IT Operation to Global Standard

Name: IT Operation to Global Standard
Uploaded: 2017-09-08T00:18:34+00:00
Duration: PTM31S21
Channel: Jaquan Hiley
Description: IT Operation to Global Standard

IT Operation to Global Standard
Satit Prasitwuttivech Consultant Datacraft (Thailand) Ltd.

Agenda International Standard An introduction to ITIL
What drives change and what are the benefits? The Framework Service Delivery Service Support ITIL in Dimension Data

Recognise this? How it was supported How the customer was billed
How the consultant described it How the programmer wrote it How the analyst designed it How the Sales Person understood it How the customer explained it How the project was documented What operations installed What the customer really needed

Management Standards & Frameworks (1)
ITU International Telecommunications Union Telecom specific – wireline and mobile TeleManagementForum A consortium of service providers and vendors Created a process framework and technical architecture These are the ones we’ve being using up to now ITU Been around for years, M.3010 was created in the early 80s, updated in the 90s More scientific approach rather than pragmatic It is from here that FCAPS is extracted M.3100 is generic network information model used by most large equipment vendors – Siemens, Alcatel, Motorola TMF Formed to create a practical, collaborative environment to resolve service provider problems in managing their network Created the TOM and it’s brother, TIM, to describe the framework (FAB), and processes required for integration and automation eTOM – the latest incarnation

Management Standards & Frameworks (2)
ITIL IT Infrastructure Library Focuses on the management of services CobiT Control objectives for information and related Technology Describes best practice for the control if IT resources These two appear to be the dominant process frameworks in the IT arena, we will be using them in the future ITIL Initiated by the CCTA (uk) CCTA is now part of OGC (uk) IT Infrastructure Library Documents and processes that describe service management best practice, focusing on Service support and Service Delivery Certification is available – will probably become a necessity for our business as the border between IT and telecoms begins to blur Doesn’t describe management systems but rather management processes CobiT CobiT – Control objectives for Information and related Technology Considered as a practical toolkit for IT governance Is business oriented Targets IT specifically but can be applied in the telecoms domain Describes best practice for the control of IT resources, specifically: Planning and Organisation Acquisition and Implementation Delivery and Support Monitoring

ISM eTOM COBIT ITU – M.3xxx ITIL - Extends M.3xxx
Sales Invoicing/ Collections Order Handling Problem Customer QOS Management Customer Care Processes Service Planning and Development Discounting Rating and Configuration Quality Service Development and Operations Processes Network Data Provisioning Inventory Maintenance & Restoration Network and Systems Management Processes Information Systems Management Processes Physical Network and Information Technology Network Element Management Processes Customer Interface Management Processes eTOM - Extends M.3xxx - Process & Functional Architecture - Defines processes for providing services COBIT -IT Infrastructure management focus IT Governance Planning Investment Projects Quality Delivery Support ISM ITU – M.3xxx - Physical Focus Defines interfaces & functions M.3400 focuses on functions Recommended architecture for TMN Recommended interfaces Qx CMIP Integrated Services Management Shows the relationship of the models and where they fit There is some overlap between eTOM & M.3xxx And some relationship between ITIL and COBIT How could they be used by service providers? An SP can use COBIT to define their processes for the procurement of networking technology (new economy) and the OSS/BSS components Use ITIL for the management of services, both internal and external (define the services, how they’re to be managed) ITIL - Process Focus - IT Service management - Service level - Equates to COBIT Dxxx processes

Introduction to ITIL

What it is ITIL = IT Infrastructure Library
A comprehensive and consistent set of best practices for IT service management, promoting a quality approach to achieving business effectiveness and efficiency in the use of information systems Commissioned by the British Government’s Central Computing and Telecommunications Agency (CCTA) to drive down IT costs and improve performance and efficiency in the 80’s It is based on the collective experience of commercial and governmental practitioners worldwide A framework of practices (guidelines), independent of organisation size or sector A process-driven approach It is Current (ITIL V3)

What it is not Not a set of rigid rules, policies or a methodology
Not a maturity model Not a religion Not the answer to all business problems or process issues Not just a set of diagrams / processes handed out by Management that people need to follow

What the Framework provides?
A common terminology (internal to Didata and with our Clients) A more reliable and consistent approach to service delivery Consistent global processes Consistent global interfaces, look and feel Clearer expectations and responsibilities Increased productivity and accountability Improved service availability A more professional relationship with our clients / Vendors / Third Parties Increased customer satisfaction and internal confidence Reputation

Who uses ITIL

Where is it going? Currently defined by the British Standard BS15000
Equivalent standards (based on BS15000) have been adopted in SA and AU SANS :2004 IT Service Management Part 1: Specification for Service Management SANS :2004 IT Service Management Part 2: Code of Practice for Service Management AS8018 BS15000 standard is on the ISO standards fast-track Expect publication of ISO some time during 2006

BS15000 Model Automation Service Design and Management Processes
Control Processes Configuration Mgmt Change Mgmt Automation Service Design and Management Processes Release Processes Supplier Processes Resolution Processes Incident Mgmt Problem Mgmt Business Relationship Mgmt Supplier Mgmt Release Mgmt Security Mgmt Service Level Mgmt Capacity Mgmt Availability & Service Continuity Mgmt Financial Mgmt Service Reporting

Service Delivery Service Support Agenda An introduction to ITIL

Why do we need to change? Current resource levels failing to meet business demands and too expensive Current service perceived as poor or simply “Ok” by Clients (slow, inconsistent, unstable) The need to reduce operational costs, increase accountability and benchmark ourselves (often raised by Auditors) Major Incidents may highlight revenue impacting deficiencies in current service offerings A natural progression of a maturing organisation Support of strategic Business objectives and initiatives Support of business integration, restructure, consolidation

Financial benefits Improved usage of expensive skilled resources
Cost reduction easier to identify Identify and remove the causes of service failure Cost of unsuccessful changes reduced Services are not over-engineered – designed to meet quality targets Better management of capacity Appropriate service continuity expenditure Better cost justification of IT Infrastructure and services

Operational benefits Transition from reactive to proactive
Client requests resolved more quickly Reduction in the number of incidents Intellectual capital captured, maintained and shared Reduced dependency on key individuals Major incidents handled more efficiently Improved management of agreed service levels and workloads Infrastructure risks and dependencies easier to identify Reduced unavailability of Vital Business Functions Reduction in the number of failed or unauthorised changes

Innovation benefits Areas for improvement identified more quickly
Greater business flexibility through improved IT understanding of business drivers Greater flexibility and adaptability in service provision Faster response to market developments Provides a framework for competitive benchmarking Reduces costs associated with “reinventing the wheel”

Employee benefits Roles and responsibilities are clearly defined and staff know what is expected of them Improved Teamwork and Communication Increased productivity and greater focus on business priorities Increased motivation and job satisfaction Less “Panic mode” / fire-fighting Better resourcing Better management expectations Improved overall reputation of IT

Positioning: The Service Profit Chain

Comments from Gartner IS organizations are being asked to make the most of what they have and still deliver cost management improvements. To meet these demands, many have turned to refinements and efficiency improvements through benchmarking, best practices, processes and standards analysis. The IT Infrastructure Library (ITIL) has been at the forefront of best-practice and process methodology. (Gartner, 2004) Prediction: Twenty percent of large IT organizations will rely on IT process improvement to lower operational costs by 10 percent by year-end 2005 (0.9 probability), rising to 40 percent of large IT organizations by year-end 2007 (0.7 probability). (Gartner, 2004, G ) Adoption of process- and service-based IT delivery capabilities will not only enable IT to better respond to regulatory compliance issues, lower costs and improve operational effectiveness; these capabilities will also build competencies that can position IT to assume greater responsibility for business processes. (Gartner, 2004, G )

ITIL Jigsaw diagram Planning to Implement Service Management
The Business The Technology Planning to Implement Service Management The Business Perspective Service Management ICT Infrastructure Management Service Support Service Delivery Security Management Applications Management

The Service Delivery model
Service Delivery - Providing quality, cost-effective IT services

Service Level Management
To manage the process of negotiating, defining and managing the level of IT services for the cost effective delivery of services that support the business goals of the organisation Objectives Catalogued services Services quantified with agreement from DD and Client Internal and external metrics / targets are set and agreed Service Measurement Service improvement Under-writes all other disciplines

Financial Management Objectives
Accounting for the costs of providing IT service and recovering these costs from Clients in an equitable manner Objectives Account for all costs Facilitate accurate budgeting Provide financial information to enable better business decision making Build a framework for cost recovery / charging A basis for balancing cost, capacity and service requirements Includes Budgeting, Accounting and Charging

Capacity Management Objectives Business Capacity Management
Optimising the use of IT resources while meeting agreed service levels Objectives Manage performance and throughput of IT services and supporting infrastructure Tuning of resources for optimal performance Understand and influence current and future demands Forecast and plan requirements for service delivery Business Capacity Management Current and future requirements Service Capacity Management Delivery of existing services Resource Capacity Management Technology that underpins services

Availability Management
To ensure the delivery of IT services where, when and to whom they are required, by planning and building reliable and maintainable infrastructure and services Objectives Ensure service availability where and when required and according to SLA Ensure service availability is cost effective Improve performance due to added resilience and redundancy Focuses on Availability, Reliability, Maintainability, Serviceability, Security Key activities Availability plan Defining targets and measurables Monitoring Reviewing Investigating

Availability Management process
Input Activities Output Availability Management Availability and recovery design criteria Business availability requirements IT Infrastructure resilience and risk assessment Business Impact assessments Availability, reliability and maintainability requirements Agreed targets for availability, reliability and maintainability Reports of availability, reliability and maintainability achieved Incident and Problem data Configuration and monitoring data Availability monitoring Service Level Achievements Availability improvement plans

IT Service Continuity Management
Managing the ability to continue providing a pre-determined and agreed level of IT Service following an interruption to the business ITSCM forms part of the organisational Business Continuity Management (BCM) Objectives Reduce vulnerability of the organisation by maintaining or preserving IT services Reduce or avoid identified risks Plan for the recovery of key IT services that support vital business functions Transfer risk to third parties where appropriate Reduce the impact of potential disasters Prevent the loss of investor confidence Strong focus on awareness, training, testing, change management, review and audit

The Service Support model
Service Support - Providing stability and flexibility for IT service provision

The Service Desk Service Desk is a function Objectives Comprises
To restore normal service operation as quickly as possible and minimise adverse impact on the business, thus ensuring best possible levels of service quality Service Desk is a function Objectives Act as the communications interface between Dimension Data and the Client for the duration of the incident (Single point of contact) Manage the accurate capturing of incident data Coordinate activities to restore normal service Support the Incident and Problem Management processes Provide management information on the performance and quality of IT services Provide operational support to the business (client) Comprises Contact Center component Helpdesk (Remote support function)

Positioning the Service Desk
Security Incidents Technology 1 Incidents Technology 3 Incidents Network and Systems Incidents Technology 2 Incidents Service Desk Management Information And Monitoring Security Support Network Support Technology 1 Support Technology 2 Support Technology 3 Support Sales, Purchase, Contract and Account Management Support

Incident Management Objectives
Restoring normal service operation as quickly as possible and minimising the adverse impact on business operations Objectives Prevent service level breaches through timely resolution of incidents Assist Problem Management in identifying trends in incidents Ensure all incidents are correctly detected and recorded Incident = any event which is not part of the standard operation of a service and which causes, or may cause, an interruption to, or a reduction in, the quality of that service. Service is restored by the fastest means available. This may be a temporary fix, e.g. swap the device Usually SLA driven (e.g. service restoration metric) Make use of Known-Error database and other Vendor data sources to determine resolution

Problem Management To minimise the adverse impact of incidents and problems on the business caused by errors in the IT infrastructure and to prevent the recurrence of incidents related to these errors Objectives Reduce the overall number of IT incidents Minimise the impact of incidents and problems on the organisation Ensure that the correct level and number of resources are focused on problems Manage information that will allow for better future resolution of incidents Progress Problems to Known-Errors Focus on determining and resolving the underlying cause of problems Reactive and proactive components Service Desk Incident Mgmt Incident Incident Control Problem Problem Management Problem Control Known Error Error Control Change Management Change Change Control

Configuration Management
To identify, control and audit the information required to manage IT services by defining and maintaining a database of controlled items, their status, lifecycles and relationships, and any other information required for cost effective IT Service management Configuration Management Database (CMDB) is a virtual relational database 4 Stages of Configuration Management Plan Identify Control Status accounting Verify Asset Management focuses on asset lifecycle management, whereas Configuration Management on its role in IT service provision rather than it’s cost CMDB Incident Implement Change Problem Close

Change Management Objectives A defined process for requesting changes
Controlling changes to the infrastructure or any aspect of services, with minimum disruption, through a formal, centralised process of approval, scheduling and control to ensure continued alignment to business requirements Objectives Manage the lifecycle of changes Minimise the disruption caused by changes Ensure that no unauthorised changes are implemented Ensure changes are properly researched, planned and scheduled and that they are properly built and tested A defined process for requesting changes Process applies to hardware, software, documentation, processes, procedures Approval includes Business, Technical and Financial components A single change calendar (forward schedule of changes) is maintained across the organisation to minimise conflicting changes

Release Management Key activities
Planning and overseeing the successful rollout of hardware and software, both from a technical and non-technical aspect Key activities Release policy, planning, design, build management and testing Communication with Change Management and the Client Audits of Configuration Items before and after the release Storing and restricting access to controlled software Installation of new / updated hardware Release, distribution and installation of software Defined release types, e.g. Packaged, Delta, Full

Release Management Activities
Development Environment Controlled Test Environment Live Environment Release Management Release Policy Release Planning Design & Develop Or order & Purchase software Build & Configure The release Fit for Purpose testing Release Accept- ance Roll-out planning Communi- cate, Prep. & training Distribute & Install Configuration Management Database (CMDB) & Software Library

Summary of the ITIL Framework
Are customers happy with the service. Do we understand their business needs What new applications & project are being introduced (ASL) Proactive automated radio events to engineer - e.g service offline, low space, poor performance Users Customers Single point of contact control & communication for customers I we meeting agreed service targets with customers. Are engineers turning up on time Customer Supplier Relationship Application Management Network & Operations Management What services & related infrastructure components are critical to the business. How quickly can we restore key services in the event of a disaster Service Desk What resources, how many & where are they located. How are they configured, what are the dependencies Service Level Management What has been our performance & workloads How many service requests & complaints have we solved this month Asset/Configuration Management Business Continuity Financial Management Service Reporting Incident Management What investment have we in machines, are we getting value for money Problem Management Change/Task Management Performance & Capacity Have the new services & resources been successfully implemented Availability Management Release Management What are the root causes of problems. What areas for improvement have been identified Service Support Service Delivery Have we enough machines & resources to deliver required business services What changes & upgrades are planned for next month & where, What resources are required Security What business services have been unavailable & what has been the impact. How may break-in attempts have been recorded & viruses removed

Focused on Client interfacing processes initially
Service Desk Incident Management (Event Management) GSOA Change Management aligned to ITIL Defined the structure of the GSC in terms of functions Other defined processes include Escalations Management Inter-Regional Service Provision A number of other processes are in progress Process documentation and training material is being completed

GSC Structure

ITIL is not a methodology or a project, - it is a way of life
ITIL is not complicated – it is common sense written down

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