ITIL Training - Part 4

8/13/2019 ITIL Training - Part 4

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IT Infrastructure Library (ITIL)Part 4AvailabilityCapacity- IT ContinuityCONNECTING BUSINESS &TECHNOLOGY

11/25/20131


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C O N N E C T I N G B U S I N E S S & T E C H N O L O G Y

Agenda

Service Delivery Model

Availability Management

Capacity Management

IT Continuity Management

2


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Service Delivery

Service Level Management

The process of defining, agreeing, documenting and managing the levels of customer ITservice, that are required and cost justified.

Capacity Management

Capacity Management is responsible for ensuring that the Capacity of the IT Infrastructurematches the evolving demands of the business in the most cost-effective and timelymanner

IT Service Continuity Management

The goal for ITSCM is to support the overall Business Continuity Management process byensuring that the required IT technical and services facilities (computer systems,networks, applications) can be recovered within required, and agreed, businesstimescales


to optimise the capability of the IT Infrastructure, services and supporting organisation todeliver a cost effective and sustained level of Availability that enables the business to

satisfy its business objectivesCost Management (Finantial Management for IT services)

All the procedures, tasks and deliverables that are needed to fulfil an organisation's costingand charging requirements.


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Service delivery process model


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Agenda



Capacity Management


5

Capacity Management is responsible for ensuring that the Capacity

of the IT Infrastructure matches the evolving demands of the

business in the most cost-effective and timely manner.


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AvailabilityIntroduction

Objective

ensure IT Services are designed to deliver the levels of Availability required bythe business

provide a range of IT Availability reporting to ensure that agreed levels ofAvailability, reliability and maintainability are measured and monitored on anongoing basis

optimise the Availability of the IT Infrastructure to deliver cost effectiveimprovements that deliver tangible benefits

achieve over a period of time a reduction in the frequency and duration ofIncidents that impact IT Availability

ensure shortfalls in IT Availability are recognised and appropriate correctiveactions are identified and progressed

create and maintain a forward looking Availability Plan

Scope

Availability Management is concerned with the design, implementation,measurement and management of IT Infrastructure Availability to ensure thestated business requirements for Availability are consistently met


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AvailabilityConcepts (1)

IT infrastructure and IT support organisation


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Guiding principles

Guiding Principle #1 - 'Availability is at the core of business and User

satisfaction'

Guiding Principle #2 - 'Recognising that when things go wrong, it is still

possible to achieve business and User satisfaction'

Guiding Principle #3 - 'Improving Availability can only begin after

understanding how the IT Services support the business'


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Terminologies

Availability

Availability is the ability of an IT Service or component to perform its required function

at a stated instant or over a stated period of time.

Reliability

The reliability of an IT Service can be qualitatively stated as freedom from operational

failure.

Maintainability

Maintainability relates to the ability of an IT Infrastructure component to be retained

in, or restored to, an operational state

Security

The Confidentiality, Integrity and Availability of the data associated with a service; an

aspect of overall Availability

Serviceability

Serviceability describes the contractual arrangements made with Third Party IT

service providers. This is to assure the Availability, reliability and maintainability of IT

Services and components under their care


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Terminologies

Vital Business Function

The term Vital Business Function (VBF) is used to reflect the business

critical elements of the Business Process supported by an IT Service

User

The term User is used to describe the consumer of an IT Service

IT support organisation

The term IT support organisation is used to describe the IT functionsnecessary to support, maintain and manage the IT Infrastructure to enable

an IT Service to meet the level of Availability defined within the SLA

Availability Management (the activity)

The term 'Availability Management' is used to indicate the execution of

activities within the process.


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AvailabilityProcess (1)

the Availability, reliability and maintainability requirements for the ITInfrastructure components that underpin the IT Service(s)

information on IT Service and component failure(s), usually in the form ofIncident and Problem records

a wide range of configuration and monitoring data pertaining to each IT Serviceand component

service level achievements against agreed targets for each IT Service that hasan agreed SLA

Inputs

the Availability requirements ofthe business for a new orenhanced IT Service

a business Impact assessmentfor each vital Business functionunderpinned by the ITInfrastructure


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Ouputs

Availability and recovery design criteria for each new orenhanced IT Service

details of the Availability techniques that will be deployed toprovide additional Infrastructure resilience to prevent orminimise the impact of component failure to the IT Service

agreed targets of Availability, reliability and maintainability forthe IT Infrastructure components that underpin the ITService(s)

Availability reporting of Availability, reliability andmaintainability to reflect the business, User and IT supportorganisation perspectives

the monitoring requirements for IT components to ensure thatdeviations in Availability, reliability and maintainability are

detected and reported Availability Plan for the proactive improvement of the IT

Infrastructure


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Activities

determining the Availability requirements from the business for an ITService and formulating the Availability and recovery design criteriafor the IT Infrastructure

in conjunction with ITSCM determining the vital business functionsand impact arising from IT component failure.

defining the targets for Availability, reliability and maintainability(documented and agreed within SLAs, OLAs and contracts)

establishing measures and reporting of Availability, Reliability andMaintainability (business, User and IT perspectives)

monitoring and trend analysis of the Availability, Reliability andMaintainability of IT components

reviewing IT Service and component Availability and identifyingunacceptable levels; investigating the underlying reasons for

unacceptable Availability. producing and maintaining an Availability Plan which prioritises and

plans IT Availability improvements.


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Relationschip with other IT service management disciplines

All IT Service Management disciplines have an influence on ITAvailability

Availability Management, by implication, interfaces with all disciplines

Benefits a single point of accountability for Availability (process owner)

IT Services are designed to meet the IT Availability requirements

determined from the business the levels of IT Availability provided are cost justified

the levels of Availability required are agreed, measured and monitoredto fully support Service Level Management

shortfalls in the provision of the required levels of Availability arerecognised and appropriate corrective actions identified andimplemented

the frequency and duration of IT Service failures is reduced over time


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Costs the staff costs associated with the process owner Role for Availability

Management which include salary, training, recruitment costs and ifneeded the cost of initial consultancy

accommodation costs

process deployment costs to define and implement the necessaryprocess, procedures and techniques

support tools for monitoring and reporting

Possible problems to not justify the costs of appointing a Availability manager

(responsibility of all senior managers)

difficulty understanding how Availability Management can make adifference particularly where the existing disciplines are alreadydeployed (Incident, Problem and Change)

the current levels of Availability as good so see no compelling reasonfor the creation of a new role within the organisation

fail to delegate the appropriate authority and empowerment toinfluence all areas of the IT support organisation.


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Availability(Un)availability (1)

Cost / Availability

New IT service

provides indication of the costs

(/ Availability requirement)

where costs are seen as too high, enables alternative options with theirassociated costs and consequences to be presented to the business

higher levels of Availability can be achieved when Availability is designed in,rather than added on

avoids the costs and delays of late design Changes to meet the required levelsof Availability

ensures the IT Infrastructure design will deliver the required levels ofAvailability.


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Existing IT services

Where high levels of Availability are already being delivered it may takeconsiderable effort and incur significant cost to achieve a small incremental

Availability improvement

A key activity for Availability Management is to continually look at opportunitiesto optimise the Availability of the IT Infrastructure. The benefits of this approachbeing that enhanced levels of Availability may be achievable but with muchlower costs

Scope should not be restrictedto the IT Infrastructure, but alsoinclude a review of the Businessprocess and other end-to-endbusiness owned responsibilities


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The cost of Unavailability

Impact on vital business functions expls : number of business or IT transactions impacted

provide an obvious indication of the consequence of failure

The monetary impact

express the cost of failure arising from system, application or function loss to the business as amonetary 'value'

Tangible costs

Lost user or IT staff productivity

lost revenue

overtime payments

wasted goods and material

imposed fines or penalties.

Intangible costs

loss of customer goodwill (Customer dissatisfaction)

loss of Customers

loss of business opportunity (to sell, gain new Customers etc) damage to business reputation

loss of confidence in IT service provider

damage to staff morale

A il bilit M t


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actual available time

%availability = --------------------------------------- x 100%agreed time


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Availability Managementmeasurements

Mean Time To Repair (MTTR) :average downtime

Mean Time Between Failures (MTBF) :average elapsed time between failures

Mean Time Between System Incidents (MTBSI) :the average elapsed time fromthe occurrence of an Incident to resolution of the Incident.

Time

Time between incidents

UptimeDowntime

Time

Detection

Repair time

Time Time Time

reaction diagnose repair

Incident IncidentRe

covery


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Availability ManagementKey Indicators

Traditional measures : % Available

% Unavailable

Duration

Frequency of failure

Impact of failure

User Availability :

Impact by User minutes lost.

Impact by business transaction.

A d


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Agenda



Capacity Management


22

The goal of the Availability Management process is to optimise the

capability of the IT Infrastructure, services and supporting organisation

to deliver a cost effective and sustained level of Availability that enables

the business to satisfy its business objectives.

C (1)


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Capacity ManagementIntroduction (1)

Capacity Management :

A balance act

The capacity Management answer to

Which components to upgrade ?

When to upgrade ?

How much the upgrade will cost ?

KEY MESSAGE

Good Capacity Management ensures NO SURPRISES!

C it M t I t d ti (2)


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The two law of capacity management :

Moore's Law In 1965 Gordon Moore, one of the founders of Intel, observed that each new memory chip

produced contained about twice as much processing Capacity as its predecessor, and thatnew chips were released every 18 - 24 months. This trend has continued ever since, leading toan exponential increase in processing power.

Parkinson's Law of Data We all know that work expands to fill the time available to complete it, but a variation on that

law is that 'data expands to fill the space available for storage'.

While these two laws hold true then effective Capacity Management is even more

important as supply and demand grow exponentially.

The Capacity Management processs goal is to ensure the cost justifiable ITCapacity always exists and that it is matched to the current and future identified

needs of the business.

C it M t I t d ti (3)


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The Capacity Management process should be the focal point for

all IT performance and Capacity issues : hardware, networkingequipments, peripherals, softwares, human ressources

The driving force for

Capacity Management

should be the business

requirements of the

organisation

C it M t P (1)


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Capacity ManagementProcess (1)

Capacity Management sub-processes

Business Capacity Management : compare fure requirements (fromBusiness Plan) with current ressource utilisation model

Service Capacity Management : management of the performance of thelive

Resource Capacity management : management of the iduividualscomponents of the IT infrastructure

Capacit Management Process (2)


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Business Capacity Management Identify and agree Service Level Requirements

Design, procure or amend configuration

Update CMDB et CDB

Verify SLA

Sign SLA

Capacity Management Process (3)


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Service Capacity Management

to identify and understand the IT Services, their use of resource,working patterns, peaks and troughs

to ensure that the services can and do meet their SLA targets

To monitore collected data form service preformances

Resource Capacity Management

to identify and understand the Capacity and utilisation of each of the

component parts in the IT Infrastructure To understand new technology and how it can be used to support the

business

to identify the impact on the available resources of particular failures,and the potential for running the most important services on theremaining resources

Capacity Management Activities (1)


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Capacity ManagementActivities (1)

activities are undertaken when carrying out any of the sub-

processes of Capacity Management and these activities can bedone reactively or proactively

major difference between the sub-processes is in the data that is

being monitored and collected, and the perspective from which it

is analysed

number of the activities need to be carried out iteratively



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Monitoring

Objective

the utilisation of each resource and service is monitored on an on-going basis toensure the optimum use of the hardware and software resources, that all agreedservice levels can be achieved, and that business volumes are as expected

Examples of monitored data (for capacity or performance) :

CPU utilisation, Memory utilisation

Number of logon and concurrent users Tarnsaction response time

Set thresholds, baslines, profiles

Analysis

Objective

The data should be analysed to identify trends from which the normal utilisation andservice level, or baseline, can be established. By regular monitoring and comparisonwith this baseline, exception conditions in the utilisation of individual components orservice thresholds can be defined. Also the data can be used to predict futureresource usage.



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Tuning Objective

The analysis of the monitored data may identify areas of the configurationthat could be tuned to better utilise the system resource or improve theperformance of the particular service.

Must be tested or validated

Implementation Objective

The objective of this activity is to introduce to the live operation service, anyChanges that have been identified by the monitoring, analysis and tuningactivities.

Must be undertaken throught a formal change management process

Compare monitoring after and before the change (not to regress)



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Storage of capacity management data

CDB is the cornerstone of a successful Capacity Management Process

Type of data

Business Data : number of web site business transactions

Service Data : transaction response time

Technical Data : CPU, network utilisation, disk Financial Data : IT element cost, budgets

Utilisation Data : I/O, Memory

Ouputs from the CDB

Service and components based reports

Exception reporting Capacity forecasts



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Demand management

Objective

The prime objective of Demand Management is to influence the demand forcomputing resource and the use of that resource

Needs

understand which services are utilising the resource and to what level

know the schedule of when services must be run

Modelling Objective

A prime objective of Capacity Management is to predict the behaviour of IT Servicesunder a given volume and variety of work. Modelling is an activity that can be used tobeneficial effect in any of the sub-processes of Capacity Management

Types of modelling

Trend analysis

Analytical modelling

Simulation modelling

Baselines models



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Application sizing

Objective The primary objective of application sizing is to estimate the resource requirements

to support a proposed application Change or new application, to ensure that it meetsits required service levels. To achieve this application sizing has to be an integral partof the applications lifecycle

Description

Specify required service levels (application design)

Specify resilience aspects

Use modelling (resources could be shared)

Production of the capacity plan

Objective

The prime objective is to produce a plan that documents the current levels ofresource utilisation and service performance, and after consideration of the business

strategy and plans, forecasts the future requirements for resource to support the ITServices that underpin the business activities.

Capacity Management Implementation


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Capacity Management Implementation

Review what exists already

Planning the process Structure of the capacity management process

Monitoring

The CDB

Integration into the other planning processes

Production of the capacity planImplementation of the process

Train staff

Establish monitoring and the CDB

Business Capacity Management

Service Capacity Management

Resource Capacity Management

Capacity Management Process Review


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Capacity Management Process Review

Metrics

utilisation of all components / services recorded in theCDB

correct amount of utilisation data collected in the CDB - SLM process is informed of any potential or actual breaches of the targets in

the SLAs

constraints that are imposed on demand occur with the understanding of theCustomers

the annual Capacity Plan is produced on time and is accepted by the senior IT

managementCritical success factors

accurate business forecasts

knowledge of IT strategy and plans

an understanding of current and future technologies

an ability to demonstrate cost effectiveness

interaction with other effectiveService Management processes an ability to plan and implement the appropriate IT Capacity to match business

need

Capacity Management Interfaces with other SM processes


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Capacity Management Interfaces with other SM processes

(1)Incident Management

IM informs CM of incidents related to capacity

CM resolves and documents capacity related incidentsProblem Management

CM provides a specialist support to PM related to capacity

Procative role of CM throught the analysis of performance and capacityinformation

Change Management

CM is represented on the Change Management Board (CAB) Effects of changes muts be monitored by Capacity Management

Release Management

CM helps to determine the roll out strategy

CM provides information on resources

Configuration Management

CDB is a subset of CMDB

Capacity ManagementInterfaces with other SM(2)


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processes (2)

Service Level Management

CM supports SLM to ensure that capacity targets an be achieved CM assists SLM in drafting and reviewing OLAs and contracts

CM monitors and reports on performance

Financial Management for IT services

Financial management determines the cost justification

When IT charging, CM provides information on usage profiles

IT Service Continuity Management

CM determines the capacity required for recovery

Capacity Plan includes IT Service continuity requirements


Performance and capacity problems results in unavailability

Avalability and Capacity management should be aligned (same goals, sharedtools)

Agenda


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Agenda



Capacity Management


39

The goal for ITSCM is to support the overall Business Continuity

Management process by ensuring that the required IT technical and

services facilities (including computer systems, networks, applications,

telecommunications, technical support and Service Desk) can be recoveredwithin required, and agreed, business timescales

.

ITSCMIntroduction (1)


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( )

Scope

ITSCM focuses on the IT Services required to support the critical businessprocesses.

Benefits for managing the risk

Potential lower insurance premiums

Regulatory requirements

Business relationship

Positive marketing of contingency capabilities Organisational credibility

Competitive advantage

Business Continuity Management (BCM)

BCM is concerned with managing risks to ensure that at all times anorganisation can continue operating to, at least, a pre-determined minimum

level. The BCM process involves reducing the risk to an acceptable level andplanning for the recovery of business processes should a risk materialise and adisruption to the business occur.

ITSCMIntroduction (2)


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( )

Management commitment

The implementation of ITSCM mechanisms, identified through the BCMprocess, must be based on business requirements in order to reduce the riskfrom interruption or failure of critical business processes and ensure businessbenefit (Top management issue)

Key objective in a business managers job description

Business-as-usual pressures must not being used as an excuse for the nondelivery of the recovery facilities

ITSCM is a directive of the business strategy

Relationschip with other IT services

SLM : uderstanding the obligatiopns IT service delivery

Availability Management : delivering risk reduction measures to maintain business-as-usual

Configuration management : defining the core Infrastructure

Capacity Management

Change Management

Service Desk/Incident Management

ITSCMScope


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Risk in scope

Identify the frequency, types and nature of regular service

disruptions

major service disruptions, from terrorist activities to natural

disasters and Infrastructure Problems

Risk out of scope

Changes in business direction

Restructuring

Minor technical faults

ITSCMBusiness Continuity Lifecycle (1)


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BCM Process Model

4 stages

Initiation

Requirements and

strategy Implementation

Operational

Management



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Stage 1Initiation

Policy setting

management intention and objectives

Specify terms of reference and scope

roles and responsabilities Risk assessment scope

Business impact analysis scop

Allocate resources

Define the project organisation and control structure Use a project management methodology

Agree project and quality plans



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Stage 2Requirements

analysis and strategy definition

Business Impact AnalysisIdentify :

Critical business processes

Potential damage or loss as a result of a disruption to critical

business processes

Form od dampage or loss (income, reputation, costs)

Staffing, skills, facilities, services necessary to enable critical

business processes to continue operating at a minimum level

The time within which minimum should be recovered

The time within all required business processes should be recovered



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Stage 2Requirements

analysis and strategy definition

Risk assessment

Identify risks to particular IT

service component

Asses threat and vulnerability levels

Asses the levels of risk

a high threat and high

vulnerability implies a

high probability of occurrence



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Stage 2Requirements analysis and strategy definition

Business Continuity Strategy

Risk reduction measures

Recovery options (people and accommodation)

Recovery Options (critcal services : phone, post, water)

Recovery Options (critical assets : erefrence material) IT Recovery Options

Do nothing

Manula work arounds

Reciprocal arrangement

Gradual recovery (cold standby) Itermediate recovery (warm standby)

Immediate recovery (hot standby)



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Stage 3Implementation

Organisation planning (3 levels : executice, co-ordination, recoveryteams)

Implementation planning

Implement risk reduction measures : UPS, fault tolerant systems,

RAID, mirror disks, spare

Implement stand-byarrangements

Develop ITSCM plans

Develop procedures

(replacement, restoration)

Initial testing



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Stage 4Operational

Management Education and awareness

Training (IT and non IT

teams)

Review (ongoing review

programme) Testing

Change control

Assurance



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Invocation

Decision by a crisis management team

Factires to take account :

the extent of the damage and scope of the potential invocation

the likely length of the disruption and Unavailability of premises and/or

services

the time of day/month/year and the potential business impact. At year end

the need to invoke may be more pressing to ensure that year-end

processing is completed on time

specific requirements of the business depending on work being undertaken

at the time

Need to communication within the organisation

Record all activities

Maintain security and data protection

ITSCMManagement Structure (1)


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Ojectives

allow responsibilities for ongoingITSM to be clearly defined and

allocated integrate into existing management structures, hierarchies and

responsibilities

avoid concentrating responsibility in an isolated centre of excellence

allocate responsibilities to functions or individuals that have thenecessary presence, credibility, skills, knowledge and expertise within

the IT organisation ensure that the management structure to manage ITSC on an ongoing

basis, closely resembles the structure that will control and facilitateContinuity or recovery should the ITSCM mechanisms have to beinvoked

ensure the ITSCM strategy and requirements are integrated with thebusiness and IT strategies.

ITSCMManagement Structure (2)


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Roles and responsabilities

(normal opertations andinvocation)

ITSCMGenerating awareness


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Of the need of ITSCM

the range of risks and vulnerabilities

the potential business impacts the likelihood of each of the risks materialising

personal responsibilities and liabilities (directors)

external pressures (regulators, shareholders or clients)

Initial awareness

Initial briefing sessions

On going awareness briefings to all staff on the need for vigilance, on emergency procedures and

security guidelines and procedures

demonstration of stand-by facilities to staff

use of an organisation's newsletter, notice boards, or an intranet

inclusion of an overview of the organisation's business and ITSCMmechanisms in the staff induction process

regular progress reports to the Board and regular agenda items on othermanagement and IT committees

Contact


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Author

Date

Further

Information

Contact

ContactDevoteam Jean-Marc Chevereau

Phone +33 1 41 48 48 48 / +33 6 64 48 96 99

Email [email protected]

Country France

www.devoteam.com

Algeria

AustriaBelgium

Czech Republic

Denmark

France

Germany

Italy

Jordan

Luxembourg

Morocco

Netherlands

Norway

Poland

RussiaSaudi Arabia

Spain

Sweden

Switzerland

Tunisia

Turkey

United Arab Emirates

United Kingdom

Devoteam Group

This document is not to be copied or reproduced in any way without Devoteam express permission.

Copies of this document must be accompanied by title, date and this copyright notice.

Jean-Marc Chevereau

Janvier 2010
http://www.devoteam.com/http://www.devoteam.com/

ITIL Training - Part 4

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