ITIL Student Manual

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authorization.


ITIL® is a registered trade mark of the Cabinet

Office. The Swirl logo™ is a Trade Mark of the

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ITIL

Microsoft Project

Project Management



ITIL® is a registered trade mark of the Cabinet Office.

The Swirl logo™ is a Trade Mark of the Cabinet Office

3


Table of Contents 1. Introduction……………………………...5

2. Basic Concept…………………………. 9

3. Service Strategy……………………….34

4. Service Design…………………………78

5. Service Transition……………………159

6. Service Operation…………………….208

7. Continual Service Improvement…….269

8. Sample Question and Tips………….286




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WELCOME TO THE ITIL ® 2011 Foundation

TRAINING COURSE

Instructor Introduction





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STUDENT INTRODUCTION

We would like to hear from you. Please share with the class:

Your name.

Your profession.

Your role.

Your background in IT.

Your familiarity with ITIL.

What you expect to learn from this Session.





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Day 1 – Overview of ITIL 2011, Service Strategy, Service Design, Doubt Session, Note of Thanks

Day 2 - Service Transition, Service Operations, CSI, Doubt Session, Note of Thanks

AGENDA



TIL® is a registered trade mark of the Cabinet


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Why is ITIL ® 2011 Certification Important?

The certification signifies that the holder of the certificate has a complete understanding of Best Practice for IT Service Management that can be applied immediately at some level. * Worldwide Recognized Certification. * Certification will lay the groundwork for a career road map.





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The architecture of the ITIL core is based on the Service Lifecycle. Each volume

of ITIL is represented in the Service Lifecycle.

© Crown Copyright 2011 Reproduced under License from Cabinet Office

The Service Lifecycle is an approach to IT Service Management that emphasizes the

importance of coordination and control across the various functions, processes, and

systems necessary to manage the full Lifecycle of IT services.

THE SERVICE LIFECYCLE

Service

Strategy





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BASIC CONCEPTS





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Let’s Talk BUSINESS





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Description of Case Study

ABC Ltd. is an old company who now wants to jump into IT Business.

They have existing manpower & branch locations in Delhi (Head Office), Hyderabad, Bangalore & Pune. This entire set up will be used for new IT Business.

So ABC Ltd. appoints ITIL 2011 consultant to help them set up IT business. Consultant recommends to follow each of ITIL Phases & Processes within.





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V3 Process Covered in Foundation Course Material Service

Strategy

Service

Design

Service

Transition

Service

Operation

Continual

Service

Improvement

Financial Management SS

Service Portfolio Management SS

Demand Management SS

Service Level Management SD

Service Catalogue Management SD

Availability Management SD

Capacity Management SD

Information Security Management SD

Service Continuity Management SD

Supplier Management SD

Change Management ST

Service Asset and Configuration Management ST

Release and Deployment Management ST

Event Management SO

Incident Management SO

Request Fulfillment SO

Problem Management SO

Access Management SO

The 7-Step Improvement Model CSI

SERVICE LIFECYCLE PROCESSES





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Updates in ITIL ® 2011

1. Lifecycle interfaces, and inputs and outputs across the service lifecycle

2. Structure of processes

3. All references to product manager have been replaced with service owner.

4. Excessive and inconsistent capitalization has been removed to aid readability.

5. Business strategy and IT strategy are two different things, and ITIL Service Strategy now describes these separately and explains the relationship between the two: business strategy defines IT strategy, and IT strategy supports business strategy.

6. More detailed guidance has been included on how an organization should go about assessing, generating and executing its IT strategy, giving practical examples of how to proceed.





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• What is a service? • Recount your best service experience – What were the products used there? • A service should have – Expectations – Interaction – Utility – Warranty – Problem addressing mechanism – Pricing

Product vs Service





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Service & Service Management

• Service is: – a means of delivering value to customer – by facilitating outcomes customers want to achieve – without the ownership of specific costs and risks • Service management is: – set of specialized organizational capabilities – for providing value to customers – in the form of services • Services may be defined by specifications, but Customer outcomes are the genesis of services





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What is Customer Satisfaction

• It is difference between perceived quality and expected quality • For a product: – the Satisfaction comes after usage • For a service: – Satisfaction happens while it is being consumed





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Four P’s of Service Management


Processes

People

Products

Partners





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Demands






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Compliance & Governance

Compliance is a adherence to a Standard or Set of Guidelines or proper consistent practices

Corporate Governance means to promote corporate Fairness, Transparency & Accountability

IT Governance is an integral part of enterprise/corporate governance & it ensures that organization’s IT is in alignment with Strategies & Objectives





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Gartner Group Maturity Model


PLAN DO

ACT CHECK

PLAN DO

ACT CHECK





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Traffic W/O Processes






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Traffic With Process






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What is an Exception ???






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What are the Good Practices

Good practices: Practices that are widely used in industry by companies getting good results Reasons to adopt good practice: – Dynamic environments – Performance pressure Benefits: They help organizations benchmark themselves against peers in the same and global markets to close gaps in Capabilities Sources: Public frameworks, standards, proprietary knowledge of individuals and organizations, community practices, etc.





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FUNCTIONS

Functions:

Provide structure and stability to organizations.

Are self-contained units of organizations, with their own

capabilities and resources.

Rely on processes for cross-functional coordination and control.

Have their own knowledge base, built from experience.

Can result in functional silos if there is a lack of coordination or

an inward focus.

"A function is a team or group of people and the tools they use to perform one or

more processes or activities."





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PROCESS CHARACTERISTICS

The characteristics of processes are:

Measurable:

Performance driven

Cost, quality, duration, productivity, and so on

Specific results:

Delivery of a specific result

Individually identifiable and countable

Customers:

Delivery of results to a customer or stakeholder

Meeting customer expectations

Could be internal or external

Respond to a specific event: Traceable to a specific trigger





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WHAT ARE ROLES?

A role is the set of responsibilities, activities, and authorities defined in a

process and assigned to a person or team. © Crown Copyright 2011 Reproduced under License from Cabinet Office

LAN Manager – Functional

Job Title

Incident Support Level 2 Role

Problem Analyst Role

Network Manager – Functional Job Title

Change Initiator Role

Incident Support Level 2 Role





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WHAT ARE ROLES? (contd.)

One person or team may have multiple roles, for example, the roles of

Configuration Manager and Change Manager may be performed by a single

person or team, who should carefully assess this requirement and workload. © Crown Copyright 2011 Reproduced under License from Cabinet Office

Configuration

Management

Change

Management





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GENERIC ROLES

There are two generic roles in Service Management: Process Owner and

Service Owner. These owner roles are not necessarily dedicated resources.

A Process Owner:

Is accountable for the overall quality of the

process and oversees the management of and

compliance with the processes, procedures,

data models, policies, and technologies

associated with the IT business process.

Is responsible for ensuring that a process is fit

for purpose and for ensuring that all activities

within the process are performed.

Is also responsible for the sponsorship, design,

and Change Management of the process and

its metrics.

Role is often assigned to the same person who

performs the Process Manager role, but the

two roles may be separate in larger

organizations.

Process Owner Role

A Service Owner:

Is accountable for the delivery of a specific

service, regardless of where the underpinning

technology components, processes, or

professional capabilities reside.

Is responsible to the customer for the initiation,

transition, and ongoing maintenance, support,

and improvement of a particular service.

Interacts with the Process Owner throughout the

Service Management Lifecycle.

Service Owner Role





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What is RACI Model ?





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RESPONSIBILITY ACCOUNTABILITY CONSULTED INFORMED

MATRIX

Key:

R = Responsible; performs the task

A = Accountable; ultimately answerable for completion

of task (only 1 person per task)

C = Consulted; provides information or assistance

I = Informed; kept apprised of the activity LOS Mgr PM SDM Client

1.1 Internal Kick off A

1.2 Offshore Resource requirement

projection/Approval A R I

1.3 Travel Plan A

1.4 Resource Readiness R A

1.5 Knowledge Transfer (KT) Transition C I C

1.6 Conduct Lesson learned C A C

1.7 Sign off R A R





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TEST YOUR KNOWLEDGE

Functions are best described as?

a) Without their own body of knowledge b) Closed loop systems c) Self-Contained units of organizations d) Focusing on transformation to a goal

The ITIL 2011 is best described as?

a) An Operation Lifecycles b) An IT Management Lifecycle c) A Service Lifecycle d) An Infrastructure Lifecycle

Which of the following statement is CORRECT about ‘good practice’?

a) It can be used to drive an organization forward b) It is something that is in wide industry use c) It is always documented in International d) It is always based on ITIL





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1. Service Strategy





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THE PURPOSE OF SERVICE STRATEGY

What services should we offer and to whom?

How do we differentiate ourselves from competing alternatives?

How do we truly create value for our customers?

How do we capture value for our stakeholders?

How can we make a case for strategic investments?

How can Financial Management provide visibility and control over value creation?

How should we define service quality?

How do we choose between different paths for improving service quality?

How do we efficiently allocate resources across a portfolio of services?

To operate and grow successfully in the long term.

The purpose of Service Strategy is:

To transform service management into a strategic asset

To see the relationships between various services, systems or processes that are

managed and the business models, strategies or objectives they support

Service Strategy provides guidance to the following questions:

To transform service management into a strategic asset

To see the relationships between various services, systems or processes that are

managed and the business models, strategies or objectives they support

To provide guidance on the following questions:

To transform Service Management into a Strategic Asset.

To see the relationships between various services, systems, or processes that are

managed and the business models, strategies, or objectives they support.





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Business Value of Service Strategy

• Sets clear direction for everyone for quicker decision • Helps service organization to prioritize investments • Helps building strategic assets which add value to business • Guides entire SD, ST & SO in a coherent manner for effective service operations





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• Perspective: the distinctive vision and direction • Position: the basis on which the provider will compete • Plan: how the provider will achieve their vision • Pattern: the fundamental way of doing things – distinctive patterns indecisions and actions over time.

Four Ps of Strategy





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Utility and Warranty





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1. Define the market – Services and strategy – Understand the customer – Understand the opportunities – Classify and visualize 2. Develop the offerings – Understand market space – Outcome-based definition of services – Service Portfolio (Pipeline, Catalogue & Retired services) 3. Develop strategic assets – Service management as a closed-loop control system – Service management as a strategic asset 4. Prepare for execution ….

SS – Four Main Activities





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4. Prepare for execution – Strategic assessment – Setting objectives – Aligning service assets with customer outcomes – Defining critical success factors – Critical success factors and competitive analysis – Prioritizing investments – Exploring business potential – Alignment with customer needs – Expansion and growth – Differentiation in market spaces

SS Activity - Prepare for execution





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CASE STUDY

ABC Ltd decides to use a mixture of service providers & BUs

They want to initially focus on Banking customers based in USA

They will finalize on the services to offer using the processes of Service Strategy.





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Processes in Service Strategy (SS)

1. Demand Management

2. Service Portfolio Management (SPM) 3. Finance Management





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SERVICE STRATEGY 1 OF 3

DEMAND MANAGEMENT

“Manage Supplier Relationship & Performance”





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OBJECTIVES

To understand customer’s current requirements

Trend of requirements over a period/business cycle

Match the customer’s expectations with organization's capabilities of providing services

Ensure Warranty & Utility are in alignment with customer’s needs





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KEY CONCEPTS

Core service vs. Supporting Service

Pattern of Business Activity (PBA), User profile

Service Package (SP) vs. Service Level Package (SLP)

Business Relationship Management





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• Core Service is the service which actually brings ‗value‘ to the customer.

It’s a service which is KEY from organization's perspective as well

E.g. for a Banking customer, the core services provided will be all financial

services

• Supporting Service ‗supports‘ or enhances the core services

It’s like an added feature which may not be desired but important to have

Many times it becomes necessity

E.g. supporting services in above case could be providing a helpdesk

which helps/troubleshoots any issues/queries faced by users when they

access the website

Core Service vs. Supporting Service





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Represents change in pattern of customers demands as explained by organization

Important to track as it helps organization identify improvements in existing services or identify future opportunities

Also important to study customer’s business & changing business needs

User Profile

Demand patterns shown by users

Users means people or even processes/functions etc.

Is usually associated with/is subset of PBA

Pattern of Business Activity (PBA) & User Profile





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Service Package is a bundle of core services and/or supporting services which is offered to customer

SP Includes Service Level Package

SLP has a defined level of Utility & Warranty for a given SP

E.g. Buying 100 servers is a SP deal but some of them could be under

Gold/Silver SLP

SP vs. SLP





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– At a Strategic level, Demand Management can involve analysis of patterns of Business Activity and User Profiles. – At a Tactical level, it can involve use of Differential Charging to encourage Customers to use IT Services at less busy times. – It is very closely linked to capacity management

Customer centric activities

Constant communication with customer

Helps to know the improvements & future scope for business

Usually the First Point of contact for the customer especially for a first time/new business

Business Relationship Management





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SUMMARY

DEMAND MANAGEMENT





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CASE STUDY

ABC Ltd, after a careful study of potential banking customers conclude that

Banks are the biggest consumer of SAP services

The trend has been increasing & expected to grow at 15% every year

There are not many organizations offering SAP services yet

So ABC Ltd decides to set up SAP services as follows

They will offer SAP services for a minimum period of 3 years

SAP services will be bundled with or without Customer’s IT Infrastructure Management

Customers buying services for >3 years will get their Bronze service (Response time of <3 hrs) & will also get discount in Gold Services response time of < 2 hrs)

Finally ABC appoints a Business Relationship Manager





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SERVICE PORTFOLIO MANAGEMENT

“ How to bundle/package the services”





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SERVICE PORTFOLIO

The Service Portfolio is the complete set of services that is managed by a

Service Provider.

The Service Portfolio:

Manages the entire Lifecycle of all services and includes three categories:

Service Pipeline (proposed or in development)

Service Catalogue (live or available for deployment)

Retired Services

Acts as the basis of a decision framework because it allows the management to

compare and contrast various ideas so that the most viable and valuable can be

further developed as a service.

Represents the present contractual commitments, new service developments, and

ongoing service improvement plans initiated by Continual Service Improvement and

includes third-party services.

Helps managers prioritize investments and improve the allocation of resources.

Should have the right mix of services in the Pipeline and Catalogue to ensure the

financial viability of the service provider.





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Service Portfolio

It describes how the service are bundled & packaged

Takes care of Marketing components such as

What is the REASON customer will buy these services? What is the REASON customer will buy these services from US? SWOT analysis for our Organization’s service capabilities What could be our pricing models How best to allocate resources & capabilities





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SERVICE CATALOGUE

The Service Catalogue is a database or structured document with information

about all live IT services, including those available for deployment.

The Service Catalogue is the only part of the Service Portfolio published to the

customers, and it is used to support the sale and delivery of IT services.


Approval from Service

Transition is necessary to add

or remove services from the

Service Catalogue.





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Service Portfolio Structure


Existing Services

Services in

pipeline

New Services

Stopped services

Service Catalog

Requirements Gathering,

Analysis, Approval, Charter,

Developed, Release, Operational

Retired Services





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A Possible event that could cause harm or loss or affect the ability to achieve objectives. Managing risks requires the identification and control of the exposure to risk, which may have an impact on the achievement of an organization’s business objectives.

What is Risk ?





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Risk

Management Risk

Analysis

Identify the risks

Identify probable risk

owners

Evaluate the risks

Set acceptable levels

of risk

Identify suitable

responses to the

risks

Define a

framework

Embed and review

Gain assurances

about effectiveness

Implement

responses

RISK – A FRAMEWORK

There are two distinct phases in a risk framework: risk analysis and risk management.

Management of Risk (M_o_R®) is an example of a public framework for Risk Management.






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Business Service

Business Service A service which directly supports business processes

Business Service Management Service Management in terms of Business Processes & Business

values

More weightage is given to more important service

IT Service A service which Business does NOT think as an important part of

business process





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METRICS

How Accurate & Up-to-Date Portfolio is

Is the information contained is relevant from Market perspective

Is it in alignment with customer needs





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SUMMARY

SERVICE PORTFOLIO MGMT





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CASE STUDY.. Portfolio of ABC Ltd.

Existing Services - SAP, IT Infra

IT Security, ITIL Consultancy

New Services - under

consideration

Stopped services – N/A

Service Catalog


Requirements Gathering,

Analysis, Approval, Charter,

Developed, Release,

Operational

Retired Services - Not Applicable





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FINANCIAL MANAGEMENT


“Getting the Deal ($$$) right”





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OBJECTIVES

To serve as strategic tool to align IT services with Financial Decisions

To balance the Cost & Price as appropriate

Accounting for IT Services

Facilitate Accurate Budgeting

Finalize Financial Policies (e.g. Charging)

Financial Review & Control





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COST VS PRICE

Cost = Actual Expenditure of providing IT Services

Price = The amount at which one Sells IT Services

Hence Price – Cost = Profit





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KEY CONCEPTS

Service Valuation (Previously known as Charging)

Service Investment Analysis (Previously known as Budgeting)

Accounting

Cost Units , Costs Types

Business Case

Business Impact Analysis





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SERVICE VALUATION (CHARGING)

A mechanism which helps organization to recover at least the expenditure incurred on providing IT services with additional monitorial profits as applicable

Types

Cost Recovery (Actuals)

Cost Plus Fixed Fee

Cost Plus % of Costs

Cost Plus Incentives

Fixed Price





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SERVICE INVESTMENT ANALYSIS

Was termed as Budgeting in v2

It is a Time phased allocation of Funds

It helps Track & Control the expenditure pattern

Also guide how to utilize the funds





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ACCOUNTING

A mechanism to track WHAT has been spent & WHERE it has been spent

Maintain accounts of all incoming and outgoing monetary fund

Accounting involves maintaining detailed ledgers of the daily expenditure incurred during the implementation of an IT service.

Helps an IT organization track costs for each customer, service, or activity





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COST UNITS & COST CATAGORIES / TYPES

Cost unit is the identified unit of consumption that can be accounted for a particular service or service asset

Cost Categories

Hardware, Software, Travel, Internal, External etc.

Cost Types

Direct & Indirect

Fixed & Variable

Capital & Operational





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BUSINESS CASE

A decision support/planning system or tool /document

It helps analyze the consequences of some decisions

Usually it is in the form of report & may contain

Background/History

Facts & Figures, Validity period of the document

Risks & Mitigation plans

Recommendations

E.g. of Business case is a Study Report for “Why should we buy 34 Mbps Link?”





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BUSINESS IMPACT ANALYSIS

It identifies organizations’ most critical business services & links

them to the financial values or risks

Helps to prioritize the critical services

Analyzes facets of service such as Impact of outages, Financial

penalties, Customer Relationship etc.





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METRICS

Accuracy in Budgeting, Forecasting & Controls

Quick & Effective financial decision making

Proper IT Accounting

Ensure Timely Bill Payments & Collections

Overall performance of Finance Dept.





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SUMMARY

FINANCIAL MANAGEMENT





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CASE STUDY

ABC Ltd will form a Finance Dept

This finance dept will have Finance Managers for each of Accounts (Account Finance Managers)

These AFMs will be accountable for overall billing to clients

AFMs will generate Quarterly bill only when they get details of service availability reports from SDMs

Bill Payment options, Penalty charges etc will be decided & negotiate with client by SLM & AFM





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How does an organization use Resources and Capabilities in creating value? a) They are used to create value in the form of output for production mgmt. b) They are used to create value in the form of goods and services c) They are used to create value to the IT organization for Service Support d) They are used to create value to the IT organization for Service Delivery Demand Management is primarily used to? a) Increase customer value b) Eliminate excess capacity needs c) Increase the value of IT d) Align business with IT cost "Warranty of a service" means which of the following? a) The service is fit for purpose b) There will be no failures in applications and infrastructure associated with the service c) All service-related problems are fixed free of charge for a certain period of time d) Customers are assured of certain levels of availability, capacity, continuity and security

Test Your Knowledge





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End of Module 1





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2. Service Design © Crown Copyright 2011 Reproduced under License from Cabinet Office

― Blue print for value creation ―

Service

Strategy

Continual Service

Improvement

Service

Design

Service

Transition

Service

Operation





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•Designing services to satisfy business objectives, based on the

quality, compliance, risk and security requirements

•Delivering more effective and efficient IT and business

solutions and services aligned to business needs

•Coordinating all design activities for IT services to ensure

consistency and business focus

Goals & Objectives of SD





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CASE STUDY

• ABC Ltd says

– They would like to build a completely secure, resilient & Cost effective IT Infrastructure

– All the Hardware will be from IBM, CISCO only. Necessary agreements with these brands to be made accordingly

– ABC’s IT Infrastructure will be distributed across it’s 4 current locations

– Capacity team predicts that existing infrastructure needs to be restructured & new IT components need to be added to providing services to client

– Agreements for network providers (preferred Spice Telecom) to be made for across locations & to client locations

– Necessary support agreements to be arranged with all the providers





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PURPOSE OF SERVICE DESIGN

Service Design can be seen as:

Gathering service needs and mapping them to requirements for integrated services

Effectively designing the IT services so that they don’t need a great deal of improvement

during their Lifecycle

Designing IT services, together with the governing IT practices, processes, and policies

to realize

to facilitate

Strategy

Introduction into the live environment

that ensures

Quality service delivery, customer satisfaction, and cost-effective service provision





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MEASUREMENT DESIGN — NEED TO MEASURE

If you can’t measure it

then you can’t manage it.





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Four types of metrics

■ Progress: milestones and deliverables in the capability of the

process

■ Compliance: compliance of the process to governance requirements,

regulatory requirements and compliance of people to the use of the process.

■ Effectiveness: the accuracy and correctness of the process and its ability to

deliver the ‘right result’

■ Efficiency: the productivity of the process, its speed, throughput and

resource utilization.





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Measurement …….

• MTBF - Mean Time Between Failures

• MTBSI - Mean Time Between Service Incidents

• MTTR - Mean Time To Repair

• MTRS - Mean Time to Restore Service • Planned Downtime - Agreed time when an IT Service will not be available.

e.g. maintenance, upgrade and testing





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Delivery Models





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Outsourcing utilizes the resources of

an external organization(s) in a formal

arrangement.

INSOURCING, OUTSOURCING, AND CO-SOURCING

In sourcing utilizes internal

organizational resources.

Will generally involve

using a number of

external organizations to

design, develop,

transition, maintain,

operate, and/or support a

portion of services.

Co-sourcing

Is often a combination

of in sourcing and

outsourcing, using a

number of outsourcing

organizations working

together to co-source

key elements within

the Lifecycle.





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PARTNERSHIP OR MULTISOURCING

This consists of formal arrangements between

multiple organizations to work together.


design,

develop,

transition,

maintain,

operate,

and/or

support IT

service(s)

Organization

A

Organization

B

The focus is on strategic partnerships that leverage critical expertise or market opportunities.

To





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BUSINESS PROCESS OUTSOURCING (BPO)

Call Center

Accounting

Payroll

BPO — is the increasing trend of relocating entire business

functions using formal arrangements between organizations.


One organization provides and manages the other organization’s entire

business processes) or functions at a low-cost location.

Common examples are accounting, payroll, and call center operations.

Client





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APPLICATION SERVICE PROVISION

Application Service Provision

Shared

computer-based

services

Customer Organization 1



(On-demand software/application)

Involves formal arrangements with an Application Service Provider (ASP) organization that will

provide shared computer-based services to customer organizations over a network.

Applications offered in this way are also sometimes referred to as on-demand

software/applications.

Through ASPs, the complexities and costs of such shared software can be reduced and provided

to organizations that could otherwise not justify the cost.





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KNOWLEDGE PROCESS OUTSOURCING (KPO)

KPO — is the latest form of outsourcing.

KPO B

KPO C KPO A

Client


KPO organizations provide domain-based processes and business expertise rather than

just process expertise.

This requires advanced analytical and specialized skills from the outsourcing organization.





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SERVICE DESIGN 1 OF 7

SERVICE LEVEL MANAGEMENT

―Negotiate & Agree Service Levels with client‖





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Objectives of SLM

• Define, document, agree, monitor, measure, report and review the

level of IT services provided

• Provide and improve the relationship and communication with the

business and customers

• Ensure that specific and measurable targets are developed for all IT

services

• Monitor and improve customer satisfaction with the quality of service delivered

• Ensure that IT and the customers have a clear and unambiguous

expectation of the level of service to be delivered

• Proactive measures to improve the levels of service delivered are implemented





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Service Level Requirements (SLR)

Service Level Agreements (SLA)

Operational Level Agreements (OLA)

Underpinning Contracts (UC)

Service Improvement Plan (SIP) A formal project undertaken within an organization to identify and introduce Measurable improvements within a specified work area or , work process

KEY CONCEPTS





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SERVICE LEVEL MANAGEMENT — SLA FRAMEWORKS

Service-based SLA

This is where an SLA covers one service, for all the customers of that

service.

Customer-based SLA

This is an agreement with an individual customer group, covering all the

services they use.





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Service Level Agreement (SLA)

• An Agreement between an IT Service Provider and a Customer

• The SLA describes the IT Service, documents Service Level Targets, and

specifies the responsibilities of the IT Service Provider and the Customer

• A single SLA may cover multiple IT Services or multiple Customers.





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Operational Level Agreement

• An Agreement between an IT Service Provider and another part of the

same Organization.

• An OLA supports the IT Service Provider's delivery of IT Services to

Customers.

• The OLA defines the goods or Services to be provided and the responsibilities

of both parties.

• For example there could be an OLA

- between the IT Service Provider and a procurement department to

obtain hardware in agreed times - between the Service Desk and a

Support Group to provide Incident Resolution in agreed times.





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Supplier

• A Third Party responsible for supplying goods or Services that are required

to deliver IT services.

• Examples of suppliers include commodity hardware and software vendors,

network and telecom providers, and Outsourcing Organizations.

• We have to sign contracts with suppliers and these contracts are known as

Underpinning Contracts (UC)





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Underpinning Contract

Contract : An agreement enforceable at law

Underpinning contract (with reference to an SLA)

• Contract between an IT Service Provider and a Third Party provider

• The Third Party provides goods or services that support delivery of an IT Service

to a Customer

• defines targets and responsibilities that are required to meet agreed Service

Level Targets committed in an SLA




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SLM – Process


Business Unit A Business Unit B The business

3 6

2 5 Business Business Process 1 Process 4

SLM

G F D C B Service A Document SLR(s) SLA(s) SLA(s) standards &

templates

Determine, Monitor service Conduct service document & agree performance against review & instigate requirements for new SLA & produce improvements within Assist with the services SLRs & service reports an overall SIP Service Catalogue make SLAs & maintain document

templates

Develop contacts Collate, measure

& relationships, & improve

record & manage Service customer

complaints & Catalogue satisfaction

compliments Service

Reports

Review & revise SLAs, service

scope & underpinning Contracts

agreements OLAs

Support teams Supplier Management Suppliers




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SLA,OLA,UC

Organization Management

Customer

Org‘s Internal Teams

Vendors

SLA

OLA

UC





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SLM - Challenges

• Identifying suitable customer representatives with whom to

negotiate.

• A lack of accurate input, involvement and commitment from the

business and customers

• The tools and resources required to agree, document, monitor,

report and review agreements and service levels

• The process becomes a bureaucratic, administrative process rather

than an active and proactive process delivering measurable benefit to

the business





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SLM - KPIs

■ Percentage reduction in ‘SLA targets missed’

■ Percentage reduction in ‘SLA targets threatened’

■ Percentage increase in customer perception and satisfaction of

SLA achievements, via service reviews and Customer Satisfaction

Survey responses

■ Percentage reduction in SLA breaches caused because of third-party

support contracts (underpinning contracts) & internal Operational

Level Agreements (OLAs).





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CASE STUDY

• ABC Ltd will provide Response Time SLAs to Customer as below for all H/W Replacements

– For all SAP services, the response time will be 60 mins

– For Servers – 4 Hr, Network Link Down – 4 Hr., Desktop – 2 Hr

• ABC has following OLAs agreed from their Internal Teams for all H/W Replacements

– For all SAP services, the response time will be 30 mins

– For Servers – 2 Hr, Network Link Down – 2 Hr., Desktop – 1 Hr

• Internal Teams have following agreements with their Vendors – For Servers (IBM)– 1 Hr, Network Link Down (BT, Cisco) – 1 Hr, Desktop (Dell) – 30 Mins





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SERVICE CATALOGUE MANAGEMENT

“Services Ready to Use”





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Service Catalogue Management - Scope, Goals & Objectives

The goal is to ensure :

-that a Service Catalogue is produced and maintained, - it contains accurate information on all operational & planned services

Objectives: - manage the information contained within the Service

Catalogue - ensure accuracy in all services of scope

• current details, status, interfaces and dependencies

Scope:

• All services that are being transitioned or have been transitioned to the live environment





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KEY CONCEPTS

• What is Service Catalog?

• Service Catalog vs. Service Portfolio

• Types of Service Catalog





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SCM - Activities

• Ensuring that all operational services and all services being prepared for

operational running are recorded within the Service Catalogue

• Ensuring that all the information within the Service catalogue is

accurate and up-to-date

• Ensuring that all the information within the Service catalogue is

consistent with the information within the Service Portfolio

• Ensuring that the information within the Service catalogue is

adequately protected and backed up





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• What is Service Catalog? – A single source of information for all the service offerings

– Includes Operational & in Transition Services

– E.g. Menu Card in a Hotel

• Service Catalog vs. Service Portfolio – Service catalog is a part of Service Portfolio

– Service Portfolio depicts the services in their Business Value Terms i.e. Why customer would buy it from us

– Service Catalog depicts what service would you like to offer to customer (which will be based on customer needs)

– Service Portfolio is not usually available to be viewed by Customer or public whereas Service Catalog may be





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Types of Service Catalog

• Business Service Catalog – Used by Relationship Manager to win a business

– Consists list of all IT services which are important for Customer’s Business Process

– Visible to customer (or even to common public)

• Technical Service Catalog – Used by Relationship Manager to know the capabilities & limits of Business

Service Catalog

– Contains all the Backup/Supporting services for services shown in BSC

– Usually Not visible to Customer





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METRICS

• Accuracy of Information within Service Catalog

• Number of corrections made

• Customer Feedback

• Number of successful/lost proposals





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CASE STUDY.. ABC’s Service Catalogs


Business Service Catalog Service List: 1. SAP programming 2. SAP Development 3. SAP/ABAP Start to End 4. Full Lifecycle SAP

IT Infrastructure

1. Server Management 2. Network management 3. Backup Management 4. Design of complete IT Infra

Technical Catalog 1. Currently only SAP v3 2. Connectivity across location 3. 3 more Network POPs coming up in US, UK & Aus in 15 days 4. Remote Management not completely ready, expected in 3 months





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AVAILABILITY MANAGEMENT

“Ensure it is up, when it should be”





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Availability Management - Goals & Scope

Goal : to ensure that

- level of service availability delivered in all services is

- matched to or exceeds

- the current and future agreed needs of the business

- in a cost-effective manner

Scope :

• designing, implementation, measurement, management

and improvement of IT service and component availability





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What is Availability ?

• Ability of a Configuration Item or IT Service to perform its agreed Function when required.

Note :

• Determined by Reliability, Resilience ,Maintainability, Serviceability, Performance, and Security. • Usually calculated as a percentage. This calculation is often based on Agreed Service Time and Downtime.

• It is Good Practice to calculate Availability using measurements of the Business output of the IT Service.





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• The ability of a service, component or configuration item to perform it’s agreed & expected function when required

• Usually expressed as Percentage

Availability= (AST-DT) X 100

-----------------

AST AST = Agreed Service Time DT = Downtime

AVAILABILITY





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• Reliability

– Implies how long the specified service is available for the required period without any interruptions or failures

• Serviceability

– Ability of the 3rd party supplier to provide the expected service to service provider

• Maintainability (or Recoverability)

– How easy it is to maintain or recover a service, component or configuration item

• NOTE – Availability can be Proactive (recommended) or Reactive.





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Availability Metrics

MTRS- Mean Time to Restore Service (Down Time) =

Relates to Maintainability (Also has an element of Serviceability) © Crown Copyright 2011 Reproduced under License from Cabinet Office

Detection

Diagnosis

Repair

Recover

Restoration

Incident

Occurred

MTBF- Mean Time Between Failures Uptime) = Availability

MTBSI – Mean Time Between system Incidents = RELIABILITY

Time

Incident

Occurred





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METRICS

• Uptime per service or group of Users

• Downtime duration

• Downtime frequency

• Number of failures beyond ‘X’ time





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CASE STUDY

• ABC Ltd will provide Availability (Uptime) as per below details

– For Servers: 95%

– Network Connectivity: 92%

– Desktops: 98%

NOTE – These Servers, N/W Links & Desktops are provided/designed by ABC which supports their commitments of uptime. The availability would vary for these components if they exist already





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INFORMATION SECURITY MANAGEMENT

“Protect the Data & Information”






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Information Security Management - Goal and scope

• Goal - To align IT security with business security and ensure that information security is effectively managed in all service and Service Management activities

ISM must ensure that an Information Security Policy is produced, maintained and enforced

• Scope - The ISM process should cover use and misuse of all IT systems and services for all IT security issues





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ISM - Responsibilities

• Developing and maintaining the Information Security Policy and a

supporting set of specific policies.

• Ensuring appropriate authorization, commitment and endorsement

from senior IT and business management.

• Communicating and publicizing the Information Security Policy to all

appropriate parties.

• Ensuring that the Information Security Policy is enforced and adhered to.

• Identifying and classifying IT and information assets (Configuration

Items) and the level of control and protection required.





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INFORMATION SECURITY MANAGEMENT — INFORMATION SECURITY

MANAGEMENT SYSTEM (ISMS) FRAMEWORK

The Information Security Management System (ISMS) framework shown

below presents an approach that is widely used and is based on the advice

and guidance described in many sources, including ISO/IEC 27001.


Customers – Requirements – Business Needs

PLAN

Service Level Agreements

Underpinning Contracts

Operational Level Agreements

Policy Statements

IMPLEMENT

Creation of Awareness

Classification and Registration

Personnel Security

Physical Security

Networks, Applications, and Computers

Management of Access Rights

Security Incident Procedures

MAINTAIN

Learn

Improve Plan

Implement

EVALUATE

Internal Audits

External Audits

Self Assessments

Security Incidents

CONTROL

Organize

Establish Framework

Allocate Responsibilities





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METRICS

• Effectiveness of Security Measures / Controls

• Number of Security Breaches , Attacks

• Business Losses incurred due to security malpractices

• Adherence /Compliance to Security Standards

• Security Audits reports





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Supplier Management

“Manage Supplier Relationship & Performance”






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Supplier Management - Goal and Scope

• Goal - To manage suppliers and the services they supply,

to provide seamless quality of IT service to the business,

ensuring value for money is obtained.

• Scope - The Supplier Management process should

include the management of all suppliers and contracts

needed to support the provision of IT services to the

business





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SM - Basic Concepts

• The Supplier and Contracts Database (SCD )

• Supplier and Contract Management and performance information and reports

• Supplier categorization





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SM - Responsibilities

• Providing assistance in the development and review of SLAs, contracts, agreements or any other documents for third-party suppliers

• Ensuring that value for money is obtained from all IT suppliers and contracts

• Ensuring that all IT supplier processes are consistent and

interface to all corporate supplier strategies, processes and

standard terms and conditions

• Maintaining and reviewing a Supplier and Contracts Database

(SCD)





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Supplier Selection


Request Supplier

Responses

Requirement of 3rd party supplier

Select Suppliers

Analyze Supplier

Capabilities

Contract with

Supplier (UC)

Supplier provides

Services

Manage Suppliers SCD Update supplier’s records





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Supplier – Contracts Database (SCD)


Supplier Contracts Database

Organization’s Supplier Policy & Strategy

Contracts categorization According to Types of services, Owner, expiry date, value etc.

Fresh/Renewed Contracts

Existing Contracts

Records of Past/Expired Contracts

Contracts Modification/Termination

Supplier’s performance Against contract terms





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METRICS

• Accuracy of information in SCD

• Relevance of contracts in terms of SLM

• Performance of suppliers





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CASE STUDY

SUPPLIER MANAGEMENT





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CASE STUDY

• ABC Ltd has identified following suppliers – Desktops: Dell, Servers: IBM, Network Links: Spice Telecom

• Supplier Manager of ABC is accountable to get these contracts signed/maintained/renewed/terminated etc.

• All the documents regarding suppliers will be maintained in SCD which will be on any Database (SQL, Oracle, Access etc)





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CAPACITY MANAGEMENT

“Ensure IT is sized in optimum & cost effective manner ”





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OBJECTIVES

• Provide the required IT Infrastructure in a cost effective manner while also meeting it’s requirements

• Ensure optimum utilization of IT infrastructure

• Work on current & future needs

• Produce & regularly upgrade Capacity Plan




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Current Physical Capacity : 500 People

Shifts Required : 24 X 7

Shift Timing: 8:30 a.m to 5:30 p.m / 3:00 p.m to 12:00 a.m / 12:00 a.m to 8:30 a.m (Already Working)

Project Requirement: 1000 People

Business Capacity: Developers & Claim Associates (500 + 500)

Developers will work : 8:30 a.m to 5:30 p.m/ Claim Associates: 3:00 p.m to 12:00 a.m

Developer Need: Laptop with 2 GB of Ram – Constraint only 1 GB Ram Laptops are available

Q: How to manage the Capacity to accommodate 1000 people in the physical Capacity of 500 People space ???

Manage the IT Infrastructure to accommodate 1000 ppl

Developers – Issue Laptops & Claim Associates – Issue Desktops to manage Business Capacity

Introduce KVM Switch to tie Desktops & Laptops on same workstation of 500 Capacity to Manage

Service Capacity & Introduce Wifi to manage the to and Fro Movement to cover the 2.30 hours of time

Constraint: Developer Put heavy applications on VM Ware or Citrix and Rest Locally to manage Component Capacity

Example of Capacity Management




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The three major sub processes of Capacity Management are:

Business Capacity Management

Ensures that the future business requirements (customer outcomes) for IT services are considered

and understood.

Ensures that sufficient IT capacity to support any new or changed services is planned and

implemented within an appropriate timescale.

Service Capacity Management

Includes the management, control, and prediction of the end-to-end performance and capacity of the

live operational IT services usage and workloads.

Ensures that the performance of all services, as detailed in service targets within SLAs and SLRs, is

monitored and measured and that the collected data is recorded, analyzed, and reported.

Component Capacity Management

Includes the management, control, and prediction of the performance, utilization, and capacity of

individual IT technology components.

Ensures that all components within the IT infrastructure that have finite resources are monitored and

measured and that the collected data is recorded, analyzed, and reported.

CAPACITY MANAGEMENT — SUBPROCESSES





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• Capacity Plan

– Time (or trigger) phased plan to maintain/increase the utilization of IT Infrastructure by maintaining or adding IT infrastructure components

• Capacity Management Information System (CMIS)

– A system which holds the data needed & maintained by all the capacity sub processes/activities

• Performance Management

– Monitoring

– Tuning





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• Modeling

– Mathematical models for determining the benefits and costs of varying capacity

– Simulation and Analytical techniques

• Application Sizing

– For determining the hardware capacity required to support new/modified applications





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METRICS

• Performance trends after estimates

• Reduction in rushed purchases

• Reduction in expensive overcapacity

• Reduction in number of incidents due to performance plans





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CASE STUDY

• Capacity team of ABC Ltd has following comments

– Current N/W links are sufficient to carry Remote Management of approx 20k Desktops & 1k Servers holding standard SAP applications

– Looking at future Business Targets /trends to acquire more customers, 40 more n/w links will need to be established across Europe & America in 2 years time span.. details in Annex 1.0

– As per IT services expansion plan, 300+ IT components will need to be removed/installed .. Details as in annex 2.a





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SERVICE CONTINUITY MANAGEMENT

“Recover from disaster as per agreed & applicable SLA”





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ITSCM – Responsibilities


• Performing Business Impact Analyses for all existing and

new services

• Implementing and maintaining the ITSCM process

• Representing the IT services function within the Business

Continuity Management process

• Ensuring ITSCM plans, risks and activities are capable of

meeting the agreed targets under all circumstances

• Performing risk assessment and risk management to avert

disasters where practical





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ITSCM - Goal & Scope

Goal : Support the larger business continuity plan

Scope - Services, computer systems, networks, applications,

data repositories, telecommunications, environment,

technical support and Service Desk

• Also includes resources (People)

The objectives are ensuring that

• required IT technical and service facilities can be resumed

• within required, and agreed, business timescales • Following a major disruption





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LIFE CYCLE APPROACH TO ITSCM


• Initiate ITSCM

• Gather requirements – Plan for implementation

• Implementation – ORR (Operation Readiness Review)

– Mock Testing

– Go Live /Sign Off for ITSCM Structure

• Ongoing regular testing & updates

to ITSCM structure





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POSSIBLE RECOVERY OPTIONS

• Do nothing

• Manual Workarounds

• Reciprocal arrangements (Less Frequently used)

• Immediate recovery – hot standby (24 hours) – Mirrored business systems on an alternate site

• Intermediate recovery – warm standby (24-72 hrs) – Similar to immediate but critical systems need to be recovered and run

• Gradual recovery – cold standby (72 hrs) – Empty facility with utilities

• Fortress Approach - Risk avoidance approach in which every possible precaution is

taken to disaster proof a facility or position.

• Dormant contracts - Contracts with 3rd parties which become active only when

triggered by a disaster

• Insurance – Transferring Risk on the Third Party





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• Business Continuity Strategy – Aims at reducing risks by developing recovery plan's to restore business activities if they

are interrupted by a disaster

• Assessment of Changes for impact on ITSCM – To study & mitigate the impact of any changes in IT Infrastructure on ITSCM

• Negotiated/Compromised SLAs – To negotiate appropriate SLAs with customer which will be applicable only during disaster





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IT Service Continuity Management - Basic Concepts

• Disaster - an event that affects a service or system such that significant effort is required to restore the original performance level

• Business Impact Analysis (BIA)

The purpose of a Business Impact Analysis is to quantify the impact to the business that loss of service would have





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METRICS

• Number of shortcomings

• Cost to company due to loss if no recovery Plan

• Cost in Time, resources and money to restore IT Services





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SUMMARY

SERVICE CONTINUITY

MANAGEMENT





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CASE STUDY

• ABC Ltd has offered the customers ITSCM options as below: – Complete mirroring of sites Delhi & Hyderabad (Hot Standby)

• This will need Facilities , Infrastructure, technology support as well

– Warm Standby for sites Bangalore & Hyderabad

– Cold standby for sites Bangalore & Pune





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Model Questions

Q What are Underpinning Contracts used to document

The provision of IT services or business services by a Service Provider

The provision of goods and services by Suppliers

Service Levels that have been agreed between the Service Provider and their Customer

Metrics and Critical Success Factors (CSFs) in an external agreement

Ans – B

Q Reliability is a measure of

The availability of a service or component

The level of risk that could impact a service or process

How long a service or component can perform its function without failing

A measure of how quickly a service or component can be restored to normal working

Ans - C





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Which process contains the Business, Service and Component sub-processes?

Capacity Management

Incident Management

Service Level Management

Financial Management

Ans - A

In which document would you expect to see an overview of actual service achievements against targets?

Operational Level Agreement (OLA)

Capacity Plan

Service Level Agreement (SLA)

SLA Monitoring Chart (SLAM)

Ans - D





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End of Module 2





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“Transitioning Services into Operation

without disturbing the existing services”

SERVICE TRANSITION





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Service Transition

Processes

Change Management

Release and Deployment Management

Service Asset and Configuration

Management

Knowledge Management






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Goals of Service Transition

• Set customer expectations on how the performance and use of the new or changed service

• Enable the business change project or customer

• Reduce variations in the predicted and actual

performance of the transitioned services

• Reduce the known errors and minimize the risks from

transitioning the new or changed services into production

• Ensure that the service can be used in accordance with the requirements and constraints specified within the service requirements





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Service Transition V- Model

Define Customer

Business Requirements

Define Service

Requirements

Design Service

Solution

Design Service

Release

Develop Service

Solution

Service Component

Build & Test

(Internal & External

Suppliers)

Validate Service

Packages, Offerings

& Contracts

Service Acceptance

Test

Service Operational

Readiness Test

Service Release

Package Test

Component &

Assembly

Test

Release Test

Criteria/Plan

Service Operation Criteria/Plan

Service Acceptance Criteria/Plan

Service Review Criteria/Plan






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SERVICE TRANSITION 1 OF 4

CHANGE MANAGEMENT

“Minimize the Impact of Change”





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Change Management - Purpose & Goals

Purpose:

• Standardized methods and procedures are used for efficient and prompt handling of all changes • All changes to service assets and configuration items are recorded in the Configuration Management System • Overall business risk is optimized.

Goal: • Respond to the customer’s changing business

requirements while maximizing value and reducing incidents, disruption and re-work

• Respond to the business and IT requests for change that will align the services with the business needs





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CHANGE MANAGEMENT — OBJECTIVES

The objective of the Change Management (CM) process is to

ensure that Changes are recorded and then:

and reviewed in a controlled manner.

evaluated

authorized

prioritized

planned

tested

documented

implemented





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CHANGE MANAGEMENT — DEFINITIONS

Some more definitions:

A Process model is a way of predefining the steps that should be taken to handle a process (in

this case, a process for dealing with a particular type of Change) in an agreed way.

A Standard Change is a Change to a service or infrastructure for which the approach is

preauthorized by CM and that has an accepted and established procedure to provide a specific Change requirement.

Remediation planning: No change should be approved without having explicitly addressed the

question of what to do if it is not successful

Emergency Changes are:

Intended to repair an error in an IT service that is negatively impacting the business to a

large degree.

Tested before use when possible; otherwise, the impact of the Change can be greater than

that of the original Incident.





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Forward Schedule of Changes (FSC) Contains details of all approved changes and their implementation dates for an agreed

period

Detailed short term schedules and less detailed for longer term planning

Projected Service Availability (PSA)

To determine the best time for a change implementation

Both the FSC and PSA are agreed with the customers

Back Out Plan It is executed if the Change can not happen as per plan

Usually but not necessarily the typical back out plan is to bring the systems back to original state it was in before the change started





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CHANGE MANAGEMENT — REQUEST FOR CHANGE (RFC)

A Change request is known as a Request for Change (RFC).

It is a formal communication seeking an alteration to one or more configuration items.

Different types of Changes may require different types of Change requests.

Types of Changes

Request for Change to Service Portfolios

New portfolio line item

Predicted scope, business case, baseline

Service pipeline

Request for Change to service or service definition

Existing or planned service attributes

Project Change that impacts Service Design, for example, forecasted

warranties

Service improvement

Project Change proposal

Business Change

No impact on service or design baseline

User access request

Operational activity

Tuning (within specification/ constraints)

Reboot hardware on failure if there is no impact on other services

Planned maintenance





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Seven R’s of Change Management

The 7 Rs of Change Management are used for the impact assessment of

Changes

What is the RELATIONSHIP

between this Change and

other Changes?

7 RS

Who RAISED the

Change?

What is the REASON for the

Change?

What is the RETURN

required from the Change?

What are the RISKS

involved in the Change? What RESOURCES are required

to deliver the Change?

Who is RESPONSIBLE for the

build, test, and implementation of

the Change?

―

‖





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CHANGE MANAGEMENT — ROLES

The Change Manager role:

Receives, logs, and allocates priority.

Tables all RFCs for a CAB meeting.

Decides which people will come to which meetings.

Convenes CAB or Emergency CAB (ECAB) meetings for RFC assessment.

Chairs all CAB and ECAB meetings.

Authorizes acceptable Changes.

The Change Advisory Board (CAB):

Is an advisory body, requiring appropriate terms of reference (for example, meeting

regulations and scope of influence).

Formal authorization is obtained for each Change from a Change authority that may

be a role, person, or group of people, including:

Change Manager (Local Authorization), CAB or ECAB, IT Management Board, and

Business Executive Board.





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Changes are categorized into:

CHANGE TYPES

Standard Change (Preauthorized)

Is a Change to a service or

infrastructure that is preauthorized by

Change Management and has an

accepted and established procedure

to provide a specific Change

requirement.

Normal Change

Is raised by a request from

the initiator – the individual or

organizational group – that

requires the Change.

Emergency Change

Is sometimes required and

should be designed carefully

and tested before use, if at all

possible, or the impact of the

emergency Change may be

greater than that of the original

Incident. Details are often

captured at a later date.





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Change Management Process Flow

Request For Change (RFC)

Change Manager

Line Manager Approval

CAB Meeting

Post Change Review FSC/PSA

Implement Change

Update CMDB & Change Records

Failure

Back out Plan

Success

Problem Management Customer or other teams

SCM, Capacity, BRM, ISM,SLM, R&D, Customer etc.

Customer Sign Off






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RFC Workflow and Interfaces

Change Management

Approve Co-ordinate Raise & record Assess Review Close reject change change request change change change change implementation*

Release and deploy New/changed CIs

Configuration Management

Capture Check release and Reports & Identify affected Update Audit records environment audits items records items updated baselines

Configuration Management System

*Includes build and test where applicable






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CHANGE MANAGEMENT — STANDARD CHANGE PROCESS FLOW EXAMPLE

Role

Initiator

Change

Management

requested

implemented

Closed

Create RFC

Assign for Work

Review and Close

Change Record

Upd

ate

Cha

nge

an

d C

on

figu

ratio

n

Info

rma

tion in

the

CM

S

A sample Standard Change process flow:






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A Change is reviewed:

On completion of the Change, the results should be reported for evaluation.

For major Changes, there will be more customer and stakeholder input.

To include any Incidents arising as a result of the Change.

As part of a service managed by an external provider; details of any

contractual service targets will be required.

A Post-Implementation Review (PIR) should be conducted:

To confirm that the Change has met its objectives.

That the initiator and stakeholders are satisfied with the results.

That there have been no unexpected side-effects.

Lessons learned should be fed back into future Changes.

Process Activities





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ChM - KPIs

The top five risk indicators of poor ChM are:

1. Unauthorized changes (above zero is unacceptable)

2. Unplanned outages

3. A low change success rate

4. A high number of emergency changes

5. Delayed project implementations.





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ChM - Challenges

• Lack of ownership of the impacted systems • Inaccurate configuration data may result in poor impact assessments

• Bypassing the agreed procedures

• There may be resistance against an umbrella of Change Management authority





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SERVICE ASSET & CONFIGURATION

MANAGEMENT

SACM = Know what you have





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SACM - Goal

The goals of Configuration Management are to:

• Support the business and customer’s control objectives

and requirements

• Support efficient and effective Service Management

processes by providing accurate configuration information

to enable people to make decisions

• Minimize the number of quality and compliance issues

• Optimize the service assets, IT configurations, capabilities and resources.





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SACM - Objectives

• The objective is to define and control the

components of services and infrastructure and

maintain accurate configuration information on the

historical, planned and current state of the services

and infrastructure.





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Configuration Item A uniquely identifiable entity/item which needs to be controlled

Baseline

Snapshot of a CI or a group of CIs at a given time or stage Variant

A baseline with minor differences

Configuration Management System

It is a system which controls & maintains the record if all CIs in a structured manner in 1 or more databases known as CMDB Stores Attributes of CIs, Relationship between CIs Consists of Multiple layers like Integration Presentation etc.





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Definitive Media Library (DML)

• One or more locations in which the definitive and approved versions

of all software Configuration Items are securely stored.

• The DML may also contain associated CIs such as licenses and documentation.

• The DML is a single logical storage area even if there are multiple locations.

• All software in the DML is under the control of Change and Release

Management and is recorded in the Configuration Management System.

• Only software from the DML is acceptable for use in a Release





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A Configuration Item (CI) is an asset, service component, or other item that is, or will be,

under the control of Configuration Management. CIs:

May vary widely in complexity, size, and type, ranging from an entire service or system, including all

hardware, software, documentation, and support staff, to a single software module or a minor

hardware component.

May be grouped and managed together, for example, a set of components may be grouped into a

Release.

Should be selected using established selection criteria and then grouped, classified, and identified in

such a way that they are manageable and traceable throughout the Service Lifecycle.

CONFIGURATION ITEMS (CIS)

Service

Lifecycle CI

Service CI

Service Design Package (SDP), Business Case

Processes, infrastructure

Organization

CI Business strategy, regulatory requirements

Internal CI Delivered by individual projects

External CI Customer requirements and agreements

Interface CI Required for end-to-end service delivery





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ACTIVITIES

Planning

Identification

Status Accounting

Control

Verification and Reporting





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Defining the strategy, policy and objectives for the process

Analyzing the information, Identifying the tools and resources available for the process

Creating interfaces with other ITIL processes, projects and third party suppliers

Configuration Management Plan including Policy and Strategy could be one output.

Planning





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To identify the associated IT services and components, which need to be controlled by the Configuration Management process.

Define the Scope of the process

IT Services, Hardware, Software and Documentation, Specific Areas

Specify the Level of Detail for information recording

Identify the Relationships of the CIs

Determine the depth of information to be recorded

Naming Conventions, Attributes covered

Identification





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The next activity after Identification is Status Accounting of the IT component

through its life cycle. A status code is assigned to each of the statuses for easy

identification.

Typical Statuses New CIs

In Order, Tested, Accepted

Existing CIs

Received, RFC open for the CI new version requested, Down, Phased Out, Undergoing maintenance

All CIs

In Stock, Order received, Under test, Released for Installation, Live, Spare

Status Accounting





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Configuration Management controls all the IT components received by

the organization.

Control Who can Access, who can modify

Control





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Audit and Verification

Does the CMDB reflect reality?

The activities includes verifying and auditing the details in the CMDB.

For example, audit tools can be used to automatically analyze workstations and report on the current situation and status of the IT infrastructure.

Accuracy is improved by

Active rather than passive CMDB

Automatic updating

Integration with other processes

Automatic checks





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Assess the efficiency and effectiveness

Through Regular MIS reports

Scheduled reviews of the expected growth in demand of Configuration management activities

Reporting





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CASE STUDY

ABC Ltd has decided as below:

A SQL database will be used to store the SACM Data

A CMS will be designed to enable user interaction with the Database

This CMS will be named as NetISS

Staff will have a range of access starting from No Access, Read only ..till Full Access as per their Role in SACM





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Release & Deployment Management

R & D = Bring in the change

Carefully





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RDM - Objectives

• To ensure clear and comprehensive plans are in place

• To build, install, test & deploy release package

• To ensure the new or changed services are capable of delivering the

agreed requirements w.r.t utilities, warranties and service levels

• To minimize the unpredicted impact on operations

• To ensure customer, user and SM staff are satisfied with the outputs

like user documentation and training





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RDM - Scope

• The scope of Release and Deployment Management

includes:

- the processes, systems and functions - to package, build, test

and deploy a release into production

- and establish the service specified in the Service Design package

- before final handover to service operations.





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Release Unit

• Components of an IT Service that are normally Released

together.

• A Release Unit typically includes sufficient Components to perform

a useful Function.

• For example one Release Unit could be a Desktop PC, including

Hardware, Software, Licenses, Documentation etc.

• A different Release Unit may be the complete Payroll Application,

including IT Operations Procedures and User training.





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Depending on the number of changes that should be included in one Release,

a Release can be of the following type:

Delta Release

Just a few changes normally a quick fix

Full Release

When a program is released in its entirety, including the parts that were not changed.

A number of similar Changes can be implemented together in this Release

More preparation and resources are required for a Full Release

Package Release

You use a Package Release when you Release a group of software. Each of the software in the package depends on the other software in the group for its performance.

For example, scheduled upgrades to third-party software, such as Systems software and Office applications are appropriate for Package Releases.

Release Types





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Release / Deployment Methods

Big Bang vs. Phased Approach In Big Bang approach the new or changed component is deployed to all user areas in one go

Phased approach involves deployment of components to part of user area & then deploying in other areas in phased manner

Alternatively, the release itself is carried out in phased manner

Push vs. Pull (usually for software) Push is used when a component is deployed from a centre & pushed to it’s target locations

Pull is used when a software is stored in centre & users are requested to pull it based on their requirements

Automated vs. Manual





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ACTIVITIES

Release Planning

Release Design Building & Configuring

Release Testing &

Acceptance

Roll Out Planning

Communication,

Preparation & Training

Release Distribution,

Implementation

Definitive Software Library Definitive Hardware Store

Configuration Management Database






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Knowledge Management

KM = Gather, Analyze, Store &

Share the Knowledge





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OBJECTIVES

Improve the efficiency by reducing the need to Re-discover the knowledge

Create, Maintain & update Service Knowledge Management System

Make sure that a Right & Relevant information at Right time is available for organization’s requirements (e.g. Customer details, contract/SLA data)

Dat

a

Wisdom

Why?

Knowledge

How?

Information

Who, what,

when, where?

Context

Understanding






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DIKW Explanations

Knowledge management is typically displayed within the Data-

Information-Knowledge-Wisdom structure:

-Data is a set of discrete facts about events

- Information comes from providing context to data or by asking

questions on the data

- Knowledge is composed of the concepts, tacit experiences,

ideas, insights, values and judgments of individuals

- Wisdom gives the ultimate discernment of the material and guides

a person in the application of knowledge





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Definitive Media Library

Store Master copies of all the S/W assets In house, external, Trail, Commercial Of The Shelf

Licenses, Scripts & codes

Is controlled by Service Asset & Configuration Management process

Serves as the only source for build & distribution for Release & Deployment process





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DML & CMDB

CMDB stores the information about all the CIs (H/W & S/W)

DML stores the actual CIs (S/W only)

Both are controlled by SACM process

Both form part of SKMS





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Service Knowledge Management System (SKMS)

• A set of tools and databases that are used to manage

knowledge and information.

• The SKMS includes the Configuration Management System, as well as

other tools and databases.

• The SKMS stores, manages, updates, and presents all information

that an IT Service Provider needs to manage the full Lifecycle of IT

Services.





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Test Your Knowledge Which of the following CANNOT be provided by a tool?

A. Knowledge

B. Information

C. Data

D. Wisdom

Ans – D

Which is the BEST definition of a Configuration Item (CI)?

A. An item of hardware or software registered in the asset database

B. A collection of information used to describe a hardware or software item

C. An asset, service component or other item that is, or will be, under the control of Configuration

D. Management

E. Information recorded by the Service Desk when an Incident is reported

Ans - C





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Who is responsible for defining Key Performance Indicators (KPIs) for Change Management?

A. The Change Management Process Owner

B. The Change Advisory Board (CAB)

C. The Service Owner

D. The Continual Service Improvement Manager

Ans – A

What is the name of the area where the definitive authorized versions of all media Configuration Items(CIs) are stored and protected?

A. Definitive Media Library

B. Definitive Software Store

C. Service Knowledge Management System

D. Software Secure Library

Ans - A





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End of Module 3





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Service Operation

Realizing value by operating a service effectively & efficiently





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SERVICE OPERATION IN THE LIFECYCLE MODEL

Service

Strategy

Continual

Service

Improvement

Service

Design

Service

Transition

Service

Operation

Service Operation in the Service Lifecycle

model:

Provides guidance on achieving the effective

and efficient delivery and support of

services.

Ensures value for customers and service

providers.

Realizes strategic objectives through service

operations, making it a critical capability.

Maintains status quo and adapts to changes

in the business and technological

environments.

Well-planned and implemented processes

facilitate the day-to-day operation of

services.






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SERVICE OPERATION — PURPOSE

The main purpose of Service Operation is to coordinate and perform the activities and processes necessary to:

Continuously manage the technology used to deliver and support the services.

Deliver services at agreed levels to business users and customers in order to

manage the services.





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Business Value of SO

• Service value is modeled in Service Strategy

• The cost of the service is designed, predicted and

Validated in Service Design and Service Transition

• Measures for optimization are identified in Continual

Service Improvement

• Service Operations is where the value is seen





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ROLE OF COMMUNICATION

Appropriate communication plays a very important role in Service

Operation.

It is a must among IT teams, departments, users, internal customers, and

the Service Operation team to prevent or mitigate issues.

Service Desk

IT

Consultancy

Project Management

Training

Customers

Finance

Communication






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Functions in Service Operations

• TMF - Technical Management Function - Custodian of technical knowledge and expertise related to managing

the IT

• AMF - Application Management Function - Custodian of technical knowledge and expertise related to managing

applications - Overlaps with Application Development

• ITOMF - IT Operations Management Function

- Responsible for the daily operational activities needed to manage the IT Infrastructure

-Has IT Operations control & Facilities Management - Overlaps with TMF & AMF

• SDF - Service Desk Function - SPOC

- Focuses on service restoration





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TMF - Roles in Service Management

• It is the custodian of technical knowledge and expertise

related to managing the IT infrastructure.

- In this role, it ensures that the knowledge required to design, test, manage and improve IT services is identified, developed and refined.

• It provides the actual resources to support the ITSM

Lifecycle.

- In this role it ensures that resources are effectively trained and deployed to design, build, transition, operate and improve the technology required to deliver and support IT services.





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AMF - Roles in Service Management

• It is the custodian of technical knowledge and expertise related to managing applications.

• It provides the actual resources to support the ITSM Lifecycle.

Please note:

- Application Management is to applications what Technical Management is to the IT Infrastructure.

- Application Management plays a role in all applications, whether purchased or developed in-house.

- One of the key decisions : Build or Buy





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AMF - Organisational Overlap

Requirements

Optimize Design

IT Service Management Strategy,

Design, Transition and Improvement Build and Operate

Test

Deploy

Application Application Management Development






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ITOMF - Role

ITOMF Functions :

1) IT Operations Control

- Ensures that routine operational tasks are carried out - Provides centralized monitoring and control activities - Uses an Operations Bridge or Network Operations Centre

2) Facilities Management - Management of the physical IT environment (Data centers, computer rooms,

etc)

Please note: - In large Data Centers Technical and Application Management are co- located

with IT Operations

- In some organizations many physical components of the IT Infrastructure are outsourced and Facilities Management may include the management of the outsourcing contracts





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SDF - Objectives

• Primary aim - restore the ‘normal service’ to the users as quickly as possible

(In this context ‘restoration of service’ is meant in the widest possible

sense)

Please note :

• It is SPOC - Single point of contact

• While this could involve fixing a technical fault, it could equally

involve fulfilling a service request or answering a query or

anything that is needed to allow the users to return to working

satisfactorily




I




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Local Service Desk

For Local business needs and onsite Local Local Local

User User User support

• Desktop support First line support

• Network support Service Desk

• Application support

• Systems and operations support Third Network &

Application Desktop Party Operation

Support Support Support Support

• Third party support








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Centralized Service Desk

• In multi location environment Customer Customer Customer Site 1 Site 2 Site 3

local SD becomes expensive • Central SD is established serving all locations • All service request are logged Centralized

at a central physical location Service Desk

Second Line Support • Key benefits - Reduced operational costs

- Consolidated Mgmt reports.

- Better resource allocation Network & Third Application Desktop

Operation Party Support Support

Support Support






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Virtual Service Desk

• Virtual service desk can be accessed from anywhere in

Paris Amsterdam Service Desk the world Service Desk

London Service Desk

Sydney Wan Service Desk Modem

• If the organization is MNC it gives same benefits of Virtual Service Desk

Modem

centralized service desk

Internet Service

Mgmt • Maintains central database Database (S)

accessible from all locations Toranto Lan Service Desk

Telephone

La New York Service Desk n • The only difficulty is the

Local Users User Site 1 User Site a person required at Virtual

Fax SD needs to be specialist

Local Users Remote Users Third Party Supplier

Service Desk • Follow The Sun Model






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FOLLOW THE SUN MODEL

24 Hrs of Desk

Team which is in Day time picks up the call

Advantage

Best for 24 Hrs kind of support

Less desk staff attrition due to working time

Disadvantage

Expensive due to use of technology

Multiple control points so difficult to manage





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Follow the SUN

Indian Standard Time

Responding

SD Region

10 AM 3 PM 8 PM 1 AM 5 AM

AUS

USA

EST

UK

IND

USA

PAC






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SERVICE OPERATION PROCESSES — AN INTRODUCTION

This section introduces the processes within the Service Operation phase of the

IT Service Lifecycle:

Service Operation

Processes Request Fulfillment

Access Management

Problem Management

Incident Management

Event Management






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SERVICE OPERATION 1 OF 5

Event Management

“Detects Events and Take Appropriate Actions”





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Types of Events

Information An event which is only meant to provide information

E.g. Backup job completed

Usage

To check status of activity, device

To get statistics Informational events are usually recorded for a pre-determined period





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Warning Event meant as a proactive measure to indicate that service or device is

reaching a threshold

E.g. Network traffic reaching a congestion point

Exception Event which indicates that a service or a device is behaving abnormally

(against a defined behavior)

E.g. Hdd1 in RAID has failed





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IMPACT, URGENCY, AND PRIORITY

Impact is a measure of the effect of an

Incident, a Problem, or a Change on business

processes.

Urgency is a measure of how long it will be

until an Incident, a Problem, or a Change has

a significant impact on the business.

For example, a high-impact Incident may have

low Urgency if the impact will not affect the

business until the next financial year.

Priority is a category used to identify the

relative importance of an Incident, a Problem,

or a Change.

Priority is based on Impact and Urgency and is

used to identify the required time for actions to

be taken.

For example, SLAs may state that Priority 2

Incidents must be resolved within 12 hours.





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EM - Basic Concepts

• An event can be defined as any detectable or discernible

occurrence

- that has significance for the management of the IT Infrastructure or the delivery of IT service

Please Note:

-Events are typically notifications created by an IT service, Configuration Item (CI) or monitoring tool

-Events that signify regular operation

- Events that signify an exception

- Events that signify unusual, but not exceptional, operation





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Event Management - Scope, Goals & Objectives

• Provides the entry point for the execution of Service Operation

processes and activities.

• Provides a way of comparing actual performance and behavior against

design standards and SLAs.

• Provides a basis for Service Assurance and Reporting; and Service

Improvement.





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Alert

• A warning that a threshold has been reached, something has

changed, or a Failure has occurred.

• Alerts are often created and managed by System Management

tools and are managed by the Event Management Process.





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Incident

For example Failure of one disk from a mirror set.

An Incident is an unplanned interruption to or a reduction in the quality of an IT service. Anything that could affect an IT service in the future is also categorized as an Incident.

Incident:






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Service Operation includes Escalation:

ESCALATION

Escalation:

Escalation is an activity that obtains additional resources, when needed, to meet

service level targets or customer expectations.

Escalation may be needed within any IT Service Management process but is

most commonly associated with Incident Management, Problem Management,

and the management of customer complaints.

There are two types of Escalation:

Functional Escalation: Transfers an Incident or a Problem to a technical team with a

higher level of expertise to assist in an Escalation, for example, Tier 2 and Tier 3.

Hierarchical Escalation: Informs or involves senior levels of management to assist in an

Escalation.






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Incident Management

“Restore the Service ASAP”





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IM - Scope, Goals & Objectives

Objective:

• Restore normal service operation as quickly as possible and minimize

the adverse impact on business operations, thus ensuring that the best

possible levels of Service quality and availability are maintained.

Scope:

• Any event which disrupts, or which could disrupt, a service.

• Events communicated directly by users/technical staff

• It deals with all incidents; this can include failures, questions or queries

reported by the users (usually via a telephone call to the Service Desk), by

technical staff, or automatically detected and reported by event

monitoring tools.





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Major incidents

• A separate procedure, with shorter timescales and greater urgency,

must be used for ‘major’ incidents.

• A definition of what constitutes a major incident must be agreed and

ideally mapped on to the overall incident prioritization system

• They will be dealt with through the major incident process.





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IM - KPIs

• Total numbers of Incidents

• Breakdown of incidents at each stage

• Size of current incident backlog

• Number and percentage of major incidents

• Mean elapsed time to achieve incident resolution or circumvention,

broken down by impact code

• Percentage of incidents handled within agreed response time.


I




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INCIDENT LIFE CYCLE





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Incident Management - Process

From Web Interface User Phone call Email - Technical Staff From Event Mgmt

Y To Request Service Incident Identification Fulfillment

Request

N Incident logging

Incident Prioritization

Y Incident Categorization Major Major Incident

Incident Procedure N

Initial Diagnosis

Functional Y Functional Escalation Escalation Hierarchical to next level Needed ? Escalation

Needed ? N

Investigation & Y Diagnosis

Management Escalation

Incident Resolution & Recovery Closure 181






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MAJOR INCIDENTS

These are incidents which have a short timescale target & higher urgency

Major Incident is NOT a Problem





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INTERFACES

Incident Management

Problem Management Change Management

Capacity Management

Availability Management

SD & other Functions

Other processes e.g. Demand

R & D Management

SACM






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REQUEST FULFILLMENT

“Provide a Quick Response to Standard Service Requests”





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REQUEST FULFILLMENT (RF) — OBJECTIVES

The main objective of the RF process is to deal with service requests from

users. This includes:

Request

Fulfillment Process

Objectives

Providing information to users and

customers about the availability of

services and the procedure for

obtaining them

Assisting with general information,

complaints, or comments

Sourcing and delivering the

components of requested standard

services

Providing a channel for users to

request and receive standard

services






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KEY CONCEPTS

Service Requests & Standard Service

Components of Standard Services

Request Model





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Service Request

• A request from a User for information, or advice, or for a Standard

Change or for Access to an IT Service.

• For example to reset a password, or to provide standard IT

Services for a new User.

• Service Requests are usually handled by a Service Desk, and do not

require an RFC to be submitted.





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Standard Service Typically involves a routine type of change Although may be managed by Service Desk, it is NOT treated as Incident E.g. Change of Mouse, Resetting password

Components of Standard Service

Pre-defined process Some changes can be pre-approved (or Auto Approved) e.g. Requesting stationary Some changes may require additional or special approvals





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Request Model involves a process-flow for Request Management

Make Self-Help available

Typical process flow would be

User initiates request

Request is accepted (or rejected as per process) by Service Desk

Necessary Approvals (if not pre-approved) are sought by SD

SD may also order the components (h/w or s/w) if out of stock

When approvals and components are ready, SD delivers the service to user

Service request is closed by SD





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PROBLEM MANAGEMENT

“Find the Root Cause of the Incident”





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PROBLEM MANAGEMENT (PM) — OBJECTIVES

Prevent Problems and the resulting Incidents from occurring.

+ Eliminate recurring Incidents and minimize the impact of Incidents that cannot be

prevented.

+

Be responsible for managing the Lifecycle of all Problems.

Minimize the impact of unavoidable Incidents.

+





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Problem - Explanation

• Unknown underlying cause of one or more Incidents

(RCA)

• The cause is not usually known at the time a Problem

Record is created, and the Problem Management

Process is responsible for further investigation.





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Workaround

• Reducing or eliminating the Impact of an Incident or Problem for

which a full Resolution is not yet available.

• For example by restarting a failed Configuration Item.

• Workarounds for Problems are documented in Known Error

Records.

• Workarounds for Incidents that do not have associated Problem

Records are documented in the Incident Record.





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KNOWN ERRORs AND KEDB

Service Operation includes Known Errors and the Known Error Database (KEDB):

A Known Error is a problem that has a documented root cause and a Workaround.

Known Errors may also be identified by the development team or suppliers.

Known Error:

A KEDB is a database containing all the Known Error records created by

Problem Management and used by Incident and Problem Management.

The KEDB is part of the Service Knowledge Management System (SKMS).

Known Error Database:

Known error

Database






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Reactive Problem Management :

The Reactive Problem Management activities help in identifying the root causes of the

Incidents.

Then, these help in suggesting permanent solutions so that these Incidents do not recur.

Proactive Problem Management :

The Proactive Problem Management activities aim at preventing Incidents before they

occur. This activity helps identify weaknesses in the IT infrastructure and suggests methods to eliminate these

PROBLEM MANAGEMENT TYPES





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Problem Control

The aim of Problem control is to identify the root cause, such as the CIs that are at fault, and to

provide Incident Management with information and advice on Workarounds when available.

– Note: Problem control focuses on transforming Problems into Known Errors. All Problem

– records should be recorded in a known error database.

Error Control

The objective of error control is to be aware of errors, to monitor them and to eliminate them when

feasible and cost-justifiable.

Note: Error control focuses on resolving Known Errors structurally through the Change

Management process.

ACTIVITIES





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Categorization

Problem Logging

Investigation & Diagnosis

Major Problem Review Major Problem? Yes

No

Closure

No

Resolution

Create Known Error Record

Change Needed?

Known Error

Database (KEDB)

Workaround?

Problem Detection

Service Desk Event Management Incident Management Proactive Problem

Management Supplier or Contractor

Prioritization

CMS

Change Management

End

What system does the

KEDB feed?

Yes

Problem Management – Work Flow





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Progress Control

Ownership

Reporting

Quality Control

Classification

Assigning Resources

Investigation and Diagnosis

Identification and registration

Establish Known Error

Problem Control





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Progress Control

Ownership

Reporting

Quality Control

Error Assessment

Recording Resolution

Error Closure

Error Identification and Recording

Monitoring Error Resolution Progress

Error Control





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Pain Value Analysis - The Pain Value Analysis technique works by looking at important

issues to the business (e.g. number of people affected, cost to the business, expected duration of service downtime).

Ishikawa Diagrams - Ishikawa diagrams (also called fishbone diagrams or cause-and-effect diagrams) are diagrams that show the causes of a certain event. A common use of the Ishikawa diagram is in product design, to identify potential factors causing an overall effect.

Major Problem Reviews

Problem Management Techniques





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ACCESS MANAGEMENT

“Manage the Access to Services”





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Access Management - Goal

• To provide authorized users the necessary rights to use

a service or group of services

• Actual execution of policies and actions defined in

Security and Availability Management





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ACCESS MANAGEMENT — ACCESS, IDENTITY, AND RIGHTS

The level and extent of a service’s functionality or data that a user is entitled to use. Access:

Information about the users that distinguishes them as individuals and verifies their status within the organization. By definition, the identity of a user is unique to that user.

Identity:

Also called privileges, rights refer to the actual settings where a user is provided access to a service or group of services. Typical rights, or levels of access, include read, write, execute, change, and delete.

Rights:

The basic concepts of AM:






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ACCESS MANAGEMENT — SERVICE GROUPS AND DIRECTORY SERVICES

Refers to a specific type of tool that is used to manage access and rights.

Directory Services:

Most users do not use only one service.

Users performing a similar set of activities will use a similar set of services.

Instead of providing access to each service for each user separately, it is more efficient to be able to grant each user – or group of users – access to the entire set of services that the user is entitled to use at the same time.

Services or

Service Groups:






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OBJECTIVES

Granting authorized users the access to their Required services

Ensure that the access provided is of Right level

Revoke the access after getting the necessary & relevant approvals

(Indirectly) prevent non-authorized access from non-authorized users

NOTE – Access management derives guidance from Information Security Management


I




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REAL LIFE EXAMPLE OF

SERVICE OPERATION




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Heart

Attack!!!

DIAL 100

DISPATCH

AMBULANCE

Specialist

Consult

Emergency

Room

TESTS and

ANALYSIS

DIAGNOSIS

Request for

Operation/Procedure

Operations

& Scheduling

Filter

Impact Analysis

Prioritize

Surgical Team

Develop

Strategy

Perform

Operation

/Procedure

Medical Procedure Library

Medical Tools

Patient Lifecycle Medical

File

Incident

Management

Problem Control Error Control P

rob

lem

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gem

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Change Management Release Management Configuration Management

Root Cause

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Test Your Knowledge

Identify the input to the Problem Management process. A. Request for Change B. Problem Resolution C. Incident Records D. New Known Errors Ans - C

A. When can a Known Error record be raised? 1. At any time it would be useful to do so 2. After the permanent solution has been implemented

A. 2 Only

B. 1 Only

C. None of the Above

D. All of the Above

Ans – A





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Which of the following is NOT an objective of the Operations Management function? A. Swift application of skills to diagnose any IT Operations failures that occur B. Delivering improvements to achieve reduced costs C. First line Incident investigation and diagnosis logged by users D. Maintenance of status quo to achieve stability of day to day processes and activities Ans - C

What is the BEST description of a Major Incident? A. An Incident that is so complex that it requires root cause analysis before a workaround can be

found B. An Incident which requires a large number of people to resolve C. An Incident logged by a senior manager D. An Incident which has a high priority or high impact on the business Ans - D

What are the key processes within Service Operation? A. Event Management, Incident Management, Problem Management, Request Fulfilment and

Access Management B. Event Management, Incident Management, Request Fulfilment and Access Management C. Incident Management, Problem Management, Service Desk, Request Fulfilment and Event

Management Ans - A





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End of Module 4


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Continual Service Improvement

“P - D - C - A for value enhancement”





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THE DEMING CYCLE

The four stages of the Deming cycle are Plan, Do, Check, Act, as shown in

the figure:

PLAN DO

ACT CHECK

Maturity Level

Time Scale

Effective Quality

Improvement

Consolidation of the Level Reached

The Deming Cycle

(Continuous Quality Control and Consolidation)






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The primary purpose of CSI is to:

Align IT services with changing business needs.

Identify and implement improvements to the IT services that support business

processes.

IT Services IT Services

IT Services IT Services

CONTINUAL SERVICE IMPROVEMENT — PURPOSE






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CSI

Modify

CSI

Implement

CSI

Monitor,

Measure, and

Review CSI

DEMING AND CONTINUAL SERVICE IMPROVEMENT

The methods and techniques involved are:

Deming Cycle: Adapted for CSI

Business

Requirements

Request for New

Service

Service and Process

Measurements

External Requirements

Security Requirements

Business Results

Customer Satisfaction

Effective and Efficient

Processes

New and Changed

Services

Improved Employee

Morale

Management Responsibilities

ACT

PLAN

CHECK

DO

INPUTS OUTPUTS






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CONTINUAL SERVICE IMPROVEMENT APPROACH

— THE CONTINUAL SERVICE IMPROVEMENT MODEL

CSI Model:

Business Vision, Mission,

Goals, and Objectives What is the vision?

Baseline Assessment Where are we now?

Measurable Target Where do we want to be?

Measurements and

Metrics Did we get there?

Service and Process

Improvement How do we get there?

How do we keep the

momentum going?





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Performance Baselines

Purpose:

• Markers - Marking start point

• For later comparison

• Decision making - Does it need improvement ?

Where to establish:

• Strategic goals and objectives

• Tactical process maturity

• Operational metrics and KPIs





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You cannot manage what you cannot control.

You cannot control what you cannot measure.

You cannot measure what you cannot define.

Consider the following saying about measurements and

management





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Types of metrics

• Technology metrics

- Component & application performance , availability etc

• Process metrics

- KPIs and activity metrics for the service management processes

• Service metrics

- These metrics are the results of the end-to-end service. - Component

metrics are used to compute the service metrics.





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Prerequisite for 7 Step Improvement Process

Identify & understand your organization’s

Strategy

Vision

Goals

Distinguish between short term & long term activities

Proceed to 7 Step process





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1. Define What you Should measure

Inputs Vision & Mission

SLR, SLAs

Service Catalog

Legislative, Governance requirements

Business expectations

Output List of what you should measure

1.Define What You should

measure


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2. Define what you can measure

Inputs List of what you should measure

Existing/new Processes/Procedures/Work Instructions

Existing/proposed Tools, their expertise, manuals

Past experiences, reports

Output List of what you can measure

2.Define What You can measure


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3. Gather the Data

Inputs List of what you can measure

Answers to Who, how, when

Check the accuracy of data

Data collection requirements, procedures

Outputs Collection of Data

Updated Capacity, Availability plans

Tools to be used

Monitoring procedures

3.Gather the Data





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4. Process the Data

Inputs Data from previous step

Data processing requirements, tools, formats, frequency

Output Updated Capacity, Availability plans

Sorted, well arranged Data

Reports, facts & figures

4.Process the Data





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5. Analyze the Data

Inputs Outputs from previous step

Data comparison with expectation

Questions like, is this performance good, bad, with target etc.

Output Analyzed Data

Reports which help in drawing conclusions, decision making

5.Analyze the Data





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6. Present & Use the Information

Inputs Outputs from previous step

Past presentations

Output Presentation of information, conclusions & recommendations to Business, Senior

management & Internal IT

6.Present & use the Information





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7. Implement Corrective Actions

Inputs Decisions by Business, Senior Management, Internal IT

Necessary Authority, Approvals & responsibilities

Output Implemented Corrective actions

Improved results

7.Implement corrective

Actions





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The CSI Manager is ultimately responsible for the success

of all improvement activities.

The Service Owner is accountable for a specific service

within an organization, regardless of where the

underpinning technology components, processes, or

professional capabilities reside.

The Service Manager is an important role that manages the

development, implementation, evaluation, and ongoing

management of new and existing products and services.

7-STEP IMPROVEMENT PROCESS — ROLES





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Model Questions

Learning and improvement is the primary concern of which of the following elements of the Service Lifecycle?

a) Service Strategy, Service Design, Service Transition, Service Operation, and Continual Service Improvement

b) Service Strategy, Service Transition, and Service Operation

c) Service Operation and Continual Service Improvement d)


The 7 Step Improvement Process can most accurately be described as?

a) The Seven P's of Continual Service Improvement (CSI) b) A service

improvement methodology based on the Deming Cycle c) A set of roles

and responsibilities for managing service improvements d) A process for

defining what is to be measured, gathering the data, processing the data

and using it to take corrective action





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EXAM TIPS….

Prepare yourself for Multiple Choice Exam Structure

Read the question THOUGHROUGHLY

Read ALL the 4 choices before you answer

Most of the times one of the options will be absolutely Irrelevant

Look for Keywords like NOT, NEVER, NONE etc.

Answer each & every question

Once you answer all the questions, DO REVIEW them





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EXAM FOCUS AREAS

Typically Possible number of questions per process Service Strategy: 3 – 5

Service Design: 10 – 12

Service Transition: 10 – 12

Service Operation: 10 – 15

Continual Service Improvement: 3-5





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ITIL Student Manual

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