LECTURE 3LECTURE 3

SERVICE TransitionSERVICE Transition SERVICE OperationSERVICE Operation Continual SERVICE ImprovementContinual SERVICE Improvement

Stage 3 – Stage 3 – Service TransitionService Transition

BuildBuild TestingTesting User acceptanceUser acceptance DeploymentDeployment Bed-inBed-in

Good service transitionGood service transition

Set customer expectationsSet customer expectations Enable release integrationEnable release integration Reduce performance variationReduce performance variation Document and reduce known Document and reduce known

errorserrors Minimise riskMinimise risk Ensure proper use of servicesEnsure proper use of services

S. Transition at a glanceS. Transition at a glance

Knowledge managementKnowledge management

Vital to enabling the right information to Vital to enabling the right information to be provided at the right place and the be provided at the right place and the right time to the right person to enable right time to the right person to enable informed decisioninformed decision

Stops data being locked away with Stops data being locked away with individualsindividuals

Obvious organisational advantageObvious organisational advantage

Data ► Information ► Data ► Information ► Knowledge ► WisdomKnowledge ► Wisdom

DataData Information - who, what , where?Information - who, what , where?

Knowledge- How?Knowledge- How?

Wisdom - Why?Wisdom - Why?

Wisdom cannot be assisted by technology – it only comes with experience!

Service Knowledge Information Management System is crucial to retaining this extremely valuable information

Service Asset and Service Asset and ConfigurationConfiguration

Managing these properly is keyManaging these properly is key Provides Logical Model of Infrastructure Provides Logical Model of Infrastructure

and Accurate Configuration informationand Accurate Configuration information Controls assetsControls assets Minimises costsMinimises costs Enables proper change and release Enables proper change and release

managementmanagement Speeds incident and problem resolutionSpeeds incident and problem resolution

Configuration Configuration Management SystemManagement System

Painting the ForthPainting the ForthBridge ...Bridge ...

A Baseline is a “last known good A Baseline is a “last known good configuration”configuration”

The CMS will always be a “work in The CMS will always be a “work in progress” and probably always out of progress” and probably always out of date. But still worth havingdate. But still worth having

Current configuration will always be the Current configuration will always be the most recent baseline plus any most recent baseline plus any implemented approved changesimplemented approved changes

... just Some parts of a ... just Some parts of a theoreticaltheoretical CMDB CMDB

HARDWARE

Specification

Location

Owner

Financials

Software

SOFTWARE

Licenses

Versions

APPLICATIONS

Users

Hardware

USERS

Applications

Contracts

Incidents

INCIDENTS

Applications

Hardware

Resolutions

KNOWN ERRORS

Incidents

PROBLEMS

Incidents

Resolutions

CHANGES

Applications

Users

Equipment

O/S

Equipment

INFRASTRUCTURE

SOFTWARE

e.g. Oracle

RELEASES

Applications

NETWORK

Linkages

Dependencies

SLA

Applications

Users

Contracts

DEFINITIVE SOFTWARE LIBRARY

SERVICES

Applications

DEFINITIVE HARDWARE STORE

B C P

DOCSAVAILABILITY

STATISTICS

Change ManagementChange Management Respond to customers changing Respond to customers changing

business requirementsbusiness requirements Respond to business and IT requests Respond to business and IT requests

for change that will align the services for change that will align the services with the business needs & with the IT with the business needs & with the IT state of the artstate of the art

RolesRoles Change ManagerChange Manager Change AuthorityChange Authority

Change Advisory Board (CAB) Change Advisory Board (CAB) approving approving requested changes and assisting in prioritizationrequested changes and assisting in prioritization

Emergency CAB (ECAB) Emergency CAB (ECAB) the same, for the same, for emergency changesemergency changes

Change Management Change Management … … or or what we all get wrong!what we all get wrong!

““Dad, my mobile went off !!! Dad, my mobile went off !!! …” …”

“… “… what did you change ? …”what did you change ? …”

80%80% of service interruption is of service interruption is caused by operator error or caused by operator error or poor change control (Gartner)poor change control (Gartner)

Change TypesChange Types

NormalNormal Non-urgent, requires approvalNon-urgent, requires approval

StandardStandard Non-urgent, follows established path, no Non-urgent, follows established path, no

approval neededapproval needed

EmergencyEmergency Requires approval but too urgent for normal Requires approval but too urgent for normal

procedureprocedure

Change Advisory BoardChange Advisory Board Change Manager (VITAL)Change Manager (VITAL) One or more ofOne or more of

Customer/UserCustomer/User User ManagerUser Manager Developer/MaintainerDeveloper/Maintainer Expert/ConsultantExpert/Consultant ContractorContractor

CAB considers the 7 CAB considers the 7 RR’s’s Who Who RAISEDRAISED?, ?, REASONREASON, , RETURNRETURN, , RISKSRISKS, ,

RESOURCESRESOURCES, , RESPONSIBLERESPONSIBLE, , RELATIONSHIPSRELATIONSHIPS to other changes to other changes

Release ManagementRelease Management

Release is a collection of authorised and Release is a collection of authorised and tested changes ready for deploymenttested changes ready for deployment

A rollout introduces a release into the live A rollout introduces a release into the live environmentenvironment

Full ReleaseFull Release e.g. Office 2007e.g. Office 2007

Delta (partial) releaseDelta (partial) release e.g. Windows Updatee.g. Windows Update

PackagePackage e.g. Windows Service Packe.g. Windows Service Pack

Release test & deploy (1/2)Release test & deploy (1/2)

Release Manager will produce a Release Manager will produce a release policyrelease policy

Release MUST be tested and NOT Release MUST be tested and NOT by the developer or the change by the developer or the change instigatorinstigator

Deploy can be manual or automaticDeploy can be manual or automatic Automatic can be push or pullAutomatic can be push or pull

PhasedPhased vs. vs. big-bangbig-bang deploy deploy

Consider:Consider: Release preparation timeRelease preparation time Concurrent changesConcurrent changes Interactions with other internal/external systemsInteractions with other internal/external systems Test complexityTest complexity Is the date your own choice? (… hardly ever !)Is the date your own choice? (… hardly ever !)

Phased generally less painful but more workPhased generally less painful but more work

Release test & deploy (2/2)Release test & deploy (2/2)

PREP-1

PREP-2

PREP

Stage 4 – Stage 4 – Service OperationService Operation

MaintenanceMaintenanceManagementManagementRealises Strategic Realises Strategic

Objectives and is where the Objectives and is where the Value is seenValue is seen

Service Operation BalancesService Operation Balances

ProcessesProcesses in Service in Service OperationOperation

1.1. Request FulfilmentRequest Fulfilment

2.2. Access ManagementAccess Management

3.3. Event ManagementEvent Management

4.4. Incident ManagementIncident Management

5.5. Problem ManagementProblem Management

P#1 – Request FulfilmentP#1 – Request Fulfilment

Information, advice or a Information, advice or a standard changestandard change

Should not be classed as Should not be classed as Incidents or ChangesIncidents or Changes

P#2 – Access P#2 – Access ManagementManagement

Right things for right users at right timeRight things for right users at right time ConceptsConcepts

AccessAccess Identity (Authentication, AuthN)Identity (Authentication, AuthN) Rights (Authorisation, AuthZ)Rights (Authorisation, AuthZ) Service GroupService Group DirectoryDirectory

P#3 – Event ManagementP#3 – Event Management

3 Types of events3 Types of events InformationInformation WarningWarning ExceptionException

Need to make sense of events and have Need to make sense of events and have appropriate control actions planned and appropriate control actions planned and documenteddocumented

P#4 – Incident ManagementP#4 – Incident Management Incidents are a subset of EventsIncidents are a subset of Events IM deals with unplanned interruptions to IM deals with unplanned interruptions to

IT Services or reductions in their qualityIT Services or reductions in their quality Failure of a configuration item that has Failure of a configuration item that has

not impacted a service is also an incident not impacted a service is also an incident (e.g. Disk in RAID failure)(e.g. Disk in RAID failure)

Reported by:Reported by: UsersUsers Technical StaffTechnical Staff Monitoring ToolsMonitoring Tools

Incident Management (1/3)Incident Management (1/3)An An incidentincident defined as defined as an unplanned, unexpected an unplanned, unexpected or unexplained disruption in service or unexplained disruption in service (any event (any event which is not part of the standard operation of a which is not part of the standard operation of a service and which causes or may cause an service and which causes or may cause an interruption to or a reduction in the quality of the interruption to or a reduction in the quality of the service that is provided).service that is provided).

Objective is to Objective is to restorerestore normal normal serviceservice operation operation as as

quickly as possiblequickly as possible and minimize the adverse and minimize the adverse impact on business operations.impact on business operations.

The process responsible for managing the life-cycle of The process responsible for managing the life-cycle of all incidents.all incidents.

Incident Management (2/3)Incident Management (2/3)Incident Management input and output of the process, and its activities

Incident Management (3/3)Incident Management (3/3)ESCALATION = the mechanism that assists timely resolution of an Incident

Levels of support are specific to technical expertise

P#5 – Problem ManagementP#5 – Problem Management Don’t confuse a Problem (the Don’t confuse a Problem (the causecause) with ) with

an Incident (the an Incident (the effecteffect) ) Aims to prevent problems and resulting Aims to prevent problems and resulting

incidentsincidents Minimises impact of unavoidable incidentsMinimises impact of unavoidable incidents Eliminates recurring incidentsEliminates recurring incidents Proactive Problem ManagementProactive Problem Management

Identifies areas of potential weaknessIdentifies areas of potential weakness Identifies workaroundsIdentifies workarounds

ReactiveReactive Problem Management Problem Management Indentifies underlying causes of incidentsIndentifies underlying causes of incidents Identifies changes to prevent recurrenceIdentifies changes to prevent recurrence

Problem Management (1/2)Problem Management (1/2)

A Problem is defined as the unknown underlying cause

• Problem Management aims to Stabilize IT services through:

•Minimizing the consequences of incidents•Removal of the root causes of incidents•Prevention of incidents and problems•Prevent recurrence of incidents related to errors•Both reactive process and proactive process.

Problem Management (2/2)Problem Management (2/2)

Problem Management takes time to identify the cause and eliminate it.

FunctionsFunctions in Service in Service OperationOperation

Service DeskService DeskTechnical ManagementTechnical Management IT Operations ManagementIT Operations ManagementApplications ManagementApplications Management

Service Desk (1/3)Service Desk (1/3) Local, Central or VirtualLocal, Central or Virtual Single point of contact (POC)Single point of contact (POC) ““Call Centre” & “Help Desk”: particular Call Centre” & “Help Desk”: particular

instances of S.D.instances of S.D. Skills for operatorsSkills for operators

Customer FocusCustomer Focus ArticulateArticulate Interpersonal Skills (patient!)Interpersonal Skills (patient!) Understand BusinessUnderstand Business Methodical/AnalyticalMethodical/Analytical Technical knowledgeTechnical knowledge Multi-lingualMulti-lingual

Service desk often seen as the bottom of Service desk often seen as the bottom of the pile, but … the pile, but … most visible to customers so most visible to customers so important to get right!important to get right!

Service Desk (2/3)Service Desk (2/3)Change

Management

ReleaseManagement

Incident Management

Configuration Management

Problem Management

ServiceSupport

•Integrated function, not a process, to all of the “operational” process.

•Serves an intended purpose

•Single point of contact between service providers, customers and users.

•Manages incidents and escalates according to agreed service levels.

•Manage requests, incidents, service requests and communications with customer and users.

Service Desk (3/3)Service Desk (3/3)

Service Desk

TelephoneRequests

Internet/browserrequests

Faxrequests

Email/voice/videorequests

Hardware/application

events

Management Information, Reports, Metrics

Networks

Learning Technologies

Distributed Computing

Computing Services

EnterpriseApplications

Security

Telecommunications

Operations

Project and Service Management

Contracts and Licensing

IT Training

Loca lCen tra lVi r tua l

single POC

Stage 5 – Stage 5 – Continual Continual Service ImprovementService Improvement

Focus on Process owners and Service Focus on Process owners and Service OwnersOwners

Ensures that service management Ensures that service management processes continue to support the businessprocesses continue to support the business

Monitor and enhance Service Level Monitor and enhance Service Level AchievementsAchievements

PDCA (Deming cycle:PDCA (Deming cycle:

planplan, , dodo, , checkcheck, , actact))

Service MeasurementService Measurement

Technology (components, MTBF etc)Technology (components, MTBF etc) Process (KPIs - Critical Success Factors)Process (KPIs - Critical Success Factors) Service (End-to end, e.g. Customer Satisfaction)Service (End-to end, e.g. Customer Satisfaction) Why?Why?

Validation – Soundness of decisionsValidation – Soundness of decisions Direction – of future activitiesDirection – of future activities Justify – provide factual evidenceJustify – provide factual evidence Intervene – when changes or corrections are neededIntervene – when changes or corrections are needed

7 Steps to Improvement7 Steps to Improvement