ITIL Awareness.pdf

7/27/2019 ITIL Awareness.pdf

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TRAINER: Nick Everard

Service Management

Awareness Training


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INTRODUCTION

This course provides delegates with a high-level appreciation of ITIL ServiceManagement best practice principles. Each of the 11 core ITIL ServiceManagement disciplines is introduced and the primary relationships between themexplained and understood. Then the Vodafone Workflow and ProblemManagement (WPM) suite of processes (Service Desk, Incident, Problem, Change,Release, Configuration and Service Level Management) are examined in greaterdetail with an explanation of a proposed process flow and the benefits that can beexpected.

This document covers the course content in greater detail and will be a usefulreference source in the future.

OBJECTIVES OF SERVICE MANAGEMENT

The key objectives of Service Management are:

1. To align Technology services with the current and future needs of thebusiness and its customers

2. To improve the quality of Technology services delivered

3. To reduce the long term cost of service provision.

These objectives can be achieved by addressing the following businessrequirements:

Does Technology understand the business strategy?

How does Technology currently support the business?

What does Technology need to do that its not currently doing?

Provide tangible business benefit business justification

Adding real value to the business and its customers

Utilise the best combination of People, Process & Technology.


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SERVICE MANAGEMENT INTRODUCTION

The IT Infrastructure Library (ITIL) books of best practice were developed in 1989by the UK Governments Central Computer and Telecommunications Agency(CCTA).

ITIL best practice aims to help organisations improve the way in which they deliverIT services to their customers. It is the only industry standard model for IT serviceprovision and provides guidelines, criteria, questions and answers and standardimplementation plans for delivering Service Management. It is supported by aqualification and training structure to recognise professional competence in ITService Management.

ITIL adopts a process driven approach, which is scalable to fit both large and smallIT organisations through deployment of closely related and highly integratedprocesses.

When implemented, Service Management will provide the following businessbenefits:

Supports a sound IT investment strategy

IT services are managed to meet specified availability targets

Achieves a specific, consistent, measurable level of service

Higher user productivity, from a decrease in downtime

Fewer quality problems caused by changes

Less risk of problems caused by lack of capacity

Being able to recover IT systems in a controlled way

Better control of IT assets.

Vodafones Service Management model (over the page) shows how the ITILmodules link together to form a complete Service Management solution. Thesemodules are explored in more detail later in this document.


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It is now being realised that it is only through a combination of people, processesand technology that a true quality IT service can be delivered to the customer. It

has also become clear that it is vitally important to get the people and the processesworking smoothly for any Service Management tool to be effective.

Processes

People Tools

Processes

People Tools

80%

20%

80%

20%


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Whilst a Service Management tool can greatly enhance efficiency and reduce costs,the tool can only be as good as the process that it supports. It is recommended that80% of Service Management introduction should be spent developing the peopleand processes within the organisation to optimise possible output and benefits ofintroducing a supporting toolset.

ITILDISCIPLINES

The ITIL best practice books of Service Support and Service Delivery describe indetail the eleven disciplines that relate to Service Management. Each of thesedisciplines are summarised briefly on the following pages of this document to give

an overview of ITIL Service Support and Service Delivery best practice.

Service Support

Service Support is concerned with ensuring that the user has access to theappropriate services to support the business functions.

Service Support covers the following topics:

Service Desk

Incident Management

Problem Management

Configuration Management

Change Management

Release Management.

Service Delivery

Service Delivery looks at what service the business requires of IT in order toprovide adequate support to the business customers.


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Service Delivery covers the following topics:

Service Level Management

Availability Management

Capacity Management

IT Service Continuity Management

Financial Management for IT Services.

Other Related Vodafone Processes (not part of the ITIL model)

Monitoring Management enables early reporting of failures

Service Reporting delivers agreed service reporting

Customer Satisfaction Management monitors, reports, analysesand improves customer satisfaction

Service Request Management enables pre-approved low impactchanges

Quality Management ensures compliance with quality standards

Continuous Improvement enables continuous review andimprovement

Supplier Management controls third party relationships to ensureseamless service provision

Test and Assurance Management enables the controlled testing ofChanges and Releases.

ISO20000/BS15000

In 2005 ISO20000 was published as an international standard for IT Service

Management. ISO20000 was based on the British standard BS15000 which wasfirst published in 2002. The standard is aligned with ITIL and forms part of a muchbigger picture.


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Implementation of ISO20000 brings with it many benefits and advantages:

Creation of a formal framework for current service improvement

projects

Provides a benchmark type comparison with best practices

Creates competitive advantage via promotion of consistent and cost-effective services

By requiring ownership and responsibility at all levels, it creates aprogressive ethos and culture

Through the creation of a standard consistent approach, aids majororganisational changes

Enhanced reputation and perception Fundamental shift to pro-active rather than re-active processes.


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PROCESS OWNERSHIP

Each process is assigned a Process Owner whose responsibility it is to:

Input into the design of the process

Identify a team of people (Business Improvement Authorities orSpecialist) who will manage the process on a daily basis

Define the targets by which the process will be measured

Regularly review and update the process to ensure continuousimprovement.

Any queries or suggestions regarding a process should be addressed to the

Process Owner or Business Improvements Authorities / Specialists (refer to theWPM Project team for further details of the individuals who will be filling theseroles).

COMMUNICATION

Communication suffers as a result of time and resource constraints. ServiceManagement relies on effective communication between the business and differentTechnology departments and also between the business and its customers. Inparticular, Service Level Management, Change Management and the Service Deskrely on effective communication for success.

Everyone within the Technology organisation is responsible for developing goodcommunication although the prime responsibility lies at the management level toensure that effective and efficient communication is built in to deployed ServiceManagement processes and reviewed on a regular basis.


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PROCESS IMPROVEMENT LIFECYCLE

The Process Improvement Lifecycle model below shows how Diagonalrecommends a sequence of continuous improvement to ensure that developedprocesses remain relevant and beneficial to the organisation.

The process owner should carry out regular reviews as part of normal documentcontrol. This should invite feedback and input from all who are affected by theprocess.

Change Process

Liaise withinterdependent

process owners

Process Owner

Monitor processand assess user

perception

Process Owner

Review

effectiveness &

efficiency

Process Owner

Update docs &

communicate to

users

Change Process

Define New

Process / process

changes

Change Process

Test c omplete newprocess and

interdependencies

Process

Improvement

Lifecycle

Implementation

ProcessImplementation

Implementation

Process Planning

Implementation

Awareness

Raising

Implementation

Process D efinition

Need forchange?

No

Yes

Process

works?

Yes

No


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SERVICE DESK

Diagram: Vodafone WPM Case Capture and Management Process Level 2

Tom Shave 2005

INC.10.10

Case

Assessment

Tom Shave 2005

INC.10.50

Customer

Assessment

Tom Shave 2004Start

Tom Shave 2005Customer

Contacts Desk

SDM.10.10

Tom Shave 2004

New Case

Required?

No

Yes

Tom Shave 2005Record Case

Details

SDM.10.20

Tom Shave 2005Analyse, Impact

and Prioritise

Case

SDM.10.30

Tom Shave 2004

First Time

Fix?

Yes

No

Tom Shave 2004Configuration

Data

Tom Shave 2004Interfacing Tools

& Support Teams

Tom Shave 2004Start

Tom Shave 2005Monitor Queue

SDM.20.10

Tom Shave 2004

Incident

Resolved?

Yes

No

Tom Shave 2005Update and

Escalate Incident

SDM.20.20

Tom Shave 2005

INC.10.50

Customer

Assessment

Tom Shave 2004Finish

Tom Shave 2004Start

Tom Shave 2005Update and

Escalate Major

Incident

SDM.30.10

Tom Shave 2004Finish

The Service Desk acts as the central point of contact between users andTechnology. The Service Desk handles incidents and requests and provides

interface into other Service Management disciplines, providing the primary windowfor user contact with the service organisation on a day-to-day basis. The ServiceDesk may be responsible for a number of functions within the support organisationincluding:


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Provision of a single point of contact for users

The Service Desk provides a single day-to-day contact point between

users, Technology services and third party support organisations. Itprovides advice and guidance and aids user retention andsatisfaction.

Incident assessment

The Service Desk will provide an initial assessment of all Incidentsand may also be involved in providing restoration of normal servicesto its users following an Incident where appropriate. If the ServiceDesk cannot resolve an Incident, it will refer to second line supportbased on agreed service levels.

Incident control and customer update

The Service Desk should own the Incident control process and willmonitor progress and escalate all Incidents according to definedservice levels. The Service Desk will be responsible for ensuring thatusers are kept informed and up to date on Incident status, progressand escalations.

Management reporting

The Service Desk provides a contact point for enquiries on generalservice issues and service availability and will provide managementinformation and reports as defined in Service Level Agreements toboth customers and management.

Benefits of implementing a Service Desk include:

Improved user service, perception and satisfaction

Improved quality and faster response to users

Improved teamwork and communication Better management information enabling better decision support

More effective and efficient use of support resources.


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Terminology changes moving forward:

Term New Definition

Previous

Term

Case A record logged either by a Service Desk,automated tool, user or customer to recordevents and items that need to be managedthrough a defined lifecycle. Cases can betriggered by planned or unplanned events.Cases will be one of the following types:Incidents, Requests and How Do Is.

Case, Ticket,Call, Record

Incident Any event which is not part of the standardoperation of a service and which causes, ormay cause, an interruption to, or a reduction in,the quality of that service. An Incident mightgive rise to the identification and investigation ofa Problem, but doesnt itself become a Problem.

Fault

MajorIncident

An Incident where the impact to the business isextreme. An Incident which needs to becarefully managed, communicated andescalated where appropriate to ensure service

levels are met and ensure appropriateresources are allocated. An Incident that posesa risk of disruption to Vodafone business, i.e.revenue or brand could be adversely affected.

Incident


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An Incident is defined as any event which is not part of the normal operation of aservice and which causes, or may cause, an interruption or a reduction in quality ofthat service.

Incident Management focuses on restoration of normal service operation as quicklyas possible with minimum disruption to the business. The Service Desk isresponsible for the monitoring the resolution of Incidents. Incidents that cannot beresolved immediately by the Service Desk may be assigned to specialist groups orteams. An Incident follows the following basic lifecycle:

Incident detecting and recording

All incidents should be recorded in terms of symptoms, ConfigurationItems (CIs) and services affected.

Incident classification and support

Incidents should be analysed to discover the reason for the incident.Incidents are classified and initial support given where available.

Investigation and diagnosis

Minimise the impact of the Incident on the business, diagnoseIncident and investigate and devise a resolution.

Resolution and recovery

Implement the resolution or circumvention activity. Update user andconfirm success, then close the call.

Benefits of implementing Incident Management include:

Reduced business impact of Incidents by timely resolution

Improved monitoring of performance against Service LevelAgreements

Improved communication to customers

Provision of a consistent approach to Incident resolution

Less disruption to support staff and users. Better staff utilisation andefficiency.


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Term New Definition

Previous

Term

Incident Any event which is not part of the standardoperation of a service and which causes, ormay cause, an interruption to, or a reduction in,the quality of that service. An Incident mightgive rise to the identification and investigation ofa Problem, but doesnt itself become a Problem.

Fault

MajorIncident

An Incident where the impact to the business isextreme. An Incident which needs to becarefully managed, communicated andescalated where appropriate to ensure servicelevels are met and ensure appropriateresources are allocated. An Incident that posesa risk of disruption to Vodafone business, i.e.revenue or brand could be adversely affected.

Incident

Task A sub-unit of work related to an Incident,Problem or Change which will have anindividual assignment, details and progression.

Task, SubCase


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PROBLEM MANAGEMENT

Diagram: Vodafone WPM Problem Management Process Level 2


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A Problem is defined as the unknown underlying cause of one or more Incidents. AProblem becomes a Known Error when the root cause is known and a workaroundor alternative has been found.

Problem Management minimises the effects on the business of Incidents andProblems caused by errors in the infrastructure.

Problem Management differs from Incident Management in that its main goal is thedetection of the underlying causes of an Incident and their subsequent resolutionand prevention. This goal can be in direct conflict with Incident Management wherethe goal is to restore service to the customer as quickly as possible rather thansearch for a permanent solution. The scope of Problem Management includes:

Problem control

Identifies, records, classifies and investigates Problems to identify theunderlying root cause of Incidents.

Error control

Assesses errors, identifies potential solutions and monitors resolutionprogress. A Known Error is a Problem with an identified root causeand workaround.

Proactive Problem prevention

Proactive measures to improve service quality. This includes theidentification of potential risk Configuration Items, highlighting errorsin one system, which could occur in other systems and identificationof any trends.

Management information

Provides overall management information related to ProblemManagement, including completion of major Problem reviews, and isintegrated with Incident control management information produced bythe Service Desk.


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Benefits of implementing Problem Management include:

Improved Technology services through reduced Incident volume due

to fixed root cause

Improved Service Desk 1sttime fix rate

Good reputation for the Technology department

Permanent solutions to repeat Incidents and Problems.


Term New DefinitionPrevious

Term

Problem The unknown root cause of one or moreexisting or potential Incidents. Problems maysometimes be identified because of multipleIncidents that exhibit common symptoms.Problems can also be identified from a singlesignificant Incident for which the cause isunknown. Problems can also be identifiedproactively, well before any related Incidentsoccur.

CorrectiveActions after

PIR.


Task, SubCase


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CHANGE MANAGEMENT

Diagram: Vodafone WPM Change Management Process Level 2


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Changes arise as a proactive result of Problems, external requirements orproactively from seeking improved efficiency and effectiveness or in order to resolveIncidents.

Change Management ensures that standard methods and procedures are used forefficient and prompt handling of all Changes. Potential Changes to Technologyservice components are reviewed in terms of their efficiency to meet businessrequirements, and that their impact on service quality is minimised.

Change Management is best implemented concurrently with ConfigurationManagement, as the two processes are heavily dependant.

Change Management responsibilities include: Facilitating the introduction of all types of Change via simple, clear

and effective procedures and tools across the environment

Progressing Changes on the basis of sound business andtechnological cases

Assessing all Changes for impact on the business and technologyassets

Providing a framework within which those initiating Changes mayretain accountability for the actual work content

Supporting project management and co-ordination and ensuring thefeasibility of all proposed Changes

Preventing the introduction of Changes which represent anunacceptable risk to the reliable delivery of services

Preventing the introduction of unauthorised Changes.

Benefits of implementing Change Management include:

Increased visibility and communication of Changes Reduced adverse impact of Change from improved assessment

Better alignment of services to actual business needs


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Better assessment of costs relating to proposed Changes

Improved Problem, Supplier and Availability Management through

management information Greater ability to absorb large volumes of Change

Improved productivity of users through less disruption and higherquality

Improved productivity of Technology staff through less repairing offaulty Change.


Term New DefinitionPrevious

Term

ChangeRequest

The form used to capture Change requirementsand information and progress through thelifecycle of a Change.

CPF


Task, SubCase


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RELEASE MANAGEMENT

Diagram: Generic Release Management Process Level 2


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Release Management undertakes the planning, design, build, configuration andtesting of hardware and software to create a set of release components for a liveenvironment. Release Management ensures that all aspects of a Release, bothtechnical and non-technical are considered together.

Release Management covers the planning, preparation and scheduling of aRelease and works closely with Change Management, as a Release is a collectionof authorised Changes into the live environment.

Release Management responsibilities include:

Release policy planning, creation and maintenance

Release design, build and configuration

Release acceptance

Rollout planning

Extensive testing to predefined criteria

Sign off of the Release for implementation

Audits of hardware and software prior to and following theimplementation of Changes

Installation of new or upgraded hardware

Storage of controlled software in both centralised and distributedsystems known as the Definitive Software Library (DSL)

Secure storage of approved hardware configurations known as theDefinitive Hardware Store (DHS).

Benefits of implementing Release Management include:

Improved service quality resulting from a greater success rate forReleases with minimal disruption

Assurance that H/W and S/W in live use is of known quality

Better use of resources users, testing and development

Greater ability to cope with high levels of Change

Better expectation setting for business and service support staff.


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All components of the Technology infrastructure should be registered in theConfiguration Management Database (CMDB) including Software, Hardware,Operating Systems, Networks, Documentation, Processes etc. The responsibilitiesof Configuration Management with regard to the CMDB are:

Planning

Including strategy, scope, policy, relationships with other processes,tools used etc.

Identification

The selection, identification and labelling of all CIs includingownership and relationships at an appropriate level.

Control

No CI should be added, modified, replaced or removed withoutproper Change control and an updated specification.

Status Accounting

The reporting of all data for each CI throughout its lifecycle. Typicalstatuses would include: Ordered, Received, Test, Live, Repair,Withdrawn etc.

Verification and AuditReviews that verify the physical existence of CIs.

Benefits of implementing Configuration Management include:

Provides accurate CI information to support other processes

Helps financial planning through identification of assets

Makes Changes visible. Supports and improves Releases

Improves security by controlling CIs in use. Reduces unauthorised

software

Facilitates impact and trend analysis for Changes and Problems.


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Service Level Management maintains and improves business aligned Technologyservice quality through a constant cycle of agreement, monitoring, reporting andreviewing.

Service Level Management will document and maintain a catalogue of servicesprovided to the customers detailing key features. This Service Catalogue will list allthe services offered, their components, features, charges etc.

Service Level Agreements (SLAs) contain specific targets against whichperformance can be evaluated. SLAs exist between customers and the serviceproviders and define the responsibilities placed on all parties in a formal business-like agreement.

Operational Level Agreements (OLAs) define internal support requirements and are

required to ensure that SLA targets agreed between the customer and the serviceprovider can be delivered in practice. Contracts exist between the service providerand external suppliers.

Service Level Management responsibilities include:

The definition of new service requirements

Creating and reviewing the underpinning Operational LevelAgreements with both internal and external service providers

A documented, understood and maintained Service Catalogue withclearly identified products, services, availability, performance andcosts

Documented and approved Service Level Agreements

Measuring and reporting of: service levels actually being achievedagainst target, resources required, cost of service provision etc

Management reporting.

Benefits of implementing Service Level Management include:

Clear responsibilities are defined between customers, serviceproviders and support departments with specific targets to aim for


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SLAs can be used for charging purposes and demonstrate whatcustomers receive for their money

Service monitoring allows weak areas to be identified Misunderstandings between customers and service providers are

avoided.

AVAILABILITY MANAGEMENT

Availability Management optimises the capability and reliability of Technologyservices and the supporting Technology infrastructure and organisation to deliver

the cost effective and sustained levels of service availability demanded bycustomers.

Availability Management ensures that services are available when the customerneeds them by undertaking preventative and corrective maintenance of Technologyservices, within justifiable cost.

Availability Management key considerations:

Reliability

The capability of a technology component to perform a required

function under stated conditions for a stated period of time. Metricsare used such as Mean Time Between Failures (MTBF).

Maintainability

The capability of a technology component or Technology service tobe retained in, or restored to, a state in which it can perform itsrequired functions. Metrics are used such as Mean Time To Repair(MTTR).

Serviceability

A contractual term which is used to define the availability oftechnology components as agreed with external organisationssupplying and maintaining these components.


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Security

Providing access to technology components or Technology services

under secure conditions. Takes into account confidentiality, integrityand availability.

Benefits of implementing Availability Management include:

Service availability levels are measured to support Service LevelManagement requirements

Shortfalls in availability are identified and corrected

The frequency and duration of IT failures are reduced

Provides a single point of accountability for service availability

Levels of availability are cost justified.

CAPACITY MANAGEMENT

Capacity Management will match the supply of Technology resources to customerdemands for them. The process will understand the future business requirements,

the organisations operation and the Technology infrastructure to ensure that allcurrent and future capacity and performance aspects of the business requirementsare provided cost effectively and make the best use of Technology resourcesavailable.

The customer's needs are assessed by forecasting the likely growth in demand forcurrent services and by sizing new service elements. The desired service levelsrequired can then be agreed with service users, based on business needs.

Capacity Management also looks at forecasting workload, sizing applications, andmaintaining a Capacity Plan in order to meet existing and future needs. The

Capacity Plan is beneficial to both Systems Management and Purchasing in orderto gain visibility of the schedule and likely infrastructure changes necessary tomaintain service at the required levels.


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Capacity Management responsibilities include:

Identifying requirements early to take account of procurement lead

times

Documenting the need for increase / reduction in H/W or S/W

Produce management reports including resource usage, trends andforecasts

Size all proposed new systems

Assess new technology and its relevance in terms of performanceand cost

Carry out performance testing of new systems

Report on performance against targets contained in SLAs Predict future demand for Technology services and the effects of

current SLAs

Recommend resolutions to performance related Incidents andProblems.

Benefits of implementing Capacity Management include:

Elimination of expensive panic buying to resolve lack of capacityissues

More confident and improved forecasting

Elimination of unnecessary spare capacity and optimisation ofequipment

Less need for reactive support

Early awareness of capacity issues within the development lifecycle

Reduced risk of performance problems and failure.


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ITSERVICE CONTINUITY MANAGEMENT

IT Service Continuity Management (ITSCM) deals with the organisations ability tocontinue to provide a pre-determined and agreed level of Technology services tosupport the minimum business requirements following a business serviceinterruption or disaster.

ITSCM is a vital subset of, and provides support to the overall business continuitymanagement (BCM) process by ensuring that the required Technology services /facilities (including computer systems, networks, applications, telecommunications,technical support and Service Desk) can be recovered within required and agreedbusiness time-scales.

The ITSCM process is based on the identification of the minimum levels of businessoperation that are required following an Incident, and the necessary systems,facilities and service requirements. It is driven by these business needs, not by theperceived needs of the Technology community, and requires senior managementcommitment. The ITSCM process includes:

Business impact analysis

Assesses potential losses from a disaster or disruption and allows

informed decisions on how and when to recover services. Risk assessment and management

Assesses potential risks such as fire, flood etc and the likelihood ofsuch risks occurring. It covers the active management of identifiedrisks with particular emphasis on prevention or reduction of risk.

Recovery plan

Considers people, accommodation, Technology networks etc andadopts specific recovery approaches such as manual workarounds,

reciprocal arrangements, immediate recovery etc.


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Benefits of implementing ITSCM include:

Management of risk and reduction of impact in the event of failure

Potentially lower insurance premiums

Reduced business disruption with the ability to recover servicesefficiently in business priority order

Increased customer confidence and organisational credibility.

FINANCIAL MANAGEMENT FOR ITSERVICES

Financial Management for IT Services (FMITS) helps the business to assesswhether its Technology service provider is doing the best it can with the money ithas. It enables the organisation to fully account for the spend on Technologyservices and attribute these costs where required.

The business has to understand the true costs of providing a service and managethese costs professionally. FMITS implements Technology accounting andbudgeting processes, and often charging processes for these Technology services,allocating expenditure to services and recovering the costs of those services fromthe business customers to whom they are provided.

Budgeting

Predict the money required to run Technology services for a givenperiod

Ensure that actual spend can be compared with predicted spend atany point

Reduce the risk of overspending

Ensure that revenues are available to cover predicted spend (where

charging is in place).


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IT Accounting

Account for the money spent in providing Technology services

Calculate the cost of providing Technology services to internal andexternal customers

Perform cost-benefit or return-on-investment analyses

Identify the cost of Changes.

Charging

Recover the costs of the Technology services from the customer

Operate the Technology organisation as a business unit if required

Influence user and customer behaviours.

Benefits of implementing FMITS include:

Reduced long term costs

Accurate cost information to support investment

Influencing customer and user behaviour where appropriate

Increased confidence in setting and managing budgets.


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ITIL Awareness.pdf

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