ServiceManagementandITIL VG
Transcript of ServiceManagementandITIL VG
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FinancialManagement
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Budgeting and Accounting - Objectives
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Budgeting
Predict and control the money required to run IT services
Day-to-day monitoring of current budgets
Compare actual spend against predicted
Accounting
Account for the money spent on IT services
Calculate the cost of IT services
Help identify and justify the cost of changes
Budgeting and Accounting are mandatory
Typical input cost types / elements
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Hardware (LAN, processor, PC)
Accommodation (office, utilities)
Software (O/S, applications, tools)
People (salaries, benefits, consultancy)
External Services (disaster recovery, outsourcing)
Transfer (internal charges from other areas)
Different Types of Costs
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Or
Operational
Day-to-day costs of running a
service; staff, electricity,
maintenance, consumables
Indirect
Costs which must be
apportioned across all or a
number of Customer groups
VariableCosts that vary with usage or
time (overtime, electricity etc.)
Either
Capital
Outright purchase of fixed
assets e.g. new server
Direct
Costs which can be directlyallocated to a single Customer
or Customer group
Fixed
Costs fixed for a reasonable
period of time (salaries,
depreciation, standing charges)
Output Cost Units
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Cost per Customer / business unit Service Department Location Employee e.g. for desktop and network access
Charging Objectives
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Recover from customers the costs of the IT
services provided Ensure that customers are aware of the costs
they impose on IT Operate the IT service as a business unit
Charging is operational
The organisations finance experts will be involved in chargingas this is part of the overall accounting strategy
Charging & Pricing Options
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Charging needs to be seen as simple,
understandable, fair and realistic.
Charging options include :
Cost -------------> Price = cost
Cost plus --------> Price = cost + X % Going rate
Comparable with other internal costs or with similarorganisations
Market rate Matches external suppliers
Fixed price
Set price agreed for set period based on anticipated usage
Possible Problems
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Skill levels of IT financial management staff,especially finding professional with accountingand IT experience.
Political aspects of cost allocation. Monitoring can be expensive Difficult to identify and determine customer
based charges. Integration across functions and tools is essential
for real leverage. Lack of clear IS strategy and objectives.
Benefits
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Costing helps the IT Services Manager to
Base decisions about the services to be provided on assessments of
cost effectiveness, service by service
Make more business-like decisions about IT services and their related
investments
Provide information to justify IT expenditure Plan and budget with confidence
Understand the costs of failing to take advantage of strategic
opportunities to justify the required expenditure (thereby providing
value-added productivity)
Help the users understand the costs associated with the services that
they utilise.
Financial Management - Summary
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Budgeting Predict, understand and control the budgets and the
spend
Accounting Calculate the cost of IT services
Help identify and justify the cost of changes e.g. ROI
Input cost units and Input cost types (F/V, D/I, C/O) Output business cost units
Need for good estimates of business workloads.
Financial Management - Summary
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Charging (but not policy) Determine charges in SLAs (cost recovery, cost +,
market rate, etc)
Influence customer behaviour Charging does not affect costs directly but is an
expensive process
General
Sound stewardship Mininmise risk in decision making Basis of busines estimating, planning, budgeting /
forecasting
Often used in targets & measures / metrics
Service Support
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IT ServiceSupport
IT ServiceDelivery
`
`
IT Finance
Capacity
Release
Change
Problem
Incident
C o
nf i g ur a t i on
ServiceDesk
IT Continuity
Service Levels
U s e r s
C u s
t o m e r s
Availability
IT ServiceDelivery
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Service Desk
Service Desk - Objectives
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To be the primary contact point for all users :
Calls Questions
Service Requests
Complaints Remarks
To manage the incident life-cycle (co-ordinating resolution, owning incidents)
To support business activities
To manager Service Requests
To provide management information
Service Desk StructuresCustomer
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Centralised Decentralised
Customer3
Customer2
Customer1
ServiceDesk A
CentralisedService
Desk
ServiceDesk B
What are the advantages and disadvantages of each type ofservice Desk, including the Virtual desk?
Customer
1
Customer
2
Customer
3
ServiceDesk
Ops
Desktop Supplier
Supplier
Hello Can I help you ?
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Service Desk Summary
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Acts as the Central point of contact between the Customerand the IT service (the buffer between users and the IT Staff)
Handles incidents, problems, requests, and questions
Provides an interface for other activities such as Change,Configuration, Release, Service level, and Service continuityManagement.
Central, de-centralised, virtual service desks.
Requires staff with appropriate attributes and skills
Provides business support
Good communication
Value of metrics on events / incidents / calls.
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Incident Management
Incident Management Objectives
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Restore the service to users as quickly aspossible with minimum disruption to the
business. Ensuring that the best possible levels of
availability and service are maintained.
Ensure best use of resources
Maintain and apply consistent approachto incidents.
The ITIL incident Lifecycle
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Ownership
Monitoring
Tracking
Communication
Incident detection
& recording
Initial Classification & Support
Investigation& diagnosis
Resolution& Recovery
Incident Closure
Prioritization
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Assess and codeimpact / urgency / priority
Priority
Impact Urgency
Impact
Evidence of effect uponbusiness activities
Service Levels in danger
Urgency
Evidence of effect uponbusiness deadlines
Prioritise resources
Manpower
MoneyTime
Escalation and Referral
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Service Desk
Inform / Support(escalation)
Knowledge (functional referral)
Possible Problems
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Too many Desks ?
Service desk is launched too early and gets swamped Interface and information sharing
Ineffective communications between development and service desk
(e.g. at roll-outs)
Tension between Service desk and other IT units
Users try to bypass the system.
No process for escalation
The director as Service desk
Concentrating on the Service Desk instead of the overall need for
Service management.
Benefits
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Higher levels of IT service availability Reduction in time to respond to users and to
resolve incidents
Earlier & more effective identification ofproblem areas Fewer incidents and user difficulties with
business applications
Better utilisation & increased productivity ofskilled staff Provides comprehensive and accurate
management information for IT and thecustomer.
Best Practice
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Integrate with Service Management.
First line fixes are more efficient andquicker but beware loss of data and overreliance on quick fixes
Place less emphasis on reducing ITs costsand more on increasing businesseffectiveness.
Position Service desk as the primaryinterface to IT and use it to increase ITcredibility throughout lines of business.
Incident Management Summary
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Incident : (Expected) disruption to agreed service
Manage the Incident life-cycle
Restore service ASAP
Priority determined by business impact and urgency.
Correct assessment of priorities enables resources to be deployed
in the best interests of the customer.
Escalation and referral. Incident closure
Scripts, diagnostic aids, forward schedule of change.
Comprehensive CMDB invaluable.
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Problem Management
Problem Management -
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Objectives Stabilising IT services through :
Minimising the consequences of incidents Removal of the root causes of incidents
Prevention of incidents and problems.
Improving productive use of resources Improving productivity of support staff
Definitions
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Problem
The unknown root cause of one or moreincidents (not necessarily solved at thetime the incident is closed).
Known Error The successful diagnosis of the root cause
of a problem when the configuration items(Cls) at fault are confirmed (and a
workaround exists) often removed byimplementing a change.
Problem Management -Activities
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Problem identification &
recording
Activities
Ownership
Monitoring
Tracking
Communication
Problem identification &
recording
Initial Classification
Investigation & diagnosis
Error identification &recording
Review & Closure
Error assessment & RFC
Reactive - Proactive
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Reactive
Proactive
Prevention of problems on othersystems and applications
Monitoring of Change Management
Initiating changes to combat:Occurrence of incidentsRepetition of incidents
Identification of trends
Problem identificationProblem diagnosis
Supplying 2 nd / 3 rd line incident support
Processing Known Errors from theD l t E i t
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Development EnvironmentChange
Building
Productionknownerrors
Dev. knownerrors
Problem Management
Change Management
Service Desk &Incidents
Investigation and diagnosis
ReleaseLive
Service
Problem
Investigation and
diagnosisRFC
Possible Problems
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Wrong staff in Problem Management team. Poor understanding of the distinct objectives of
incident and problem management.
Resource conflicts between incident and
problem management. Lack of discipline in support teams. Poor communications between systems
development and error control in the liveenvironment.
Benefits
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Higher availability and less interruption to
users by eliminating repeat incidents. Prevention of incidents from spreading
across systems or even occurring at allthrough proactive analysis.
Minimization of the consequences ofservice interruptions.
Prevention of know errors fromelsewhere being introduced into thisenvironment.
Problem Management - Summary Problem and Known Error definitions
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Problem and Known Error definitions
Objectives
Manage the problem life cycle (other will implement solutions)
Stabilising services through :
Removing the root causes of incidents
Preventing occurrence of incidents and problems
Minimising the consequences of incidents (the quick fix)
Improving Productive use of resources
Activities
Problem Control, Error Control (incl. raising RFCs), Management
information
Reactive to proactive (stop problems occurring / recurring)
Priorities determined by business impact and urgency .
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Configuration Management
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The CMDB
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CMDBProblems / KERs Release / Roll Out
Change
Incident
Configuration Management
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Planning
Identification
What is going to be controlled ?
Control
Are you allowed to change it and how is a change to the
configuration controlled ?
Status Accounting
What has changed and why ?
Verification / Audit
Is it what we said we would have ?
Configuration Identification
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What is to be controlled (CIs) baseselection on Criticality, Risk, Interface, Security, Safety E.g.. email service, web service, server,
application, desktop build, network What dependencies / relationships Who is responsible for each CI at which
point in its lifecycle (budgetary, change &release authority)
CIs Scope and DetailInfrastructure
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StandardSoftwaree.g. COTS
Infrastructure
Accommodation DesktopService DesktopAssets People /Users Network
Web Emai l
Local Printer
PC
Word processor
Office bundle
Location
No breakpower
Monitor Keyboard Base Unit
Network printer
Scope
DETAIL
Variants
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A CI that has the same basic functionality asanother CI but is slightly different in somesmall way
Two printer models with different memory cards A standard package is customised for particular
applications or areas of the business. Used when problems or changes affecting one are
likely to affect the other.
Examples of Attributes U i Id tifi
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Warranty expiry date License
Supply Date
Accepted Date
Status (current, date & who
Status (scheduled, date & who
Parent CI(s) Relationships
Child CI(s) & Relationships
Relationships
RFC Numbers
Problem & Incident Numbers
Comment
Unique Identifier CI Name / Title
Version
Copy or Serial Number
Category
Type
Location
Source / Supplier
Owner Responsible
Date owner became responsible
Created by / date time
Model Number (Hardware)
Mark which ones are essential for all CI types
Relationships
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Logical and physical relationships E.g. between environments, software,
hardware, products, services
Relationships to Changes, problems, baselines, software
builds and releases Traceability back to requirements (status
history)
Baselines
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A baseline is a specific and consistent configuration of a product or system
established at a specific pint in time.
It captures the structure and details and is used as :
Sound basis for future work
Record of CIS affected and actually changed by an RFC
A point to fall back to if (or when) things go wrong (such as the ability
to return a service to a trusted state if a change goes wrong)
When would you take a baseline?
Managing Assets &
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Configurations
Order orplan CI
Create /acquire
CI
Change CI(move, add,
change)
Register
CI Register orupdate CI
Delete /
ArchiveCI
records
InstallCI
UpdateRecordUpdateRecord
Disposal / archive
CI
Life Cycle of an IT asset / configuration item
Updating the CMDB
An order, approved plan or RFC
Updating CI Records
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When new CIs and versions are registered E.g. new package and license, new contract
Promotion to the next environment (status) E.g. ordered to delivered, delivered to accepted, development to
test, test to live, live to archive Ownership or roles change
Changes, builds and releases create new versions ofsoftware and documentation
After configuration audits to correct the CM databaseand records.
Configuration Audit
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Audit Tools& Scripts
App. ServerLive
NT ServerLive
DesktopLive
App.Server
As Built
NT ServerAs Built
DesktopAs Built
Perform audit
Log exceptions Notify exceptions
Investigate exceptions
Follow up and resolve
Live InfrastructureAs Built Baseline Records
Possible Problems
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Establishing depth and breadth
Interfaces to other systems where CI information is stored.
Data collection and maintenance of accuracy
Roles and responsibilities in distributed, client / server environments
Establishing owners for CIs
Over-ambitious schedules and scope
Management commitment to importance of Configuration
Management as a foundation block
Benefits Improves asset management
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p g
Reduces risks from changes
Leads to more effective user support Improves security against malicious changes
Facilitates compliance with legal obligations
Supports budget process
Facilitates service level management, better planning & design Improves capability to identify, improve, inspect, deliver, operate,
repair and upgrade
Provides accurate information & configuration history
Supports Continuity and Availability
ExerciseS l i fi i h ld
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Select some important configurations that wouldneed to be held as configuration items in yourorganization for configuration management e.g. forfinancial service, email, desktop or web service.
Try to classify them as a CI type e.g.
Service, System, Hardware, Bespoke Application,External software, Build, Baseline, Release,Accommodation, Facility, Data Set, People
What documentation or attributes do you need to
define each CI ? What lifecycle states would be appropriate ?
Configuration Management - Summary
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Single source and repository for information about the IT infrastructure &
services more than an asset register (CMDB)
Activities
Planning and Identification (including relationships)
Control, Status Accounting, Verification
Management Information
Role in assessing impact of changes
Configuration item :
Categories, Attributes, Relationships, Status, Unique Id, Version, Owner
Scope and detail (value of the information and level of independent change)
Baselines and Variants
Supports all other processes.
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Change Management -
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ObjectiveTo implement approved changes
that
maximize business benefit
efficiently, cost effectively and with
new IT infrastructure and services
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Example RFC ContentsJustification:Unique Ref :
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Time / Implementation Target &
DependenciesImpact Assessment
A summary of the impact to the service,
business and technical aspects, that
could be affected by these changes .
Specify resource requirements known
risk and concerns.
Change Approval
Who will approve the RFC ?
Decision : Accepted or rejected
Change Assignment / Builder
Signature Block
Change originator:
Trigger for Change e.g. problem no.
Category e.g. normal / standard
Affected Configuration Item : e.g. SRV003,
WORD7
Change Priority e.g. Urgent, High, Mediumor Low.
Impact and Risk e.g. High, Medium, Low
Change Requested By
Date / time of Change Request
Change Title / Description
Urgency and PriorityImpact of Problem
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Urgencyfor theremedy
High
Medium
LowHigh Medium
Low
1 2 3
2 3 4
3 4 4
Will solve irritating or missingfunctionality. Can be scheduledMinor Improvement
Medium
Low
3
4
DescriptionNecessary immediately.As soon as possible e.g. 8 hours
UrgentHigh
Priority12
Impact of Change Minor
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Minor Little impact on current services. The Change Manager
is entitled to authorise this RFC.
Significant Clear impact on the services. The RFC must be
discussed by the Change Advisory Board. The ChangeManager requests advice on authorisation and planning.
Major Significant impact on the services and the business.
Considerable manpower and / or resources needed. TheRFC will have to be submitted to board level.
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Standard Changes
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Follow an established path (changemodel)
Accepted solution to specific (set of)
requirement(s) Crucial elements Tasks well known & proven Authority effectively given in advance Usually initiated by service desk Budgetary authority typically pre-
ordained
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Tracking Individual Changest i
o n
Request for Change (RFC)
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M a n a g e m e n
t , t r a c
k i n
g ,
a d m
i n i s t r a
t
ConfigurationManagement
Database (CMDB)`
Assess impact
Obtain Approval
Initiate Implementation
Develop & Test Change& Implement / Release
Change Verification /Implementation Review
CLOSE Request for Change
RFCs and ConfigurationM g t
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Software CI
to bechanged
RelatedOperating CI
Configuration Management
Assess Impact & ProposalRelated
Training CI
RelatedHardware CI
Management
Combines Change Request
Initial ChangeRequest
C
M
D
B
Impact and Resource Assessment
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Change management, CAB, CAB / EC & other assessors consider the impact of the
change on
Customers business
Infrastructure & the customers service e.g. SLA, capacity and performance,
reliability and resilience, contingency plans, security
Impact on other services, projects and non-IT infrastructures within the
organisation
Effect of not implementing the change
Current FSC and Projected Service Availability (PSA)
Resources required to implement the change & ongoing resources resulting from
the change
Change Advisory Board (CAB)Change
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ReleaseManager
C A B
ChangeManager (chair)
FinanceManager
Problem
Manager Senior BusinessRepresentation
Office ServicesSuppliers etc.
Application
Manager
Service Level
Manager
CAB/EC is a smaller group / sub-setused for emergency decisions
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BenefitsI d d ti it f t d IT
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Increased productivity of customers and IT
staff Less adverse impact of changes on services Ability to absorb a higher level of error-free
change helps speed to market & quality of
service Better up-front assessment of the cost and
business impact of proposed changes Reduction in the number of disruptive
changes Reduction in the number of failed changes Valuable management information
Best Practice Integrate with Configuration Management and Release
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Integrate with Configuration Management and Release
Management
Go beyond operational environment to encompass projects
Separate the process and the management of the process
Assign ownership of process as independently as possible of the
line hierarchy Plan for urgent changes rather than making urgent changes by
circumventing the normal change procedures
Change Management - Summary Objective
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Only approved changes made, risk and cost assessed, benefit maximized
Applies to all configuration items
Activities
Manage / Filter RFCs; Manage Change Records; Assess impact, risk,
urgency, priority & resources; Approve & schedule changes; Oversee
change building, testing & implementation; Review; Business Support.
CAB and CAB / emergency Committee :
Membership, Advisory role, Urgent changes
Testing of changes and Backout
Change models and standard changes
Links to Configuration and Release Management
Process always ends with a review of the change and closure of the change
record.
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ReleaseManagement
Release Management -Objectives
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j
Holistic view of roll-outs Hardware, software, connections, staffing and skills,documentation, training, logistics etc.
Integrated with Change and Configuration
via combined plan Used for
Large or critical roll-outs Major software roll-outs Distributed software roll-outs e.g. virus update security
patch Bundling or batching related sets of changes.
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Types of Releases
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Full Release (Normal Release)
All components of the release are built, tested,
distributed and implemented together
Delta release (Interim Release) Only those CIs that have actually changed since the last
release are included
Package release (Major Release) Individual releases, both full and delta, are grouped
together to form a package for release.
Release PolicyDefine the Release Unit t pe of release and
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Define the Release Unit, type of release and
release frequency Define and publish the release frequency with anagreed limit for change content (business driven).Specification should be frozen sufficiently inadvance of the release date to allow for sufficienttesting.
Release Numbering ensures each release Isallocated a unique release number
Urgent changes follow the urgent changes
procedure & links to an urgent releasemanagement procedure
Release ManagementActivities
Define the release policies
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Define the release policies
Control the DSL and DHS Plan the content of releases Design and implement distribution & installation
procedures
Manage and oversee the build, release and roll-out of software and related hardware todevelopment, test and live
Provide controlled back-out mechanisms forincomplete or failed releases.
DSL and Software Distribution Maintain the DSL
Quality / virus Checks
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Quality / virus Checks Enough physical storage
space Physical distribution always
from the MASTER in the DSL Provide secure environments.
Where only correct, authorized
and tested versions are installedand copied to duringdistribution.
Use configuration verificationand audit to check theconfigurations
Update the CMDB whensoftware is distributed
Mainframe
PC
PDA
UNIX
Web
CD ROMs
Other Media
D S L
Possible Problems Establishing version and release policies with
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Establishing version and release policies with
outside vendors Attempts to implement software outside ofprocedure
Creating Definite Software Library
Integrating DSL into an automateddistribution environment
Ensuring no circumvention of numberingpolicy
Excessive over-ruling for managementexpedience
Benefits Guaranteed quality of live services
The ability to maintain consistency over many locations
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The ability to maintain consistency over many locations.
Detection and elimination of incorrect versions / unauthorizedcopies of software
Better co-ordination of releases to avoid errors.
Reduced opportunities for unnoticed introduction of viruses or other
malicious software
Software and hardware assets are properly and securely safeguarded
Ability to build and control software used at remote sites from a central
location
Reduced likelihood of illegal copies of software
Baseline and trusted configuration available for fall-back reversions
Release Management Summary Objectives
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Take an holistic view of changes to the infrastructure
Ensure all aspects a release are considered together
Manage rights and obligations
Activities
Control DSL & DHS, define release, build release, manage release,
distribute s/w CIs, software audits
Safeguard software and hardware Configuration Items (CIs)
Ensure only tested, authorised software is in the live environment
DSL and DHS
Reliable versions of all software and associate CIs (source & object)
Logical / Physical storage
Release Management Summary
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Releases Normal Release Unit, Full/package/delta
releases, Numbering, Frequency, Versioncontrol for development testing, live, archive
Urgent releases backouts / testing /documentation
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Summary Slides for
Revision
Service Level Management Summary (1)
We need to understand what we mean by Service Management and by a service
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We need to understand what we mean by Service Management and by a service
Objectives
Improve service quality (customer dependence)
Measurable service levels
Balance between customer demand and IT capabilities
Activities
Manage customer relationships
Create / maintain Service Catalogue
Determine SLRs; Negotiate, prepare & monitor Service Charter, SLAs & OLAs,
Service Reviews
Service Improvement / Quality plans
Minimum requirements for an agreement
Service description, service hours, response times, availability, security &
continuity targets, critical periods .
Availability Management -Summary
Purpose
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p
Plan and manage CI availability to meet Customers business objectives
Scope
hardware, software, environment etc.
Assessing risk
Calculating and monitoring availability
MTBSI, MTTR, MTBF, % availability formulae, thresholds, auto-detection
Aspects
Reliability, Maintainability, Serviceability , Security (CIA)
Resilience redundancy, duplexing, fault tolerance Techniques CFIA, FTA, TOP, SOA
Incident life-cycle occurrence, detection, diagnosis, repair, recovery,restoration.
IT Service Continuity Management -Summary
Disasters will happen and will affect services
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Assets / Threats / Vulnerabilities / Risks / Countermeasures
Part of service planning & design
The IT Service Continuity Plan
Based upon Business Impact Analysis
Assists in fast, controlled recovery
Must be given wide but controlled access
Contents (incl. admin, Infrastructure, People, Return to normal)
Options gradual (cold), intermediate (warm), immediate (hot), reciprocal,
manual work-around, do nothing
Standby options may only be available for limited periods (or not at all!!).
Fixed vs. Portable
Must be tested frequently without unacceptably impacting the live service.
Capacity Management - Summary
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Business CM trend, forecast, model, prototype, size, document futurebusiness requirements.
Service CM Monitor, analyse, tune and report on service performance;
establish baselines and profiles of use (incl. peaks & troughs and
throughput) of services; manage demand for service
Resource CM Monitor, analyse, tune and implement / report on the
utilisation of components; be aware of technologies innovation
Application Sizing and Modeling
Capacity Planning
Defining thresholds and monitoring
Capacity Management is a balancing act
Cost against Capacity : Supply against Demand
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Financial Management - Summary Charging (but not policy)
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g g ( p y) Determine charges in SLAs (cost recovery, cost +,
market rate, etc) Influence customer behavior Charging does not affect costs directly but is an
expensive process General
Sound stewardship Minimise risk in decision making Basis of business estimating, planning , budgeting /
forecasting Often used in targets & measures / metrics
Service Desk - Summary Acts as the central point of contact between the
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Acts as the central point of contact between the
Customer and the IT service (the buffer betweenusers and IT staff)
Handles incidents, problems, and questions Provides an interface for other activities such as
Change, Configuration, Release, Service level, andService Continuity Management
Requires staff with appropriate attributes and skills. Provides business support
Good communication Value of metrics on events / incidents / calls
Problem Management - Summary Problem and Known Error definitions
Obj i
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Objectives
Manage the problem life-cycle (others will implement solutions)
Stabilizing services through :
Removing the root causes of incidents
Preventing occurrence of incidents and problems.
Minimizing the consequences of incidents (the quick fix)
Improving productive use of resources
Activities
Problem Control, Error Control (incl. raising RFCs), Management
information
Reactive to proactive (stop problems occurring / recurring)
Priorities determined by business impact and urgency
Incident Management Summary
Incident : (Expected) disruption to agreed service
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Incident : (Expected) disruption to agreed service
Manage the Incident life-cycle
Restore service ASAP
Priority determined by business impact and urgency
Correct assessment of priorities enables resources tobe deployed in the best interests of the customer.
Escalation and referral
Incident closure Scripts, diagnostic aids, forward schedule of change.
Comprehensive CMDB invaluable
Configuration Management - Summary
Single source and repository for information about the IT
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infrastructure & services more than an asset register (CMDB)
Activities
Planning, Identification, status Accounting, Control, Verification,
Management Information
Role in assessing impact of changes Configuration Item:
Categories, Attributes, Relationships, Status, Unique Id., Version, Owner
Scope and detail (Value of the information and level of
independent change)
Baselines and Variants
Supports all other processes.
Change Management - Summary Objective
Only approved changes made, risk and cost assessed, benefit maximised
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Applies to all configuration items Activities
Manage / Filter RFC; Manage Change Record; Assess impact, risk, urgency,
priority & resources; Approve & schedule changes; Oversee change building,
testing & implementation; Review; Business Support
CAB and CAB/ emergency Committee
Membership, Advisory role, Urgent changes
Testing of changes and Backout
Change models and standard changes
Links to Configuration and Release Management
Process always ends with a review of the change and closure of the Change Record .
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Releases
Release Management -Summary
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Releases Normal Release Unit, Full / package /
delta releases, Numbering, Frequency,Version control for development,
testing, live, archive Urgent releases backouts / testing /documentation
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Thank You