Release Frequency

Version Numbering

163

ApplicationManagement
ManagingApplicationsthroughouttheirLifeCycle

ServiceStrategy Definesoverallarchitecture Criteria for Developing inhouse, Outsourcing development or Purchasing ServiceDesign CoversmostoftheRequirementphase Establish Requirements for functionality and manageability of applications 164

ApplicationManagementContd
ServiceTransition ApplicationsDevelopmentandManagementteams involvedinTesting&Validating CoverDeployPhase ServiceOperation CoverOperationsPhase ContinualServiceImprovement CoversoptimizePhase Measuresquality&relevanceofapplications

165

Release Types
Release Unit Describes the portion of IT Infrastructure that is normally released together for control and effectiveness of the changes made. The unit may vary depending on the types or items of software (and / or hardware).

Full Release Means that all the components of the release unit are built, tested and released in its entirety, including components that were not changed.

166

Release Types
Delta Release It is a partial release, which only includes those CIs within the Release Unit that have actually changed or are new since the last full or delta release e.g., if Release Unit is Programme, Delta Release will be only changed or new modules. Normally a Quick Fix or emergency solution. Package Release It is a bundle of Full and / or Delta Releases of related applications and infrastructure e.g., scheduled upgrades to third party software such as system software and office applications or a new software / package + some nonrelated component on which the new software depends.
167

Release Units

IT Infrastructure

Transaction Processing

System 1

System 2

System 3

PC Software

Suite 1-1

Suite 1-2

Suite 2-1

Suite 2-2

Batch Application

Program 2-1-1 Module 2-1-1-1 Module 2-1-1-2

Program 2-1-2 Module 2-1-1-3

168

Definitive Software Library (DSL)

DSL : A Logical Library which is a collection of electronic media, files and electronic / paper documentation
Definitive copies of Purchased Software & Licensed elements/ information Logical Storage Base for Releases

Protection of all Authorized Software Versions (Master copies)

DSL
One or More Physical File Stores

Linked With CMDB Distribution

169

Release Management Benefits

Releases built and implemented on schedule

Very low (ideally no) incidents

Secure and accurate DSL / DHS management

Accurate distribution of releases

Implementation of all releases on time

No unauthorized (re)versions
170

ServiceDesign

AspectsifServiceDesign
Thereare5aspectsofservicedesign consideredwithinServiceDeliveryscope
Thedesignofnewofchangedservices ThedesignofServicePortfolio,includingService Catalog Thedesignoftechnologyarchitectureand managementsystems Thedesignofprocessesrequired Thedesignofmeasurementmethodsandmetrics
172

ServiceDesign
Theservicedesignstageoflifecyclestatwitha setofneworchangedbusinessrequirementsand endswiththedevelopmentofaservicesolution designedtomeetthedocumentedneedsofthe business ThisdevelopedsolutiontogetherwithitsService DesignPack(SDP)isthenpassedtoSTto evaluate,build,testanddeploythenewor changedservicesandoncompletionofthese transitionactivities,controlistransferredto ServiceOperationsstageoftheservicelifecycle
173

ServiceDesign
ThemainaimofSDisthedesignifneworchanges services..Therequirementofthenewservicesare extractedfromtheserviceportfolioandeach requirementisanalyzed,documentedandagreedand asolutiondesignedisproducedwhichisthem comparedwiththestrategiesandconstraintsfromSS toensurethatitconfirmstocorporateandITPolicies Manydesign,plansandprojectsfailthoughalackof preparationandmanagement.Theimplementationof ITILservicesaspracticeisaboutpreparingand planningtheeffectiveandefficientuseoffourPs
174

TataNano
Ratan Tata People Car Rs. 1,00,000

Design Features

Assembly lines Requirements Trainings Vendor Contracts

Production Rollouts

175

SDP
ServiceDesignPackage
Detailsallaspectsofaservicethroughallstagesof itslifecycle TheSDPispassedfromSDtoSTfor implementation

176

SDPShouldContain

177

KeyConcepts.FourPs

People

Products Partners

Processes

Service Technology Tools

Suppliers, Manufacturer and vendors 178

ServiceCatalogManagement
CreateandmanageaccurateServiceCatalog
Asinglesourceofinformationonallservices

ServiceCatalog
PartofServicePortfolio Detailsofalloperationalservices,andthosebeing preparedfortransition BusinessServiceCatalog TechnicalServiceCatalog
179

ServiceLevelManagement
Negotiate,agreeanddocumentservicelevels Measure,reportandimproveservicelevels Communicatewithbusinessandcustomers Ensurequalityofservicematchesthe expectations

180

ServiceLevelManagement
Customer/Users Service Level Agreements

Service A

Service B

Service C

IT Infrastructure

Operational Level Agreements

Underpinning Contracts

Internal Organization

External Organization
181

ServiceLevelManagement
DesignSLAFramework IdentifyServiceLevelRequirements AgreeanddocumentSLA NegotiateanddocumentOLAandUnderpinningContracts MonitorSLperformance MeasureandImprove ReviewandReviseUCs andservicescope Produceservicereports Conduceservicereviewandinstigateimprovements ReviewandreviseSLA,OLAandUC Developcontactandrelationships Managecomplaintsandcompliments
182

ServiceLevelManagement
Numberand%oftargetbeingmet Numberandseverityofservicebreaches Numberand%ofuptodateSLAs Numberofserviceswithtimelyreportsand servicereviews ImprovementinCSAT

183

ServiceLevelManagement Challenges
Identifyappropriatecustomer/business repetitive Overcomecurrentissues Achievingaccuratemonitoringofservice achievements GettingSLAs singedofattheappropriatelevel

184

ServiceLevelManagement Interfaces
ServicePortfolioManagement ServiceCatalogManagement SupplierManagement AvailabilityManagement,Capacity Management ServiceKnowledgeManagementSystem CSI Allotherservicemanagementprocesses
185

AVAILABILITYMANAGEMENT
EffectiveAvailabilityManagement influencesCustomersatisfaction& determinesthemarketplacereputation oftheBusiness.

Availability Management
To optimize the capability of IT Infrastructure Services Supporting organization to deliver a Cost effective and sustained level of Availability that enables the business to satisfy its business objectives. Availability Maintainability Resilience Reliability Serviceability Security
187

Availability Management Goals

To predict, plan for and manage the availability of services by ensuring that: All services are underpinned by sufficient, reliable and properly maintained CIs Where CIs are not supported internally there are appropriate contractual arrangements with third party suppliers Changes are proposed to prevent future loss of service Only then can IT organizations be certain of delivering the levels of availability agreed with customers in SLAs.
188

Availability Management Responsibilities

Optimize availability by monitoring & reporting Determine availability requirements in business terms Predicting & designing for expected levels of availability & security Resilience Producing the Availability Plan Collecting, analyzing and maintaining data Monitoring availability levels to ensure SLAs & OLAs are met Continuously reviewing & improving availability
189

Service Unavailability

An IT service is not available to a customer if the functions required during Service Hours at that particular Location cannot be used even though the agreed SLA conditions are being met
Costs of Unavailability Impact on Vital Business Functions (VBF) Monetary Impact Intangible costs
190

Availability Management Methods and Techniques

Component Failure Impact Analysis (CFIA) Fault Tree Analysis (FTA) CRAMM (Computer Risk Analysis & Management Methodology) Calculating Availability Calculating the cost of Unavailability Developing business and User measurement and reporting Systems Outage Analysis (SOA) The Incident lifecycle Continuous improvement methodology Technical Observation Post (TOP)
191

Unavailability Life Cycle

MTTR Mean Time To Repair (Downtime) => MAINTAINABILIY or SERVICEABILITY Response Time Recovery Time
ec R
tio c te De n R is r ai p e n io t a or t es

y er ov
R

* Incident
Di

os n ag

Incident Time Between Failures or Uptime Repair Time MTBF Mean Time Between Failures (Uptime) = AVAILABILITY Time Between System Incidents

MTBSI Mean Time Between System Incidents = RELIABILITY Time People, Processes, Technology Vital Business Function (VBF) 192

Availability Vs Costs

193

Availability Formula
Availability = Total Time Downtime x 100 Total Time

Service Availability = Agreed Service Time (*) Down Time (*) x 100 Agreed Service Time (*)

* During Service Window

194

Availability Calculations

Series

Parallel
Avail = 90%

Device A Monitor
Avail = 90%

CPU
Resilience Avail = 85%

Device B

Avail = 85%

Overall Availability = ?

Overall Availability = ?

Resilience ?
195

AvailabilityManagement
Proactive
Designandplanactivities Planning,designandimprovementofavailability

Reactive
Operationalactivities Monitoring,measuring,analysisandmanagement ofallevents,incidentsandproblems

196

AvailabilityManagement
Reliability
Measurehowlongaservicecanperformatits agreedlevel

Maintainability
Measurehowquicklyandeffectivelyaservicecan berestoredtonormalworkingafterafailure

Serviceability
Abilityofathirdpartysuppliertomeettheterms oftheircontracts
197

InformationSecurity Management

InformationSecurityManagement
Toprotecttheinterestofthoserelyingoninformation Toprotectthesystemsandcommunicationthat delivertheinformation Specificallyrelatedtoharmresultinginfailureof
Availability Confidentiality Integrity

Theabilitytodobusinesswithotherorganizations safely VerifytheirAuthenticity NonRepudiation

199

InformationSecurityManagement
InformationSecurityPolicy InformationSecurityManagementSystem RiskAnalysisandRiskAssessment SecurityControls

200

Risk Analysis

Value of Assets

Threats

Vulnerabilities

Risk analysis Risk Management

Risk

Risk ~ f (Asset, Threat, Vulnerability)

Countermeasures

Planning For potential outage

Managing outage

Residual Risk !
201

SUPPLIERMANAGEMENT

SupplierManagement
Managesupplierrelationshipsand performance Negotiateandagreecontracts Managecontractsthroughlifecycle Maintainasupplierpolicyandasupport supplierandcontactdatabase

203

Supplier Management
Documentedsuppliermanagementprocesses,namedcontractmanager responsibleforeachsupplier. Therequirements,scope,levelofserviceandcommunicationprocesses tobeprovidedbythesupplier(s)shallbedocumentedinSLAs orother documents. SLAs withthesuppliersshallbealignedwiththeSLA(s)withthebusiness. Theinterfacesbetweenprocessesusedbyeachpartyshallbe documentedandagreed. Allrolesandrelationshipbetweenleadandsubcontractedsuppliersshall beclearlydocumented. Leadsuppliersshallbeabletodemonstrateprocessestoensure that subcontractedsuppliersmeetcontractualrequirements. 204

Supplier Management
Aprocessshallbeinplace Majorreviewofthecontractorformalagreementatleastannually. Changestothecontracts(s),ifpresent,andSLA(s)shallfollowfrom thesereviewsasappropriateoratothertimesasrequired.Any changesshallbesubjecttothechangemanagementprocess. Todealwithcontractualdisputes. Todealwiththeexpectedendofservice,earlyendoftheserviceor transferofservicetoanotherparty. Performanceagainsttargetsshallbemonitoredandreviewed. Actionsforimprovementidentifiedduringthisprocessshallbe recordedandinputintotheserviceimprovementplan.
205

CAPACITYMANAGEMENT

CapacityManagement
Toproduceandmaintainacapacityplan Toprovideadviceandguidanceoncapacity performancerelatedissues Toensureservicemeetorexceedperformance targets Toassistindiagnosingandresolvingcapacity relatedproblemsandincidents Toaccesstheimpactofthechangesonthe capacityplan Proactivecapacityandperformancemeasure
207

Capacity Management - Goals

Balancing Act Cost against Capacity Supply against Demand To achieve Service Levels at the Right Time

208

Capacity Management Activities/Responsibilities

Business Capacity Management Business requirements Current and future

Service Capacity Management Management of existing IT Services : Workload or usage of Services, Performance of services Resource Capacity Management monitoring & measuring of IT infrastructure components (individual components) Demand Management Best Value for Money Monitoring, tuning etc. Capacity Planning Capacity Management Database (CDB)
209

Capacity Management Process

Inputs Business Strategy & Plans Financial Plans IT Strategy & Plans Service Level Management Process Incident & Problem Management Processes Change Management Process New Technologies

Outputs - Capacity Mgmt Process Business Capacity Management H/w, S/w upgrades Service Capacity Management Resource Capacity Management - Other Processes SLM Financial Mgmt - Other Parts of the Organization Senior Mgmt

Sub-processes

210

Business Capacity Management

Current and future Business requirements - Trend, forecast, model, prototype, size, Inputs Existing service levels and SLAs Future service levels and service level requirements (SLRs) Business plan and capacity plan Modeling techniques Analytical Simulation Trending Base lining Application sizing
211

Service Capacity Management

Monitor, analyze, tune and report on service performance Establish baselines and profiles of use of services (peaks, troughs and seasonal variations) Manage demand for service Requires knowledge of Service levels and SLAs Systems, networks and service throughput and performance Monitoring, measuring, analysis, tuning and demand management
212

Demand Management Manage demand Smoothing peaks Charging options Flexible purchase / use of resources QoS Impose constraints e.g. Limiting number of concurrent users to prevent resource overload during specific periods Customer Awareness and Education Requires full Management support and understanding as these are unpopular measures
213

Resource Capacity Management

Monitor, analyze, tune and report on the utilization and performance of components Establish baselines and profiles of use of components Requires knowledge of Current technology and its utilization Alternative technologies Resilience of systems and services

214

Capacity Management Process

215

InputsandOutputs Capacityplansand reports

Business data Service data Technical data Financial data Utilization data Exception Reports

Capacity DataBase (CDB)

Management Reports

Technical Reports

Capacity Plan

216

Capacity Plan

Executive Summary Business and IT strategy Inputs Details of current service level targets and performance against those targets. New services and Service Level Requirements Future resource requirements New technologies Scenarios and plans Investment recommendations

217

CapacityManagementPlanning

Reactive

Predictive or Planned Tuning

Actual Demand

Continual Improvement

218

Capacity Management Benefits

Ability to create, delivery and manage Service Level Agreements (SLAs) Reduce number of problems caused by lack of resources Increased end user satisfaction Increased system availability / resource utilization Improved capacity forecasting and budgeting capacity Improved scheduling for upgrades and hardware installs Improved negotiating position
219

ITSERVICE CONTINUITYMANAGEMENT

ITCM
TOmaintainServiceContinuityandITRecovery PlanthatsupporttheBusinessContinuityplans TocompleteregularBusinessImpactAnalysisto makesurethatplansarecurrentandaccurate Toconductriskassessment ToimplementmeasuretomeetorexceedBC targets Tochecktheimpactofchangesonexistingplans Tonegotiatenecessarycontactwithsuppliers Lifecycleapproach
221

IT Service Continuity Management

Business Continuity Management (BCM) is concerned with the management of Business Continuity that incorporates all services upon which the business depends, one of which is IT IT Service Continuity Management focuses on the IT Services required to support the critical business processes. It delivers required IT Infrastructure to enable business to continue following a service disruption

222

Why IT Service Continuity Management ?

Increased business dependency on IT Reduced cost and time of recovery Cost to customer relationship Survival

Many businesses fail within a year of suffering a major IT disaster !

223

Business Continuity Management Process

224

Business Continuity Plan

Administration The IT infrastructure IT infrastructure management & operating procedures Personnel Security Contingency site Return to normal
225

Risk Analysis

Value of Assets

Threats

Vulnerabilities

Risk analysis Risk Management

Risk

Risk ~ f(Asset, Threat, Vulnerability)

Countermeasures

Planning For potential outage

Managing outage

Residual Risk !
226

Countermeasures
Do nothing Manual workarounds Reciprocal arrangements Gradual Recovery (cold standby) Intermediate Recovery (warm standby) Immediate Recovery (hot standby)
IMPORTANT : HAVE YOU PLANNED TO RESTORE THE

NORMAL SERVICE.

227

Availability vis a vis Business Continuity Management

Availability Management 1. 2. 3. Normal Plan + Implement Control risks - Processes - SPOF - Infrastructure / old / new - Knowledge Bus Continuity Management 1. 2. Disaster Only plan (To Implement when essential in disaster) 3. Cannot Control risks - Fire - War - Terror - Earthquake - Hurricanes/Tsunami If we arrange to control any of the above, it migrates to Availability Management. 4. Downtime is there but within accepted limits
228

4.

No Downtime

ServiceStrategy

UtilityandWarranty
UtilityandWarrantydefineserviceandwork togethertocreatevalueforthecustomer
Utility
Whatdoesservicedo FunctionalRequirements Features,inputs,output fitforpurpose Howwelldoestheservicedoit? Nonfunctionalrequirements Capacity,performance,availability fitforuse
230

Value= Utility + Warranty Value creation !!

Warranty

ServiceProvider
Itisnecessarytodistinguishbetweendifferent typesofserviceproviders.Whilemostaspectsof ITServiceManagementapplyequallytoalltypes ofserviceproviders,otherssuchascontracts, competition,marketspace,revenueandstrategy takeondifferentmeaningdependingontypes
Type1:Internal Type2:Shared Type3:External
231

DeliveryModelOptions
Delivery Strategy In sourcing Outsourcing Co-sourcing Partnership or Multi Sourcing Businesses Process Outsourcing Description Internal organization resources External organization resources Combination of internal & external Format agreement between 2 or more vendors to work together Formal arrangements between 2 organization to relocate and manage an entire business function from lot cost location Application Service Provision Knowledge Process Outsourcing Formal arrangements with an ASP to provide shared computer based services over a network Provision of domain based processes and business expertise requiring advance analytical and specialist skill from the outsource
232

ServiceModel
Graphicalrepresentationofthecomponentsthatmakesupa service Documentsworkflowanddependencies Usedtosupportdesign,analysisandcommunication ServiceModelcodifytheservicestrategyforamarketspace. Theyareblueprintsbyservicemanagementprocessand functionstocommunicateandcollaborateonvaluecreation MainActivities Definethemarket Developtheofferings Developstrategicassets Prepareforexecution
233

ServicePortfolioManagement
Decidewhatservicestooffer Understand
Whyshouldcustomerbuytheseservices Whyshouldtheybutbuytheseservicesfromus

ProvidedirectiontoServiceDesign
Sotheycanmanageandfullyexploittheservices intothefuture

234

ServicePortfolioManagement
BusinessService Thatdirectlysupportabusinessprocess ITService Aservicethatbusinessdoesnotthinkinbusinesscontextorsemantics BusinessServiceManagement Consideringservicemanagementistermsofbusinessprocessesand businessvalues Thetransitionfrommanaginginfrastructuretomanagingservices ismarkedby afundamentaldifference Managinginfrastructurerequireafocusoncomponentoperational availability Managingservicesiscenteroncustomerandbusinessneeds
235

DemandManagement
Understandcustomerrequirementsforservicesandhowthesevary over thebusinesslifecycle Ensuretheprovisionofappropriatelevelofservice Byvaryingprovisionorinfluencingcustomerdemand EnsurethattheWarrantyandUtilityweoffermatchesthecustomer needs PatternofBusinessActivity Workloadprofileofoneormorebusinessactivities Variesovertime Representchangingbusinessdemands Userprofile PatternofuserdemandforITServices EachuserprofileincludesoneormorePBAs
236

DemandManagement
ServicePackage
Detaileddescriptionofaservice Includeaservicelevelpackageandoneormorecore servicesandsupportingservices

ServiceLevelPackage
Definelevelofutilityandwarrantyforaparticular servicepackage DefinedtomeettheneedsofPBA.Forexample
Gold,SilverandBronzeservice

CoreServicePackage
Infraserviceofferedbyaspecializedserviceunit
237

FinancialManagement
Financialvisibilityandaccountability Financialcomplianceandcontrol Enhanceddecisionmaking OperationalControl Valuecaptureandcreation UnderstandthevalueofITServices

FinancialManagementprovidesthebusinessandITwiththe qualification,infinancialterms,ofthevalueofITServices,the valueoftheassetsunderlyingtheprovisioningofthose services,thequalificationofoperationalforecasting

238

FinancialManagement
ServiceValuation(Charging) ServiceInvestmentAnalysis(Budgeting) Accounting BusinessCase BusinessCaseStructure Introduction MethodsandAssumption BusinessImpact RiskandContingencies Recommendations BusinessImpactAnalysis
239

ServiceManagement TechnologyandArchitecture
ITILVersion3Foundationfor ITServiceManagement

Scope:ServiceManagementTech.& Architecture
ServiceDesignTools ServiceManagementTools EventmanagementTools KnowledgeManagementTools ToolsSelection

241

ServiceDesignTools
Scope
Hardware,software,environment,process,data

Benefits
Speedupthedesigningprocess Ensurestandardandrulesarefollowed Prototyping,simulationandwhatif Validatedesignsbeforeimplementation

242

ServiceManagementTools
Scope
TypicallyincludesIncident,Problem,Change OftenincludesConfigurationmanagement Oftenincludesworkflowmanagement Maybeintegratedtoknowledgemanagement systems

Benefits
ReducetimeandefforttomanageIM,CMandPM EnsureStandardsandrulesarefollowed Managehighvolumes Providehistoricalreports
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EventManagementTools
ManagementConsoles Dashboardandreporting ActiveVsPassiveMonitoring

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KnowledgeManagementTools
Document,RecordandContext Presentationlayer Searchandanalyzecapabilities Allprocessandservices Allstagesoflifecycle

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ToolsSelection
Createastatementofrequirements UseMoSCoW analysistodefinefeatures
Must,Should,Could,Wont

Considervendorandtoolscapabilities VisitReferenceSites AssesTrainingneeds Considerintegrationwithenvironment

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RolesDescription
ITILVersion3Foundationfor ITServiceManagement

ProcessOwner
Responsiblefor Assistwithprocessdesign Documentingtheprocess Makesurethatprocessisperformedas documented Makesurethatprocessmeetsitsaim Monitoringandimprovingtheprocessover time
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ServiceOwner
Theserviceownerisresponsibletocustomer foraparticularservice
Initiationandtransition Ongoingmaintenanceandsupport Monitoringandreporting Identifyingimprovementopportunities Primecustomercontact

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ServiceOwner/ProcessOwner
SO Network PO PO PO Service Owner (SO) Process Owner (PO) SO Unix SO Windows SO SAP

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OtherRoles
ServiceManager:Isanimportantrolethatmanagesthedevelopment, implementation,evaluationandongoingmanagementofnewandexisting productsandservices.Servicemanagersarerecognizedasglobal product/serviceexports.Theydrivethedecisionmakingprocess.Provides theintegrationofindividualproductplansandnewtechnologies into seamlesscustomerfocusedservice.ServiceManagermayalsorequiredto coachothermanages(ServiceOwners,Processowners)withdifferinglevel ofexpertiseformanagingabusinessfunctionoraparticularproduct/ service,withinaspecifiedproduct/servicefamily.Developbusinesscase, productlinestrategyandarchitecture BusinessRelationshipManager(BRM):BRMs establishastrongbusiness relationshipwiththecustomerbyunderstandingthecustomer'sbusiness andtheircustomeroutcomes.BRMs workcloselywiththeProduct Managers.
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OtherRoles
ProductManagers:ProductManagerstonegotiateproductivecapacityon behalfofcustomers.PMs takeresponsibilityfordevelopingandmanaging servicesacrossthelifecycle,andhaveresponsibilitiesforproductive capacity,servicepipeline,andtheservices,solutionsandpackagesthatare presentedintheservicecatalogues. ChiefSourcingOfficer(CSO):theCSOisthechampionofthesourcingstrategy withintheorganization,responsibleforleadinganddirectingthesourcing officeanddevelopmentofthesourcingstrategyincloseconjunctionwiththe CIO. CSIM:ContinuousServiceImprovementManager

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Roles:IncidentManagement
IncidentManager:SO
MaybeperformedbyServiceDeskSupervisor

FirstLineSupport:SO SecondLineSupport:SO ThirdLineSupport:SO

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Roles:ProblemManagement
ProblemManager SupportedbyTechnicalGroups
TechnicalMgmt ITOps ApplicationMgmt ThirdPartysuppliers

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Roles:ContinuousService Improvement
ContinuousServiceImprovementManager:CSIM
Ultimatelyresponsibleforsuccessofallimprovement activities CommunicatestheCSIvisionacrosstheITorganization DefinesandreportsonCSICriticalSuccessFactors,Key PerformanceIndicatorsandCSIactivityMetrics CoordinatesCSIthroughouttheServiceLifecycle BuildseffectiverelationshipswiththebusinessandIT managers Ensuremonitoringisinplacetogatherdata Wokswithprocessandserviceownerstoidentify improvementsandimprovequality
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Roles:Changemanagement
ChangeManager:ST
ProcessOwner Ensurethatprocessisfollowed Usuallyauthorizeminorchanges CoordinateandrunCABmeetings Producechangeschedule Coordinatechange/build/test/implementations Review/ClosesChanges
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Roles:ServicePortfolioManagement
ProductManager:SS
Ownandmanageasetofrelatedservices Evaluatemarketopportunityandcustomerneeds Createbusinesscases Plannewservicedeploymentprograms

BusinessRelationshipManager
IdentifyanddocumentCustomerNeeds

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Role:DemandManagement
BusinessRelationshipManager SS
DocumentPBAs anduserprofiles IdentifycorrectSLPfortheircustomers Identifyunmetcustomerneed NegotiatewithProductManagerforcreationof newservices

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Role:FinancialManagement
Allmanagerhavesomefinancialresponsibility SeniorITMgmtownersbudgetandare ultimatelyresponsiblefordecisions Manyorganizationsappointfinancial controllertooverseedaytodayfinances Accountingdepartmentprovidegovernance frameworkandsupport

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Annexure
ReferenceSlidesforextrareadings

AProcessModel
Process Controls
Process Owner Process Documentation Process Objectives Process Feedback

Process Activities

Process Metrics Process Work Instructions

Process Roles Process Improvements

Inputs

Outputs

Process Procedures

Process Enablers

Process Resources

Process Capabilities

Back
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ScopeofST

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ProcessCrossReference

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V2OperationalITILProcesses
The business, Customers or Users Difficulties Queries Enquiries Incidents Incident Management
Service reports Incident statistics Audit reports

Management Tools Incidents

Communications Updates Work-arounds

Service Desk Change

Customer Survey reports

Releases

Problem Management
Problem statistics Trend analysis Problem reports Problem reviews Diagnostic aids Audit reports

Change Management
Change schedule CAB minutes Change statistics Change reviews Audit reports

Release Management
Release schedule Release statistics Release reviews Secure library Testing standards Audit reports

Configuration Management
CMDB reports CMDB statistics Policy/standards Audit reports

Incidents

Problems Known errors

Changes CMDB

Releases

CIs Relationships 264