Itil v3-foundation symbiosis

ITIL V3

Define Service Explain the concept of Service Management Describe Service Lifecycle phases Describe processes within Service Lifecycle

phases

Course Learning Objectives

First published by OGC for UK Government in late 1980s

Updated to V2 in 2000/2001◦ Process oriented approach: Service Support &

service Delivery Updated to V3 in 2007

◦ Service Lifecycle model, customer oriented approach

◦ Greater focus on strategy and business outcomes Collection of ‘Best Practices’ across IT

industry

IT Infrastructure Library (ITIL)

It integrates with CoBIT, CMMI, ISO20000, Six Sigma

It is a guideline not a cook book It is not an out of the box solution

IT Infrastructure Library (ITIL)

ITIL as a framework

ITIL V3 Package

Framework / Standard / Regulation

Framework

ITIL ISO 20000

RegulationStandard

ISO 27001

V3: REVIZED V2

ITIL V2 : A linear process model

ITIL V3: An iterative Service Lifecycle

model

SKMS ◦ Incorporates existing databases like Known

error & the CMDB Expanded scope to cover knowledge

Management Service Requests are no longer a part of

Incident Management Addition of Request Management as a

process treated as a standard change request

Release Management widened to better reflect hardware lifecycle

ITIL v3 Vs ITIL V2: New additions

ITIL Qualification scheme

Service Lifecycle

Three Pyramids of ITIL V3

‘Good Practice’ Vs ‘Best Practice’ ‘Service’ definition ‘Value’ definition Understanding ‘Service Management’ ‘System’ definition ‘Function’ definition ‘Process’ definition ‘Procedures’ & ‘Work Instructions’ definition RACI model

Service Lifecycle: Concept & overview

Good practices: Practices that are widely used by companies belonging to a particular Industry segment.

Benefits: Easy Benchmarking against competitors operating in same domain; thus enabling closing gaps in capabilities

Sources: Public frameworks, standards, proprietary knowledge of individuals and organizations, etc

Good practices are highly customized for the context unlike best practices which can be adopted & replicated across industry segments

Best & Good Practices

Where do Best Practices Fit?

Organizational Policies, Practices & Procedures

ISO 20000

ITIL V3

ITIL V2

How do we

do it in our

organization?

What should we

do in a broader

context?

Why should

we do it?

How should

we do?

A means of delivering value to customers by facilitating outcomes the customers want to achieve without the ownership of specific cost or risk

A discrete bundle of components (processes, enabling technology, skilled people, organizational resources & capabilities)

Services can be bundled into offerings which have meaning and value to the customer

Service Definition

“Wisdom begins with the definition of terms”

Socrates

Value definition

Utility

Utility

Warranty

Warranty

IT Service Management is a set of specialized organizational capabilities for providing value to customers in the form of services

A set of Functions and Processes for managing Service over their Lifecycle

Services may be defined by Specifications, but Customer outcomes are the genesis of services

Understanding IT Service Management

ITSM – Service Assets

ITSM tree

Application

Switch

Server Server

DB

DB

System

Application

Problem Management

Service Continuity

Management

Incident Management

SAP Application

Management Support

Infrastructure Management

services

IT Service Management

Infrastructure Management

Service

Process

Infra

structu

re

A system is a group of interacting, interrelating components that form a unified whole, operating together for a common purpose

Examples of system◦ Service Lifecycle◦ Organization◦ Process◦ Function

System definition

A function is a subdivision of an organization that is specialized in fulfilling a specific type of work & is responsible for specific end results

Functions have their own practices & their own knowledge body

A team or group of people and the tools they use to carry out one or more processes or activities

Function definition

Process is a structured set of activities designed to accomplish a specific objective.

A process takes defined inputs and turns them into defined outputs & ultimately into an outcome.

A process may include roles, responsibilities, tools and management controls required to deliver the outputs

Process can be further decomposed into procedures & work instructions

Process utilizes feedback for self-enhancing & self correcting actions

Process definition

Typical Process flow diagram

Activity 1 Activity 2 Activity 3

Service Quality Control

Suppliers Customers

Desired outcome

Data, information & knowledge Process

TriggerTrigger

An end to end Process can span across many departments doing various activities

Highly functional organization has functions working in ‘silos’ which hinders the optimum process flow across departments thus affecting services to customer

Processes & departments

Silo effect

It is measurable & performance oriented It delivers specific results Results are delivered to customers or

stakeholders It responds to specific events- Always

originates from a certain event Optimum process = Effective + Efficient

Process characteristics

Procedure: A specified way to carry out an activity or a process

Work Instructions: A set of work instructions defines how one or more activities in a procedure should be carried out in detail

Procedures & work instructions

RACI model is used to help define roles and responsibilities

It identifies the activities that must be performed alongside the various individuals and roles involved

RACI is on acronym for the four main roles of:◦ Responsible – The person or people responsible for

getting the job done (the “doer”)◦ Accountable – Only one person can be accountable

for each task (the “Manager”)◦ Consulted – The people who are consulted and whose

opinions are sought (the “Subject Matter Experts”)◦ Informed – The people who are kept up-to-date on

progress (the “keep in the loop” types)

RACI Model

Sample RACI model

SC Manager

Capacity Manager

SLManager

SD Manager

Meeting customer SLAs I R A C

Ensuring resources are provided

C A R I

Resolving 1st level calls I C R A

Meeting response time R I C A

Service Mgmt Roles: Service Owner

Service Mgmt Roles: Process Owner

Constituent processes

Service StrategyPortfolioDemandFinancial

‘Service Strategy’ focuses on the “identification of market opportunities” for which services could be developed in order to meet a requirement on the part of internal or external customers. The output is a strategy for the design, implementation, maintenance and continual improvement of the service as an organizational capability and a strategic asset.

Phase 1: Service StrategyService Strategy

Financial Management

Service Portfolio

Management

Demand Management

Strategy

Perspective: Having a clear vision & focus◦ Convictions, values, goals & clear direction for

goal achievement Position: Take a clearly defined stance.

Positioning based on ◦ Diversity, need, accessibility etc

Plan:◦ Form a precise notion about how the organization

should develop itself Pattern:

◦ Maintain consistency in decisions & actions

4 P’s of Strategy

To develop the capacity to achieve and maintain a strategic advantage

Mission of Service Strategy

Service Value = Utility + Warranty Utility

◦ Fitness for purpose◦ Increase of a possible profit◦ It is what the customer receives

Warranty◦ Fitness for use◦ Decline in possible losses◦ It affirms how the services will be delivered◦ Capacity, Availability, Service continuity, Security

etc.

Utility & Warranty

Utility + Warranty = Value

AND

OR

AND

Utility

Warranty

Value created

Fit for purpose?

Fit for use?

Performance supported?

Constraints removed?

Available enough?

Large enough?

Continuous enough?

Secure enough?

T/F

T/F

T/F

Resources: Direct input for production◦ Capital◦ Infrastructure◦ Applications◦ Information

Capabilities: Developed over number of years◦ Management◦ Organization◦ Processes◦ Knowledge

Creation of Service Assets

Delivery Model OptionsDelivery Strategy Description

Insourcing

Outsourcing

Co-Sourcing

Partnership or Multi-Sourcing

Business ProcessOutsourcing (BPO)

Application ServiceProvision

Knowledge ProcessOutsourcing (KPO)

Utilizing internal organizational resources for all stages in the lifecycle.

Utilizing the resources of an external organization or organizations.

The combination of Insourcing and Outsourcing to co-source key elementsWithin the lifecycle.

Formal arrangement between 2 or more organizations to work together. Focus on strategic partnership to leverage expertise or market opportunity..

Formal arrangement between 2 organizations to relocate and manage anEntire business function (for example payroll, call-centre) from a low-cost location

Formal agreement with an Application Service Provider ASP) to provide Shared computer based services over a network (sometimes called ‘on-demand’Software/application

Provision of domain based processes and business expertise requiring Advanced analytical and specialist skills from the outsourcer.

Internal outsourcing◦ Type I: Internal◦ Type II: Shared services

Traditional outsourcing◦ Single outsourcing contract with one service

provider Multi vendor outsourcing

◦ Consortium◦ Selective outsourcing◦ Co-sourcing

Integrating internal & external service providers

Outsourcing Structures

Business Process Outsourcing (BPO)◦ Entire business process or function outsourced

Application Service Provision (ASP)◦ Applications on demand

Knowledge Process Outsourcing (KPO)◦ Domain-based processes and business expertise

Outsourcing Structures

Type I: Internal Service Provider◦ Embedded in the business unit it serves◦ Advantages

Short communication lines Customer Oriented

◦ Disadvantages Limited scale of operations

Service Provider types (1 of 3)

BU1 BU2 BU3

Organization A

HR1 HR2 HR3

F&A1 F&A2 F&A3

Type II: Shared Services Unit◦ Provide service to multiple business units◦ Advantages

Lower prices Possibility for standardization

◦ Disadvantages Limited scale of operation


BU1 BU2 BU3

Organization A

HR

F&A

Type III: External Service Provider◦ Provide service to many customers

◦ Advantages More Flexibility Competitive prices Minimizing of system risks

◦ Disadvantages Greater risk for customers


BU1 BU2 BU3

Organization A

Org.B Org.C

Critical Success Factors in out-sourcing

Business metrics◦ Financial savings◦ Service level improvements◦ Business process efficiency

Customer metrics◦ Availability & Consistency of Services◦ Service Quality

Types of Services

Core Services◦ Deliver the basic results to the customer◦ Represent the value for which the customers are

willing to pay◦ Form the basis for the value proposition to the

customer Supporting Services

◦ Enable the value proposition (Basic Factors)◦ Improve the value proposition (Excitement

Factors) Core & Support processes are bundled to

develop differentiated offerings

Core Services & Supporting Services

5 phases in Organizational development ◦ Phase 1: Network

Fast, informal & ad-hoc provision of services Flat organization

◦ Phase 2: Directive Formal, basic processes are used, centralized

decision making Functional (Line Management) ownership

◦ Phase 3: Delegation Decentralized organizational structure Shift of responsibility from functional ownership to

process ownership

Organizational development (1 of 2)

◦ Phase 4: Co-ordination Formal systems achieves better co-ordination Improved response time to market demands

◦ Phase 5: Collaboration Improved cooperation with the Business Matrix organization

Process focus improves as organization moves from phase 1 to phase 5

Organizational development (2 of 2)

Service StrategyPortfolioDemand

Financial

Enables organization to provide full justification of expenditures

Allocates expenditures directly to services Ensures transparency of IT service costs via

the service Catalogue Benefits of Financial Management are

◦ Improved Financial compliance & control◦ Improved operational control◦ Value cashing & creation◦ Improved decision making

Introduction to Financial Management

Prime objective is to ensure that the right financing is obtained for the delivery & purchase of services

Objective of Financial Management

Financial Mgmt - Activities

Accounting◦ Service oriented bookkeeping function◦ Detailed understanding in regard to the delivery &

consumption of services◦ Cost Center allocation per service◦ Defining cost types for easy allocation◦ Cost Categories

Capital/ Production Costs Direct/Indirect Costs Fixed/Variable Costs

Accounting

Analyzing & understanding of variables that influence service costs◦ Useful for analyzing anticipated impact of events

such as acquisitions, disinvestments, or changes to service portfolio

◦ Examples of variable cost components Number & Type of users Number of Software licenses Number & type of resources

Variable Cost Dynamics

Rolling Plan Funding◦ A Constant Funding cycle

Trigger Based Plans◦ Critical Triggers activate planning for a specific

event Zero Based Funding

◦ Only includes actual costs of a service

Funding Model Alternatives

Basis for planning Business Continuity

Understanding the financial cost implications of Service Failure

◦ Cost of Service Failure = Value of Lost productivity + Income for a specific period

Business Impact Analysis

A Business Case is a decision making, support & planning instrument that plans for the likely consequences of a business action

A typical Business case will have the following segments:

Business Case

Capital Budgeting: Invest money now to make money in future

Two aspects analyzed ◦ Net Present Value (NPV)◦ Internal Rate of Return (IRR)

Quantitatively analyses investments in Service Management

Pre-Program ROI

Retroactively analyses investments in Service Management.

ROI = Average increase in profits / Investment

ROCE = Net profit before interest & tax / (Total assets – liabilities)

Post-Program ROI

Service StrategyPortfolio

DemandFinancial

Defined as a dynamic method to govern investments in Service Management across the enterprise in terms of financial values

Enables assessment of quality requirements & accompanying costs

Documents the standardized services of the organization

In essence SPM is a Governance Method The Service Portfolio functions as a basis of

the decision making framework

Introduction to SPM

To create an efficient Service Portfolio in order to realize & create maximum value (Optimal ROI) while at the same time keeping a lid on risks & costs (Using limited resources & capabilities)

Objectives of SPM

The Service Portfolio represents the opportunities & readiness of a service provider to serve the customers & the market

Service Portfolio definition

Service Portfolio

Retired Services

Service Catalogue

Service Lifecycle

Service Status:

Requirements: Defined Analyzed Approved Chartered Designed Developed Built TestedReleased OperationalRetired

Customers/Users only allowed access to services in this range

Service Pipeline

Service offerings are developed based on value

Service offerings are represented based on Service Portfolio

Service Portfolio has three subsets◦ Service Catalogue◦ Service Pipeline◦ Retired Services

Development of the offer

The Service Catalogue is the expression of the operational capacity of the service provider within the context of a customer or market outlet

Two aspects of a Service Catalogue◦ Business Service Catalogue

Mapping of critical business processes to underlying IT Services

Customer view ◦ Technical Service Catalogue

Details of technical composition of services Not visible to customer

Service Catalogue (1 of 2 )

The service Catalogue also contains the policy, guidelines & accountability, prices & service level agreements etc

Consists of only active services approved by service operation

The services are divided into components Catalogue items are clustered in lines of

service The approval of service Transition is

necessary in adding or deleting services from the Catalogue

Service Catalogue (2 of 2 )

Consists of services that are still in development for a specific market or customer

It represents the growth & strategic anticipation for the future

The Service Pipeline element can enter the production phase only after entering through the Service Transition phase

Good financial management is necessary to finance the pipeline

The Service Pipeline

Services being phased out or withdrawn Out-phasing of services is a component of

service Transition Phased out service assets no longer have

any contractual obligations

Retired Service

Service offerings

Offerings are created from services

Services are created from components

Offerings are presented to customers

Services can be presented to customers or regrouped to provide customized offerings

Services

Components

Offerings

Service Portfolio Process

Charter

Approve

Analyze

Service Strategy

Define• Inventories

• Business Case

• Value Proposition• Prioritization

• Service Portfolio• Authorization

• Communication• Resource Allocation

Information on all existing & proposed services

Validate the portfolio data over & over again Each service in the portfolio should have a

business case

Define

Maximizing the portfolio value Tuning, prioritizing & balancing supply & demand Analyzing long term goals of the service

organization Analyzing which services are required to realize

these goals Analyzing which capabilities & resources are

necessary to attain these services Service investments decisions in 3 categories

◦ Run the Business (RTB)◦ Grow the Business◦ Transform the Business

Analyze

Finishing the proposed portfolio Authorizing the services Making decisions for the future based on 6

different outcomes◦ Retain◦ Replace◦ Rationalize◦ Re-factor◦ Renew◦ Retire

Approve

Communicating decisions in tune with budget & financial plans

Allocating resources Chartering Services

◦ New proposed services advance to Service Design◦ Existing services are renewed in the Service

Catalogue

Charter

Service StrategyPortfolio

DemandFinancial

Understand customer requirements for services and how these vary over the business cycle

Ensure the provision of appropriate level of service by varying provision or influencing customer demand

Ensure that the Warranty and Utility we offer matches the customer needs

Demand Management Objectives

Challenges in managing Service Demand◦ Aligning supply against demand◦ Too much capacity results in increased costs

without any value addition◦ Inadequate capacity affects service quality &

limits service growth◦ Biggest challenge is synchronous production &

consumption i.e. a pull system

Demand Management Challenges

Demand & Capacity Relationship

Patterns of demand are identified, analyzed & recorded based on customer’s business

Patterns of Business Activity (PBAs) have an impact on Demand pattern◦ Workload profile of one or more business activities

◦ Varies over time ◦ Represents changing business demand.

PBAs form a basis for Capacity Management

Activity Based Demand Management

Demand Mgmt – Key Concepts

A Service Package is a detailed description of an IT service that can be delivered to customers.

A Service Package consists of a Service Level Package (SLP) & one or more core services and supporting services

A Service Level Package is a defined level of utility & warranty for a particular Service Package◦ Gold, Silver or Bronze service◦ Mobile providers rate plans

Service Packages (1 of 2)

SLPs are associated with a set of service levels, a pricing policy & a Core Service Package (CSP)

A CSP is a detailed description of a core service that may be shared by 2 or more Service Level Packages

Service Packages (2 of 2)

A Core or Supporting Service that has multiple Service Level Packages

A line of Service is managed by a product Manager

Each Service Level Package is designed to support a particular market segment

A combination of CSPs & SLPs loosely bundled are used to serve customer segments with differentiated values

Line of Service (LOS)

I am Steve, I am the ‘Business Relationship Manager’. I am responsible for ◦ Documenting PBAs and user profiles ◦ Identifying correct service level

packages for customers◦ Identifying unmet customer need◦ Negotiating with Product Managers

for creation of new services

Demand Management Roles

Service DesignAvailability

Service LevelService Catalogue

SupplierCapacity

IT Service ContinuityInformation Security

Service Design focuses on the activities that take place in order to develop the strategy into a “design document” which addresses all aspects of the proposed service, as well as the processes intended to support it

‘Service Design’ includes the design of new or modified services for introduction into a production environment.

Service Design PhaseService Design

Service Catalogue

Management

Service Level

Management

Capacity Managemen

t

Availability Managemen

t

IT Service Continuity

Management

Information Security

Management

Supplier Managemen

t

Service Design phase in the lifecycle starts with the demand for the new or modified requirements from the customer & originates from Service Strategy

Service Design phase in the lifecycle ends with the design of service solution

It then proceeds to the Service Transition phase

Success of Service Design depends on 4 P’s of ITIL

Service Design path in Service lifecycle

The 4 P’s of ITIL

ProcessesProducts

Partners

People

Service Design Roles: Process Manager

Service Design Roles: Process Practitioner

5 Major Aspects of Service Design

Service Design Package



SupplierCapacity


Service Catalogue Management

The Service Catalogue has two aspects◦ Business Service Catalogue

Details of all of the IT services delivered to customers

Visible to the customers ◦ Technical Service Catalogue

Details of all supporting services Not usually visible to customers

Service Catalogue Management concepts

Types of Service Catalogue

Service Catalogue Manager ◦ Produce and maintain the Service Catalogue◦ Ensure all operational services and those being

prepared for operational running are recorded ◦ Ensure all information in the Service Catalogue is

accurate and up to date◦ Ensure all information is consistent with the

information in the Service Portfolio◦ Ensure all information is adequately protected

and backed-up

Service Catalogue Management Roles



SupplierCapacity


Service Level Management

SLM – Key Concepts

SLM – Key Concepts illustrated

The objective of SLM process is to ensure that the agreed level of IT Service provision is attained both for present & future services

The Goals are◦ Negotiate, agree and document service levels◦ Measure, report, improve & control service levels◦ Improve the relations & communication with

business and customers◦ Develop specific & measureable targets◦ Set client expectations in agreement with the

service

Service Level Management Objectives

Design SLM frameworks◦ Service based SLAs◦ Customer based SLAs

Identify, Negotiate, agree & document SLAs against Service Level Requirement (SLRs) of customer

Negotiate and document, review & revise Operational Level Agreements (OLAs) and Underpinning Contracts (UCs) with suppliers

Monitor service performance against SLA

Service Level Management Activities

Measure and improve Customer Satisfaction Produce service reports Conduct service reviews and instigate

improvements Develop contacts and relationships Manage complaints and compliments

Service Level Management Activities

Types of SLA

Number and % of targets being met Number and severity of service breaches Number and % of up to date SLAs Improvements in Customer Satisfaction

Metrics of Service Level Management

Hi, I am Richard, I am the ‘Service Level Manager’. I am responsible for ◦ Understanding

Customers ◦ Creating and

Maintaining SLAs◦ Reviewing and Reporting ◦ Ensuring that Changes

are Assessed for impact on service levels

Service Level Management Roles

Overcoming Escalation mode & constant firefighting

Identifying exact level of ticket priority Coping up with sudden surges in demand

without sacrificing on the quality of service delivery

Syncing increased demand with the resource availability Managing different Service windows

Service Level Management Challenges



SupplierCapacity


Capacity Management

To provide an IT Capacity coinciding with the current & future needs of the customers against justifiable costs

To produce and maintain a Capacity Plan To provide advice and guidance on capacity and

performance related issues To ensure services meet or exceed performance

targets To assist in diagnosing and resolving capacity related

problems and incidents To assess the impact of changes on the Capacity Plan Proactive capacity and performance improvement

measures

Capacity Management objectives

Network & server support Capacity of space & environment systems Capacity planning in terms of number of

personnel supporting the service, their development of knowledge & skill sets etc; in line with customer service requirements

Capacity Management scope

Balancing costs against resources needed Balancing supply against demand Should be involved at all stages of the

lifecycle Forward looking, regularly updated Capacity

Plan

Business value of Capacity Management

Reactive activities◦ Monitoring IT usage & response time◦ Measuring, analyzing data

Proactive activities◦ Predicting future requirements & predicting trends

by using modeling methods like Baseline model Trend Analysis Analytical model Simulation model

Capacity Management Activities

Capacity Mgmt – Sub Processes

This sub-process is used in ◦ Support while verifying, approving & establishing

SLAs◦ Designing & changing service configurations for

new or modified services◦ Tracking all IT processes in terms of relevant

capacity aspects in the event of service changes

Business capacity Management

This sub-process focuses on managing, controlling & predicting the performance and capacity of operational IT services

Service Capacity Management

This sub-process focuses on managing, controlling & predicting the performance and capacity of individual IT components like ◦ Processors◦ Network ◦ Bandwidth

Component Capacity Management

Hi, I am Peter. I am the Capacity Manager.

I do Proactive planning for resources & I always try to optimize capacity.

I interact with Service Level Manager who provides capacity requirements through discussions with the Business users.

I also interact with Technical and Application Manager for Day– to–day capacity management activities & tackle capacity incidents and problems

Capacity Management Roles

Service DesignAvailabilityService Level

Service CatalogueSupplierCapacity


Availability Management

Ensure provision of level of availability as per agreed SLA, in a cost effective manner

Continuously optimize and improve availability of ◦ IT Infrastructure ◦ Services◦ Supporting organization

Provide cost effective availability improvements that can deliver business and customer benefits

Produce and maintain an availability plan Take pro-active measures to improve availability

Availability Management Objectives

Availability◦ The ability of a service, component or

configuration item to perform its agreed function when required

◦ Often measured and reported as a percentage Availability (%) = (Agreed Service Time (AST) – Downtime) Agreed Service Time (AST)

Most important measurements are those that reflect availability from the business and user perspective

Availability Management aspects

X 100 %

Reliability ◦ Measure of how long a service, component or CI

can perform its agreed function without interruption

Maintainability ◦ Measure of how quickly and effectively a service,

component or CI can be restored to normal working after a failure

Serviceability ◦ Ability of a third party supplier to meet the terms

of their contract

Availability Management Aspects

Reactive activities◦ Service failure analysis◦ Unavailability analysis◦ Monitoring availability of services & components

Pro-active activities◦ Identifying Vital Business functions◦ Component Failure Impact analysis◦ Single point of failure analysis◦ Fault tree analysis◦ Designing for availability

Availability Management activities

Extended Incident Lifecycle

Uptime

Incident start

Incident start

Uptime Uptime (availability)

Availability

Mean time to restore (MTRS)

Availability

Downtime

Time scale

Mean Time between system incidents (MTBSI)

Mean Time between failures (MTBF)

Detect

Diagnose Recover

Repair Restore

Service available

Service available

Service available

Service unavailable

Service unavailable

Incident start

MTBF: Factor of Reliability MTRS: Factor of Maintainability MTBSI: Mean Time between system incidents Detection/ Recording: Time between

occurrence of an incident & it’s being logged Diagnose: Initial analysis about possible causes Repair: Time required for physical repair Recover: Time required to get system backup Restore: Time required to restore the service in

full to the customer

Understanding various terms

Redundancy◦ Active Redundancy for absolutely essential

services Example: Mirrored disks in a server computer

◦ Passive Redundancy Example: Standby servers or clustered systems

◦ Diverse or Heterogeneous Redundancy Various types of service assets sharing the same

capabilities (Share the risk)◦ Homogeneous Redundancy

Using extra capacity of same type of service assets


Building Redundancy in the system

Vital Business Function (VBF) ◦ A function of a Business Process which is critical

to the success of the Business. Fault Tolerance

◦ Ability of an IT service, component or CI to operate correctly after component failure


Continuous Operation ◦ Approach or design to eliminate unplanned

downtime of a service Continuous Availability

◦ Approach or design to achieve 100% availability ◦ An IT service that has no planned or unplanned

downtime


Hi, I am Ron, I am the Availability Manager. I am responsible for ◦ Ensuring service delivers agreed levels of

availability◦ Creation and maintenance of an availability

plan◦ Assessing changes◦ Monitoring and reporting availability◦ Proactive improvement of service

availability and optimization of the IT infrastructure to optimize costs

◦ Assisting with investigation and diagnosis of incidents and problems which cause availability issues

Availability Management Roles



SupplierCapacity


To maintain Service Continuity and IT Recovery plans that support the Business Continuity plans ◦ Appropriate protection and recovery measures◦ Written recovery plans

To complete regular Business Impact Analysis exercises to ensure that plans are current and relevant

To conduct regular risk assessment and management activities

ITSCM objectives

To provide advice and guidance on issues related to Service Continuity

To implement measures to meet or exceed Business Continuity targets

To check the impact of changes on existing plans

To negotiate necessary contracts with suppliers

ITSCM activities

Common Recovery Options include ◦ Do nothing◦ Manual workarounds like returning to paper based

system◦ Reciprocal Arrangements◦ Gradual Recovery (Cold Standby) > 72 hrs◦ Intermediate Recovery (Warm Standby) 24 – 72

hrs◦ Fast Recovery (Hot Standby) 0 – 8 hrs◦ Immediate Recovery – mirroring, load balancing

or split site

ITSCM activities

Business impact analysis◦ The purpose of a Business Impact Analysis is to

quantify the impact to the business that loss of service would have

Disaster◦ An event that affects a service or system such

that ‘significant effort’ is required to restore the original performance level

ITSCM Key words

Service Continuity Manager ◦ Process Owner for ITSCM◦ Responsible for producing, testing and

maintaining service continuity plans◦ Part of overall Business Continuity Team

ITSCM Roles



SupplierCapacity


To protect the interests of those relying on information

To protect the systems and communications that deliver the information

Specifically related to harm resulting from failures of:◦ Availability ◦ Confidentiality◦ Integrity

The ability to do business with other organizations safely

ISM Objectives

Risk analysis and risk management ◦ in conjunction with Availability and IT Service

Continuity Management Security controls

◦ Security not a step in the life cycle of services and systems, rather it must be an integral part of all services and systems and is an ongoing process

ISM Basic concepts

Information Security Policy◦ Use and misuse of IT assets, access and password

control, email, internet and anti-virus, document classification, remote access, etc

Information Security Management System (ISMS)◦ containing the standards, management

procedures and guidelines supporting the ISP. ISO 27001 is the formal standard

ISM Basic concepts

Sr. No Policy Name

1 Rules for the Workplace / Use of Work Resources

2 Rules for Managers

3 Rules for the Operation of IT Systems, Networks, Services, and Applications

4 Protection of Corporate Proprietary Information

5 Secure Use of E-mail

6 Passwords

7 System/Data Access Control for IT Systems

8 Computer Viruses

9 Data Backup

10 Co-operation and data communication with business partners

11 Mobile Security

12 Secure Network Topologies

Corporate IS Policies

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Need of Information Security

· Confidentiality

“Has my knowledgebeen disclosed?“

· Integrity

· Availability

“Is my databasereliable and not altered?“

“Is my information available to authorised users?“

· Validation

“Are my transactions legally binding?“

New paradigm

Information Asset Classification

Confidential

Information that is sensitive within the company and is intended for use only by specified groups of employees.

For Internal Use

Non-sensitive information available for Internal release.

Public

Non-sensitive information available for external release.

Strictly Confidential

Information that is extremely sensitive and is intended for use only by named individuals within the company.

Hi, I am Sylvester. I am the Security Manager. I am responsible for ◦ Developing and maintaining Information

Security Policy ◦ Communication and publicizing security

awareness and policy◦ Performing security risk analysis and

risk management◦ Monitoring and managing security breaches and incidents.

Information Security Management Roles

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SupplierCapacity


Supplier Management

Manage supplier relationship and performance

Negotiate and agree contracts ◦ In conjunction with Service Level Management

(SLM)◦ Ensure that contracts and agreements are

aligned to business needs and support SLAs Manage contracts throughout lifecycle Maintain a supplier policy and a supporting

Supplier and Contract Database (SCD)

Supplier Management Objectives

Supplier and Contracts Database (SCD)

Service Knowledge Management System (SKMS)

Supplier strategy & policy

Evaluation of new suppliers & contracts

Supplier categorization & maintenance of the

SCD

Establish new suppliers & contracts

Supplier & contract management &

performance

Contract renewal and/or termination

Supplier & contract database SCD

Supplier reports and information

Supplier A third party responsible for supplying goods or servicesThese are required by the service provider to enable them to deliver services

Underpinning Contract A legally binding agreement between the service provider & the external supplier for the supply of goods or services

Suppliers and Contracts

Hi, I am Anne, I am the Supplier Manager. I am responsible for ◦ Maintaining & reviewing

Supplier and Contracts Database (SCD) Processes for contract disputes,

expected end, early end or transfer of a service

◦ Assisting in development and review of SLAs, contracts, agreements etc.

Performing supplier, Underpinning contract, SLA and OLA reviews

Supplier Management Roles

I am also responsible for ◦ Identifying improvement actions and

ensure these are implemented ◦ Assessing changes for impact on

suppliers, supporting services and contracts

Supplier Management Roles

Service TransitionChange

Service Asset & Configuration

Release & DeploymentKnowledge

‘Service Transition’ includes the management & coordination of the processes, systems & functions required for the testing, building & deployment of a “Release” into production & establish the service specified in the customer & stake-holder requirements

Service Transition PhasesService

TransitionChange

Management

Service Asset &

Configuration Management

Release & Deployment Management

Knowledge Management

Plan and implement the deployment of all releases to create a new service or improve an existing service

Ensure that the proposed changes in the Service Design Package are realized

Successfully steer releases through testing; into live environment

Transition services to/from other organizations

Decommission or terminate services

Introduction to Service Transition

Management and coordination of processes, systems and functions to:

Package, build, test and deploy a release into productionEstablish the service specified in the customer and stakeholder requirements

Scope of Service Transition

Ability to react quickly to give ‘competitive edge’ Management of mergers, de-mergers,

acquisitions, transfer of services Higher success rate of changes and releases Better prediction of service levels and warranties More confidence in governance and compliance Better estimating of resource plans and budgets Improved productivity of business and IT Timely saving following disposal or de-

commissioning Reduced level of risk

‘Value to business’ of Service Transition

V Model Configuration Item ( CI ) Configuration Management System ( CMS) Knowledge Management Data Information Knowledge Wisdom

(DIKW) Service Knowledge Management System

(SKMS) Definitive Media Library (DML)

Service Transition Basic Concepts

V model for validation

Plan & coordinate people Ensure that everyone applies same

frameworks & Standards Report Service Issues Support Transition teams & others involved Controlled Planning of changes Report issues, risks & other deviations

Transition Planning & Support objectives

Design specifications & product requirements in the Transition Plans

Manage supporting processes & tools, changes, issues, risks, deviations, Transition progress etc

Communicate with clients, users & stakeholders

Monitor service transition achievements

Transition Planning & Support scope

Set up Transition Strategy Prepare Service Transition Plan & coordinate Service Transition Advise & support all stakeholders Monitoring of Service Transition activities

Transition Planning & Support activities

Inputs◦ Authorized RFCs◦ Service Design Package◦ Definition of the Release package & design

specifications◦ Acceptance criteria for the service

Outputs◦ Transition Strategy◦ Integral collection of Service Transition Plans

I/O of Transition Planning & Support

“The objective of the Change Management process is to ensure that changes are ◦ Recorded◦ Evaluated◦ Authorized◦ Prioritized,◦ Planned◦ Tested◦ Implemented◦ Documented◦ Reviewed in a controlled manner.

Change Management objectives

Response to changing business requirements ◦ Respond to Business and IT requests to align Services

with business needs Minimize impact of implementing changes

◦ Reduce incidents, disruption and rework Optimize business risk Implement changes successfully Implement changes in times that meet

business needs Use standard processes Record all changes

Change Management objectives

Prioritizing and responding to requests Implementing changes in required times Meet agreed service requirements while

optimizing costs Reducing failed changes and rework Correctly estimating quality, time and cost Assessing and managing risk

Value to Business of Change Management

Normal changes ◦ Types are specific to the organization ◦ Type determines what assessment is required

Standard changes ◦ Pre –authorized with an established procedure ◦ Tasks are usually well documented & low risk

Emergency changes ◦ Business criticality means there is insufficient

time for normal handling ◦ Should use normal process but speeded up ◦ Impact can be high, more prone to failure

Types of Change

Change, configuration, release and deployment ◦ Should be planned together ◦ Should have coordinated implementation

Remediation plans ◦ Every change should have a back-out plan ◦ Sometimes a change can’t be backed out

Must still have a plan for what to do

Change Management Basic concepts

Who submitted the Change (Raised) What is the change’s reason (Reason) What is its result (Result) What is the change’s risk (Risk) What resources does it require (Resources) Who are responsible for build, testing and

implementation (Responsibility) Which relationships exist between this and

other changes (Relationship)

This is used in the Impact Analysis of a change

Seven R’s of Change Management

Change Flow

Hello, I am Bob, I am the Change Manager. I am responsible for ◦ Ensuring that process is followed ◦ Authorizing minor changes◦ Coordinating & running CAB meetings◦ Producing change schedule ◦ Coordinating change/ built/ test/

implementation ◦ Reviewing (Post Implementation

Review) / Closing Changes

Change Management Roles

Hi, We together form the Change Advisory Board (CAB), which is a constitution, membership varying depending on specific Change. We are responsible for ◦ Supporting Bob, the change manager ◦ Doing impact analysis of major &

significant changes & approving them

In case of emergency CRs whoever is available amongst us, constitutes the Emergency CAB (ECAB) which is considered as a subset of the standard CAB

Change Management Roles

Compliance ◦ Reduction in unauthorized changes◦ Reduction in emergency changes

Effectiveness ◦ Percentage of changes which met requirements ◦ Reduction in disruptions, defects and re-work ◦ Reduction in changes failed/ backed out ◦ Number of incidents attributable to changes

Efficiency ◦ Benefits (value compared to cost)◦ Average time to implement (by urgency /

priority /type)◦ Percentage accuracy in change estimates

Change Management Metrics

Service Asset & Configuration Management Objectives◦ For service assets, configuration items, and

(where appropriate) customer assets Protect integrity throughout their lifecycle Provide accurate information to support business and

service management◦ Establish and maintain a Configuration

Management System As part of an overall Service Knowledge Management

System

Service Asset & Configuration Management

Anything that needs to be managed in order to deliver an IT Service

CI information is recorded in the Configuration Management System

CI information is maintained throughout its Lifecycle by Configuration Management

All CIs are subject to Change Management control

CIs typically include◦ IT Service, hardware, software, buildings, people and

formal documentation such as Process documentation and SLAs

Configuration Item (CI)

Service Lifecycle CIs ◦ Business case, Release & Change plans etc

Service CIs like Service assets◦ Management, organization, process, knowledge,

people, information, applications, infrastructure, financial capital

Organizational CIs◦ Documentation relating to organizational strategy

Internal CIs like internal individual projects External CIs like specifications of customer

agreements

Types of Configuration Items

Major CI Types

PeopleUsers, Customers, Who, Where, What Skills, Characteristics, Experience, Roles

DocumentationDesigns; Reports; Agreements; Contracts; Procedures; Plans; Process Descriptions; Minutes; Records; Events (Incident, Problems, Change Records); Proposals; Quotations

Data FilesWhat, Where, Most Important Environment

Accommodation; Light, Heat, Power; Utility Services (Electricity, Gas, Water, Oil); Office Equipment; Furniture; Plant & Machinery

HardwareComputers, Computer components, Network components & cables (LAN, WAN), Telephones, Switches

ServicesDesktop Support, E-mail, Service Desk, Payroll, Finance, Production Support

SoftwareNetwork Mgmt Systems; In-house applications; O/S; Utilities (scheduling, B/R); Packages; Office systems; Web Management

Information about all Configuration Items ◦ CI may be entire service, or any component ◦ Stored in one or more databases (CMDB)◦ Processes and procedures in place

CMS stores attributes ◦ Any information about the CI that might be

needed CMS stores relationships

◦ Between CIs ◦ With incident, problem, change records etc.

CMS has multiple layers◦ Data source and tools, information integration,

knowledge processing, presentation

Configuration Management System (CMS)

All Configuration Items Attributes, relationships and status Historical information Integration with incident, problem and

change management data

CMS Scope

Provide information about configuration items when and where it is needed

Helps to prevent out-of-date information being used

Improves efficiency and effectiveness of all service management processes

Assists in the integration of service management processes

CMS Benefits

Master copies of all software assets◦ In house, external software assets ◦ Scripts as well as code ◦ Management tools as well as applications ◦ Including licenses

Quality checked ◦ Complete, correct, virus scanned…

The only source for build and distribution

Definitive Media Library (DML)

DML and CMDB Relationship

Relationship between – CMDB, CMS and SKMS

Hi, I am Sam, I am the Configuration Manager. I am responsible for ◦ Implementing policy and standards ◦ Procuring and managing finances ◦ Agreeing scope, processes and

procedures ◦ Defining and producing tools ◦ Recruiting and training staff◦ Overseeing collection and management

of data ◦ Managing audits◦ Providing management reports

SACM Roles



Release & Deployment

Knowledge

Clear, comprehensive release and deployment plans◦ Supporting customer and business change

projects

Release packages can be built, installed, tested and deployed

◦ Efficiently, successfully and on schedule.◦ With minimal impact on production services ,

operations, and support teams ◦ Enabling new or changed services to deliver

agreed service requirements

Release and Deployment objectives

Release Unit ◦ CIs that are normally released together ◦ Typically includes sufficient components to

perform a useful function. For example Fully configured desktop PC, payroll application

Considerations include Ease and amount of change needed to deploy Resources needed to build, test and deploy Complexity of interfaces

Release and Deployment concepts

Big bang versus phased approach ◦ Phased approach can be by users, locations,

functionality… Push versus Pull deployment Automated versus manual deployment Release Package

◦ Single release or many related releases ◦ Can include hardware, software, documentation,

training


Release and deployment models ◦ Standard approach for a release ◦ Overall structure for building the release ◦ Exit and entry criteria for each stage ◦ Build and test environments to use◦ Roles and responsibilities ◦ Configuration baseline model◦ Template schedules◦ Release and deployment steps◦ Supporting systems◦ Handover activities


Release and Deployment Roles

Hello, I am Gary, I am the ‘Release package and build manager’. My responsibility is to ◦ Establish final release configuration ◦ Build final release ◦ Test final delivery prior to independent

testing ◦ Establish and report known errors and

workarounds◦ Provide input to final implementation

sign-off

Hello, I am John, I am the Deployment Manager. My responsibility is to ◦ Ensure the Final physical delivery of the

service implementation ◦ Coordinate documentation and

communications Including training to customer, service management and technical release notes

◦ Plan deployment with Change, SKMS and SACM

◦ Give Technical and application guidance and support Including known errors and workarounds.

◦ Give Feedback on effectiveness of the release

◦ Record metrics for deployment

Release and Deployment Roles



Release & Deployment

Knowledge

The process responsible for gathering, analyzing, storing and sharing knowledge and information within an organization.

The primary purpose of Knowledge Management is to improve efficiency by reducing the need to rediscover knowledge. ”

Wisdom cannot be managed by tools

Knowledge Management

DIKW pyramid

Data: ◦ is a set of discrete facts about events◦ Metrics supply quantitative data

Information◦ comes from providing context to data or by asking

questions on the data◦ Data is transformed into information by CSI

DIKW Pyramid

Knowledge◦ is composed of the concepts, tacit experiences,

ideas, insights, values and judgments of individuals◦ Application of information with experience, context,

interpretation & reflection Wisdom

◦ gives the ultimate discernment of the material and guides a person in the application of knowledge

◦ being able to make correct assessments & informed decisions based on knowledge

CSI takes the organization on the path of wisdom

DIKW Pyramid

Documents, Records and Content Capture, storage, analysis, searching,

sharing, presenting, reviewing of knowledge and information

All processes and service All stages of the Service Lifecycle

Knowledge Management Tools Scope

Service knowledge Management System (SKMS)

Service OperationIncidentProblemEventAccess

Request FulfillmentService Desk

“Execution is a ‘Systematic process’ of rigorously discussing how's and what's, tenaciously following through, and ensuring accountability.” —Larry Bossidy & Ram Charan / Execution: The Discipline of Getting Things Done

“We have a ‘strategic’ plan. It’s called doing things.”—Herb Kelleher, founder, Southwest Airlines

Operation = Execution

Coordinate and carry-out day-to-day activities and processes to deliver and manage services at agreed levels

Ongoing management of the technology that is used to deliver and support services

Where the plans, designs and optimizations are executed and measured

Service operation scope

Ongoing management of:The services themselves The service management processesTechnology People

Service operation scope

Value to Business

Processes◦ Event Management◦ Incident Management◦ Problem Management◦ Request Fulfillment◦ Access Management

Processes within Service Operation

Functions◦ IT Service Desk◦ IT Operations

Functions within Service Operation

Service Operation is required consistently to deliver the agreed level of IT Service to its customers and users, while at the same time keeping costs and resource utilization at an optimal level

Cost Vs Quality

Service OperationIncidentProblem

EventAccess


Event Management Basic concepts

Event definition◦ An event is a random measureable or observable

event that has meaning for the management of the IT infrastructure or delivery of an IT service, as well as for the evaluation of the impact that a deviation may have on the service

Examples of an event◦ An alert or notification created by any IT Service,

Configuration Item or monitoring tool. For example a batch job has completed.

Events typically require IT Operations personnel to take actions and often lead to Incident being logged.


Alert◦ Something that happens that triggers an event

or a call for action or human intervention after the event is filtered e.g. Fire or smoke triggering an alarm

◦ All Alerts are Events; but not all Events trigger Alerts


Event Management objective is to ◦ Detect events◦ Analyze those events◦ Determine the right management action

Event Management is the basis for Operational Monitoring and Control

Event Management objectives

Services, Applications, Software, Hardware, Environment

Active and passive monitoring◦ Active – Ongoing Interrogation of a device or

system to determine its status◦ Passive – generating and transmitting events to a

listening device or monitoring agent. Depends on successful definition of events and instrumentation of the system being monitored

Event Management scope

Management consoles◦ Observation and monitoring of the IT

infrastructure from a centralized console – to which all system events are routed E.g.. Operations Bridge

Integration with Service Management tools◦ Event mgt tool may not be from the same vendor

as Service Management tool, so it may have to be integrated

Dashboards and reporting◦ Good reporting functionality to allow feedback

into design and transition phases

Event Management scope

Faster response to incidents More data available at early stages of

incident Prevent incident from being missed Proactively notify users of incidents Ensure standards and rules are followed Ensure current status of service and

infrastructure is always known

Event Management Tools – Benefits

Event Management Process

Event Logging and Filtering

Managing Exceptions

Information & Warnings

Event management roles are filled by people in the following functions◦ Service Desk◦ Technical Management◦ Application Management ◦ IT Operations Management

Event Management Roles

Service OperationIncident

ProblemEventAccess


To restore normal service operation as quickly as possible and minimize adverse impact on the business

Incident Management Objectives

Managing any disruption or potential disruption to live IT services

Incidents are identified ◦ Directly by users through the Service Desk◦ Through an interface from Event Management to

Incident Management tools Reported and/or logged by technical staff

Incident Management Scope

Quicker incident resolution Improved quality Reduced support costs

Incident Management Business value

An Incident ◦ An unplanned interruption or reduction in the

quality of an IT Service ◦ Any event which could affect an IT Service in the

future is also an Incident Timescales

◦ Must be agreed for all incident handling stages

Incident Management Basic concepts

Incident Models◦ A template with predefined steps to be followed

when dealing with a known type of incident Major Incidents

◦ Dealt through a separate procedure◦ Priority = Impact X Urgency

Incident Management Basic concepts

Total number of incidents (as a control measure)

Number of incidents at each stage (for example, logged, WIP, Closed etc.)

Mean elapsed time to resolution % resolved by the Service Desk (first-line

fix)

Incident Management Key metrics

% handled within agreed response time % resolved within agreed Service Level

Agreement target No. and % of Major Incidents No. and % of Incident correctly assigned Average cost of incident handling

Incident Management Key metrics

Incident Manager◦Monitoring & driving the efficiency & effectiveness of Incident Management process.◦ Managing work of Incident support staff (first and second line support).◦ Managing Major incidents.

First- Line Support◦ Usually Service Desk Analysts

Second-Line Support Third- Line Support

◦ Technical Management, IT Operations, Application Management, Third-party suppliers

Incident Management Roles

Ability to detect incidents as quickly as possible (dependency on Event Management)

Ensuring all incidents are logged Ensuring previous history is available

(Incidents, Problems, Known Errors, Changes)

Integration with Configuration Management System, Service Level Management and Known Error Database (CMS,SLM,KEDB)

Incident Management Challenges

To provide a channel for users to request and receive standard services for which a pre defined approval and qualification process exists

To provide information to users and customers about the availability of service and the procedure for obtaining them

To source and deliver the components of requested standard services (for example licenses and software media)

To assist with general information, complaints or comments

Request Fulfillment Objectives

Service Request

Service Request ◦ A request from a User for information or advice, or

for a Standard Change. For example ◦ To reset a password, or to provide standard IT

Service for a new User. Request Model

◦ A predefined process-flow to service frequently recurring requests

Request Fulfillment Basic concepts

Not usually dedicated staff Service Desk staff Incident Management staff Service Operations teams

Request Fulfillment Roles

Self Help

Service OperationIncident

ProblemEventAccess


To prevent problems and recurring Incidents from happening

To eliminate recurring incidents To minimize the impact of incidents that

cannot be prevented

Problem Management Objectives

Problem ◦ The cause of one or more incidents

Problem Models Workaround Known Error Known Error Database

Problem Management Basic concepts

Concepts - 1

Concepts - 2

Concepts - 3

Problem Mgmt - Flow

Problem Manager ◦ co-ordinates all problem management activities, liaison with all

problem resolution groups to ensure swift resolution of problem within SLA targets.

◦ Owns & protects Known Error Database◦ Gatekeeper for inclusion of all Known Errors & management of

search algorithms /key words.◦ Formal closure of Problem records.◦ Documenting and follow-up review for Major Problems.

Supported by technical groups ◦ Technical Management ◦ IT Operations◦ Applications Management◦ Third-party suppliers

Problem Management Roles

Service OperationIncidentProblemEvent

AccessRequest Fulfillment

Service Desk

To help in protecting the Confidentiality, Integrity and Availability of Assets by ◦ Ensuring that only authorized Users are able to

access or modify the Assets. The Process responsible for allowing Users

to make use of IT Services, data, or other Assets.

Access Management is sometimes referred to as Rights Management or Identity Management.

Access Management Objectives

Access Management Basic concepts

Not usually dedicated staff Access management is an execution of

Availability Management and Information Security management

Service Desk staff Technical Management staff Application Management staff IT operations staff

Access Management Roles


Request Fulfillment

Service Desk

Service Operation Functions

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

Functions in Service Operations

ITOMF – IT Operations Management Function◦ Responsible for the daily operational activities

needed to manage the IT infrastructure◦ Has IT Operations control & Facilities Management

Job scheduling Backup & restore Print & output

SDF – Service Desk Function◦ Single Point of Contact◦ Focus on Service restoration

Functions in Service Operations

The groups, departments or teams that provide technical expertise and overall management of the IT Infrastructure◦ Custodians of technical knowledge and expertise

related to managing the IT Infrastructure◦ Provide the actual resources to support the IT

Service Management Lifecycle◦ Perform many of the common activities already

outlined ◦ Execute most ITSM processes

Technical Management

Technical teams are usually aligned to the technology they manage

Can include operational activities Examples

◦ Mainframe Management◦ Server Management◦ Internet/Web Management◦ Network Management◦ Database Administration

Technical Management Organization

Manages Applications throughout their Lifecycle

Performed by any departments, group or team managing and supporting operational Applications

Role in the design, testing and improvement of Applications that form part of IT Services

Custodian of expertise for Applications Provides resource throughout the lifecycle Guidance to IT Operations Management

Application Management

The department, group or team of people responsible for performing the organization’s day-to-day operational activities, such as:◦ IT Operations Control

Console Management Job Scheduling Backup and Restore Print and output management Performance of maintenance activities Operations Bridge Network Operations Center Monitoring the infrastructure, applications and

services

IT Operations Management

◦ Facilities Management Management of physical IT environment

(Datacenters, computer rooms, etc including vendors for facilities and relevant contracts)


Primary point of contact Deals with all user issues (incidents,

requests, standard changes) Coordinates actions across the IT

organization to meet user requirements Different options (Local, Centralized, Virtual,

Follow-the-Sun, specialized groups)

Service Desk

Service Desk - Types

Local Service Desk

Service Desk

Request Fulfillment

3rd Party Support




User User User User

Centralized Service Desk

Customer Site 1

Customer Site 3

Customer Site 2

Service Desk

Second Line Support

Request Fulfillment

3rd Party Support




Virtual Service Desk

Turkey

Czech Republic

Croatia

Brazil GermanyArgentina

USA

Canada

Virtual Service Desk

Logging and categorizing Incidents, Service Requests and some categories of change

First line investigation and diagnosis Coordinating second line & third line support Monitoring & escalation procedures relative

to the appropriate SLAs Communication with Users and IT Staff Closing calls Customer satisfaction Update the CMS if so agreed

Service Desk Objectives

Correct number and qualifications at any given time, considering: ◦ Customer expectations and business

requirements◦ Number of users to support, their language and

skills◦ Coverage period, out-of-hours, time zones/

locations, travel time◦ Processes and procedures in place

Service Desk Staffing

Minimum qualifications ◦ Interpersonal skills◦ Business understanding ◦ IT understanding ◦ Skill sets

Customer and Technical emphasis, Expert

Service Desk Staffing

First- line resolution rate◦ Average time to resolve and/ or escalate an

incident◦ Response time

Service Desk Metrics

Reduced time and effort to manage incidents, problems and changes

Ensure standards and rules are followed Enable high volumes to be managed Provide historical reporting and dashboards Assists integration of service management

processes. For example ◦ Linking incident to change, change to problem

Service Operation Tool benefits

Continuous Service

Improvement

Continual Service Improvement (CSI)

Who is at risk?

CSI: A critical need

Most of you probably said the gazelle, but…. …..some of you might have said lion


In reality both are at risk, why so? Because……


…African Proverb◦ “Every morning a gazelle wakes up, it knows it

must run faster than the fastest lion or it will be killed.

◦ Every morning a lion wakes up, it knows it must run faster than the slowest gazelle or it will starve to death.

◦ It doesn’t matter whether you are a lion or a gazelle, when the sun comes up, you better start running.”


Improve effectiveness & efficiency of IT Services

Measure & analyze service level achievement against SLA requirement

Recommend improvements in all phases of lifecycle

Ensure Process compliance Quality: Ensure process steps meet their

quality goals Performance: Measure process efficiency &

elapsed times

Goal and Objectives of CSI

Continuous Vs Continual improvement

In the Deming PDCA Cycle, ◦ PLAN preventive measures by finding the causes of

variations◦ DO the plans◦ CHECK by observing the results◦ ACT by analyzing the results, noting the lessons

learned

CSI model

Create a sense of urgency Form a leading coalition Create a vision Communicate the vision Empower others to act on the vision Plan for & create quick wins Consolidate improvements & create more change Institutionalize the changes

This is known as 8 steps principle for transforming organizations, discovered by John Kotter of Harvard Business school.

CSI & the organizational change

The ability to predict and report service performance against targets of an end-to-end service◦ Will require someone to take the individual

measurements and combine them to provide a view of the customer experience

◦ This data can be analyzed over time to produce a trend

◦ This data can be collected at multiple levels (for example, CIs, processes, service)

What is Service Measurement ?

Why do we measure ?

To Validate

Strategic Vision

To Justify

Factual Evidence

To Intervene

Changes,Corrective actions

To Direct

Targets and Metrics

Your Measurement Framework

Technical metrics: Measure the performance and availability of components and applications

Process metrics: Measure the performance of service management processes based on Key Performance Indicators (KPIs) which stem from Critical Success Factors (CSFs)

Service metrics: end-to-end service metrics

Types of Metrics

CSI improvement process or The 7 Step Improvement Process

Service Reporting

Processes in CSI

It describes how to measure & report The 7 Step Improvement Process is

designed to provide this measurement It results in a service improvement plan

(SIP)

The 7 Step Improvement Process Purpose

The 7 Step Improvement Process

Goals

5. Analyze the data. Relationships ,trends, according to plan,

4. Process the data Frequency, format, system, accuracy

3. Gather the data. Who, how,when.

Integrity on the data?

2. Define what you can measure.

1. Define what you should measure

6. Present and use the information assessment summary action plans, etc.

7. Implement corrective action.

Identify - Vision - Strategy- Tactical goals - Operational goals

The 7 Step Improvement Process

Step 1

7 Step improvement Process

Define what you should measure

Step 3

Step 4

Step 7

Step 6

Step 5

Step 2 Define what you can measure

Gather the data.Who? How? When? Integrity of data?

Process the dataFrequency? Format? System? Accuracy?

Analyze the dataRelations? Trends? According to plan? Targets met?

Present and use the information assessment

summary action plans, etc.

Implement corrective action.

Service Reporting

Generation & distribution of reports◦ Gather Data◦ Process & apply Data◦ Publish Information◦ Tune the reporting to the Business

Service Reporting Process

Service Manager Continual Service Improvement Manager

CSI Roles

Hello, I am Susan, I am responsible for ◦ the success of all improvement activities◦ Communicating the CSI vision across the IT

organization◦ Defining &reporting on CSI critical success

factors, Key Performance Indicators and CSI activity metrics

◦ Coordinating CSI throughout the service lifecycle◦ Building effective relationships with the business

and IT managers◦ Ensuring monitoring is in place to gather data◦ Working with process and service owners to

identify improvements and improve quality

Role of the CSI Manager

Important links

Itil v3-foundation symbiosis

Technology

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