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ITIL® VERSION 3 FOUNDATION New Horizons CLC of South Florida Glen Victor ITIL, MCITP (SA), MCTS, MCDBA, MCSE, MCSA, CCISP.

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Presentation on theme: "ITIL® VERSION 3 FOUNDATION New Horizons CLC of South Florida Glen Victor ITIL, MCITP (SA), MCTS, MCDBA, MCSE, MCSA, CCISP."— Presentation transcript:

1 ITIL® VERSION 3 FOUNDATION New Horizons CLC of South Florida Glen Victor ITIL, MCITP (SA), MCTS, MCDBA, MCSE, MCSA, CCISP

2 Module 1: Review of ITSM & ITIL Course Agenda Course Design Introductions Review of ITIL ITIL Review ITIL V2 Books Review Why ITIL for Service Management Complementary Guidance Qualification Scheme Exin Accredited More Complementary Material

3 Course Agenda Introductions Review of IT Service Management (ITSM) and IT Infrastructure Library (ITIL) ITIL v3, a look at the Lifecycle Service Lifecycle Approach Service Strategy Service Design Service Transition Service Operations Continual Service Improvement

4 Introductions Where do you work? What is your Title and Key Responsibilities? What is your IT experience? What is your Service Management experience? What expectations do you have for this class?

5 Course Design Coverage of Service Lifecycle strategy within ITIL v3 Lecture Simulation Case Study Practice Exams Foundations Certification Exam (Optional)

6 Review of ITIL Conceived in Mid 1980’s Centralized  distributed computing Geographically distributed resources Led to inconsistent process delivery & support OGC: UK Office of Government Commerce CCTA (Central Computer and Telecommunications Agency) Evolution V1: 30 Titles V2: 7  9 Titles SM broke into Service Support & Service Delivery V3: 5 titles Standard for Service Management Best Practice across many industries itSMF (IT Service Management Forum)

7 ITIL v2 Books Review 2001: v22007: v3 SAM & Security Mgt Added LaterMostly used for Service Desks

8 Why ITIL for Service Management? Best Practices Non-Proprietary/Non-Prescriptive Guidance, not regulations Innovative Good Practices Lead to Best Practices Best Practices Lead to Good Practices Examples: Just In Time Delivery Automatic Updates Blogging/SEO/SEM Software Web Design UN Best Practices Can you name any?

9 Complementary Guidance COBIT ISO/IEC ISO/IEC ISO/IEC 19770:2006 Management of Risk MOF Project Management CMMI 6 Sigma Other ITSM Publications ITIL Live Commonly known frameworks and standards that have synergy with ITIL:

10 Microsoft Operations Framework SimilaritiesDifferences Process, People & Technology (PPT) MOFITIL Strategy, Tactics & Operations (STO) Plan, Deliver & OperateSS, SD, ST, SO, Continual Improvement Separations of Duties (SuD) Customer ServiceSR/s & Req for Change Deming’s Plan-Do- Check-Act (PDCA) Structured OrganizationBest Practices Can be used in Full or Part MicrosoftVendor neutral PriceFreeCost

11 Six Sigma Developed by Bill Smith at Motorola in 1986 Manufacturing  Business Processes Measure, Analyze, Control & Improve Voice of the Customer (VoC) Customer Surveys Methodology to Identify, Reduce & Eliminate process variance or poor performance

12 Qualification Scheme Hrs of Classroom Instruction Exam: 60 Min; 40 questions Passing Score: 65% Multiple Choice Processes & RolesLifecycle

13 Foundations Certificate Target Group Individuals who require a basic understanding of the ITIL framework and how it may be used to enhance the quality of IT service management within an organization. IT professionals who are working within an organization that has adopted and adapted ITIL who need to be informed about and thereafter contribute to an ongoing service improvement program.

14 This Course is EXIN accredited: Independent exams in IT, based on standards and best practices Worldwide recognition, in over 125 countries 40 years of experience, involving experts High quality, web-based technology Partner with The APM Group Limited (APMG) who won the rights to administer the ITIL accreditation, certification and examination needs for the OGC International certification for IT Standards ITIL® ISO/IEC 20000:SQM MOF ASL BiSL Tmap®

15 More Complementary Material Pocket Guides itSMF (updated May 2009) Foundation Handbook Standards Alignment with ISO Knowledge and Skills information on the experience and knowledge needed to exploit (and gained through) ITIL Case Studies Scalability How to scale service management implementation for specific organizations, such as very small or very large businesses update service: a web-based service providing regular updates Quick Wins Details of potential quick wins and benefits that can be obtained from the adoption of ITIL practices Qualifications A set of qualifications based around the core publications and their use within the industry Templates Study Aids Additional guides that can be used by students studying ITIL, particularly on accredited training courses Specialty Topics Specific areas of interest, such as outsourcing

16 Benefits of ITIL Alignment with business needs. ITIL becomes an asset to the business when IT can proactively recommend solutions as a response to one or more business needs. The IT Strategy Group recommended in Service Strategy and the implementation of Service Portfolio Management gives IT the opportunity to understand the business’ current and future needs and develop service offerings that can address them. Negotiated achievable service levels. Business and IT become true partners when they can agree upon realistic service levels that deliver the necessary value at an acceptable cost. Predictable, consistent processes. Customer expectations can beset and are easier to meet with through the use of predictable processes that are consistently used. As well, good practice processes are foundational and can assist in laying the groundwork to meet regulatory compliance requirements. Efficiency in service delivery. Well-defined processes with clearly documented accountability for each activity as recommended through the use of a RACI matrix can significantly increase the efficiency of processes. In conjunction with the evaluation of efficiency metrics that indicate the time required to perform each activity, service delivery tasks can be optimized. Measurable, improvable services and processes. The adage that you can’t manage what you cannot measure rings true here. Consistent, repeatable processes can be measured and therefore can be better tuned for accurate delivery and overall effectiveness. For example, presume that a critical success factor for incident management is to reduce the time to restore service. When predictable, consistent processes are used key performance indicators such as Mean Time To Restore Service can be captured to determine whether this KPI is trending in a positive or negative direction so that the appropriate adjustments can be made. Additionally, under ITIL guidelines, services are designed to be measurable. With the proper metrics and monitoring in place, IT organizations can monitor SLAs and make improvements as necessary. A common language – terms are defined.

17 Module 2: Lifecycle Overview of ITIL Key Concepts Five Core Books Lifecycle: Terms of Interest Capabilities and Resources Value Creation Lifecycle: Five Phases Benefits of ITIL to the IT Provider Benefits of ITIL to the Customer RACI and Organizational Structure Governance Continual Service Improvement Process Model The 4 P’s of Design Review Questions

18 Overview of ITIL Key Concepts ITIL (IT Infrastructure Library) provides a framework of Best Practice guidance for IT Service Management and since its creation, ITIL has grown to become the most widely accepted approach to IT Service Management in the world. A Framework for IT governance

19 5 Core Books Service Management Lifecycle Phases Service Strategy Understanding who the IT customers are The service offerings that are required to meet the customers’ needs The IT capabilities and resource that are required to develop these offerings The requirements for executing successfully Cost of delivery is consistent with the value delivered. Service Design Assures new and change services are designed effectively Technology and architecture Processes required to manage services Service management systems and tools Monitor and support Measuring service levels Service Transition The design is built, tested and moved into production Manage changes Control assets and configuration items Service validation and testing Transition planning (Release  Production) Users Support personnel Production environment Service Operation Delivers the service Overall day-to-day health Manage disruptions Rapid restoration Determine the root cause Detect trends Handle daily routine end user requests Manage service access Continual Service Improvement Measure and improve efficiency & effectiveness Service levels Technology Processes

20 Lifecycle Terms of Interest Service Management Service Service Owner Process Process Owner Function Capability Resource Service Asset

21 Continual Service Improvement

22 Business Service Examples Telecommunications Telephone Pager Voice mail Intranet paging Resource Scheduling Conference rooms Equipment Training rooms Finance/Accounting General ledger Accounting functions Decision support Reporting Budgeting Revenue Travel Meeting Requests Expense Reports Procurement/Supply Chain Management Requisitioning Purchase orders Warehouse Inventory control Reporting Dispensing? Human Resources Payroll Job Postings Benefits Professional Development/Education Time & Attendance Staff Scheduling Performance Management System Access (Security) Grant, Request, biometric IT Training Desktop System Service Desk Shrink wrapped Incidents & Service Requests Remote Access VPN Remote Desktop Tokens End User Tech Install Hw/Sw Move Hw Change Sw Network Access (Physical) Mobile devices Disposal Lifecycle

23 Technology Service Examples Network Data transport – Network equipment: switches/routers Data transport – Network equipment Network monitoring Network management Secure access to external and internal resources Secure access to and from Internet Data transport - wired network installation Data transport - wired network maintenance Data transport - wired network decommissioning Data transport - wireless network installation Data transport - wireless network maintenance Data transport - wireless network decommissioning Cable Head In - Maintenance and Repair Cable Head In – Administration Cable Relocates (Physical) Cable TV Fiber Setup/Teardown Database Database installation Database tuning Database backup/restore Database account management Database schema changes Database consulting Database management Database monitoring Research Server Account management Server management Server monitoring SAN Enterprise Storage Area management SAN Enterprise Storage Area configuration Internet Security and Connection service Active Directory management Server provisioning Infrastructure application maintenance Applications Development Application Development (Design, Development, Documentation) Incident management Consulting (Internal Software Evaluations) Implementation coordination Money Transfers Report Development (Crystal Reports, batch, etc.) Web Development and Administration GIS Development and Administration Web Content Management Research Application Monitoring Application Management (maintenance, patch management) Training (early life support) Access Database Development Testing Requirements Gathering Forms Development

24 Roles Service Strategy 1.1 IT Steering Group (ISG) 1.2 Financial Manager 1.3 Service Portfolio Manager Service Design 2.1 Service Catalogue Manager 2.2 Service Level Manager 2.3 Service Owner 2.4 Service Design Manager 2.5 Applications Analyst/ Architect 2.6 Technical Analyst/ Architect 2.7 Risk Manager 2.8 Capacity Manager 2.9 Availability Manager 2.10 IT Service Continuity Manager 2.11 IT Security Manager 2.12 Compliance Manager 2.13 IT Architect 2.14 Supplier Manager Service Transition 3.1 Change Manager 3.2 Change Advisory Board (CAB) 3.3 Change Owner 3.4 Emergency Change Advisory Board (ECAB) 3.5 Project Manager 3.6 Application Developer 3.7 Release Manager 3.8 Configuration Manager 3.9 Knowledge Manager 3.10 Test Manager Service Operation 4.1 1st Level Support 4.2 2nd Level Support 4.3 3rd Level Support 4.4 Major Incident Team 4.5 Incident Manager 4.6 Problem Manager 4.7 Service Request Fulfillment Group 4.8 Access Manager 4.9 IT Operations Manager 4.10 IT Operator 4.11 IT Facilities Manager Continual Service Improvement 5.1 CSI Manager 5.2 Process Manager 5.3 Process Owner Outside the IT organization 6.1 User 6.2 Customer

25 Lifecycle: Terms of Interest Service Management : a set of specialized organizational capabilities for providing value to customers in the form of services Processes, methods, functions & roles, activities for service provider to use Services : Is a means of delivering value to customers by facilitating outcomes customers want to achieve without the ownership of specific costs and risks SQL, IM, Desktop, HelpDesk, Service Owner : Person responsible to the customer for initiation, transition and ongoing maintenance and support of a particular service Key Task Process: set of coordinated activities combining and implementing resources and capabilities in order to produce an outcome, which creates value for an external customer or stakeholder

26 Continual Service Improvement

27 Capabilities & Resources CapabilitiesResources ManagementFinancial Capital OrganizationInfrastructure ProcessesApplications KnowledgeInformation People

28 Value Creation

29 Lifecycle: 5 Phases Strategy Working with the business to plan appropriately for both Long and Short term service needs Design Planning and architecting services that fall within the business’s strategy Transition Moving planned business initiatives to live status Retiring old services no longer of value to the business Improving services to keep the business at or above required competitive levels Operation Manage the services currently utilized by the business Continual Service Improvement Implemented as part of every process

30 Benefits of ITIL to the IT Provider Service Management Best Practices Lifecycle Approach Better management of services Better Integration among Business services IT Services IT Functions Focus on Value of Service

31 “ Benefits of ITIL Whitepaper From a business perspective, the adoption of ITIL practices by IT service providers – whether in- house providers or external suppliers – ensures many benefits, including: IT services which align better with business priorities and objectives, meaning that the business achieves more in terms of its strategic objectives Known and manageable IT costs, ensuring the business better plans its finances Increased business productivity, efficiency and effectiveness, because IT services are more reliable and work better for the business users Financial savings from improved resource management and reduced rework More effective change management, enabling the business to keep pace with change and drive business change to its advantage Improved user and customer satisfaction with IT Improved end-customer perception and brand image. Real organizations have benefited from ITIL practices in a number of ways – for example: A nationwide retail organization made savings in excess of £600,000 per annum by adopting service strategy practices for its financial management. An organization identified that most of the cost of delivering IT support came from resolving customer issues. By adopting ITIL approaches to knowledge-based information and self-help, it was able to reduce costs of support by over 75% while at the same time increasing user satisfaction with the service, and improving user productivity. A medium-sized IT service organization invested e2.6m in a two-year program to improve its IT service management. It recouped the investment within the first year, and achieved annual savings of e3.5m mainly through rationalizing unused and under-used resources (people, software licenses, IT hardware etc). It also reduced IT incident resolution times and improved customer satisfaction by over 11%. A large multinational company made annual savings of £5m by introducing ITIL service design practices to its IT supplier management From whitepaper: “Executive Briefing: The Benefits of ITIL” by Maggie Kneller, Independent Consultant

32 Benefits of ITIL to the Customer Focus on Business Needs Services Aligned to Business Activity Services Designed to Meet Business Requirements

33 RACI and Organizational Structure RACI Model Responsible What needs to be done and by whom Accountable Who are the owners of the results Consult Who has ability to assist, guide? Inform Who needs/desires to know

34 Typical Steps in RACI Process Identify all Processes Identify all Roles Fill in chart, identifying RACI for each Process

35 RACI Example

36 Governance Enterprise Governance Business Governance Ie Performance Value Creation Resource Utilization Corporate Governance Ie. Conformance Accountability Assurance

37 IT Governance IT Governance is the responsibility of the Board of Directors and Executive Management

38 IT Governance

39

40 Process Model Measureable Deliver specific Results Customers/Stakeholders expectations must be met Respond to event or trigger

41 Process Model

42 The 4 P’s of Design People, Process, Products, Partners People Processes Partners/ Suppliers Products/ Tech

43 Process by Lifecycle

44 Process by Lifecycle (SS)

45 Process by Lifecycle (SD)

46 Process by Lifecycle (ST)

47 Process by Lifecycle (SO)

48 Process by Lifecycle (CSI)

49 Service Lifecycle Stages

50 Sample Questions

51 Module 3: Service Strategy Service Strategy Service Strategy Key Concepts Strategy Key Activities Strategy Terms of Interest Utility and Warranty = Value Service Provider Types Service Strategy Processes Financial Management Service Value Service Justification: Business Case Service Portfolio Management Demand Management Demand and Capacity Review Questions

52 Service Strategy ITSM Starting Point Explore Business Needs, Plans Align IT Strategies to Business Strategies Focus on Services as “Value” to business Source Appropriately How do you become “not optional”? – William D Green, CEO Accenture

53 Service Strategy Key Concepts Business Service Management Who, What, When Where & How Who are the Stakeholders/Customers What are the Services, Infrastructure, ROI/VOI When will they be delivered Where will they be delivered (Marketspace) How to implement, operate, feedback to improve

54 Strategy Key Activities Define the Market Competition and Marketspace Develop the Offerings Service Value (Assets, Networks, Creation & Capture) Develop Strategic Assets Technical, Business, Informal/Formal ITIL Prepare for Execution Securing Financial Management Integrate into Service Portfolio Management

55 Strategy Terms of Interest Warranty Usability of a service Is it user-friendly? “Fit for Use” Utility Functionality of a service It does what it was designed to do “Fit for Purpose” Open-loop Systems Perform activity regardless of environment conditions, ie Backup scheduled Closed-loop Systems Monitor environment and respond to changes, ie load balancing Trigger Event that launches a process, ie a call to the Service Desk begins Incident Management Activities Used for Closed-Loop Systems

56 Open-Looped vs. Closed-Looped Difference: Capacity Management via over/under provisioning vs. Load Balancer detecting congestion/failure and redirecting traffic

57 Warranty & Utility = Service Value

58 Service Models

59 Service Provider Types Type I Internal Type II Shared Services (Internal) Type III External Provider

60 Service Provider Decision Matrix From/ToType IType IIType III Type IFunctional Reorganization DisaggregationOutsourcing Type IIAggregationCorporate Reorganization Outsourcing Type IIIInsourcing Value Net Reconfiguration

61 Choosing Provider Type Does the activity require assets that are highly specialized? Will those assets be idle or obsolete if that activity is no longer performed? (If yes, then disaggregate.) How frequently is the activity performed within a period or business cycle? Is it infrequent or sporadic? (If yes then disaggregate.) How complex is the activity? Is it simple and routine? Is it stable over time with few changes? (If yes, then disaggregate.) Is it hard to define good performance? (If yes, then aggregate.) Is it hard to measure good performance? (If yes, then aggregate.) Is it tightly coupled with other activities or assets in the business? Would separating it increase complexity and cause problems of coordination? (If yes, then aggregate.)

62 Service Strategy Processes Financial Management Service Portfolio Management Demand Management

63 Financial Management Service Valuation ROI (and VOI) Funding (Budgeting) Accounting Chargeback

64 Elements of Financial Management Service Valuation Demand Modeling Service Portfolio Management Service Provisioning Optimization Planning Confidence Service Investment Analysis Accounting Compliance

65 Business case structure Introduction Presents the business objectives addressed by the service Methods and assumptions Defines the boundaries of the business case, such as time period, whose costs and whose benefits Business impacts The financial and non-financial business case results Risks and contingencies The probability that alternative results will emerge Recommendations Specific actions recommended.

66 Service Portfolio Management The Provider’s collection of Services available to the Customer Services defined in terms of business value Repository detailing information about the services throughout the lifecycle Means for comparing service competitiveness Why should a customer buy from this provider? What is a fair rate for the service? What are the strengths, weaknesses, priorities, risks?

67 Service Portfolio Management Methods

68 Service Portfolio 1

69 Service Portfolio 2

70 Demand Management

71 Demand and Capacity User Profiles User ProfileApplicable Patterns of Business Activity (PBA)PBA Code Senior executive (UP1) Moderate travel-domestic and overseas; highly sensitive information; zero latency on service requests; high need for technical assistance; need to be highly available to the business 45F 45A 35D Highly mobile executive (UP2) Extensive travel-domestic and overseas; sensitive information; low latency on service requests; moderate need for technical assistance; high customer contact; need to be highly available to customers 45A 35D 22A Office-based staff (UP3) Office-based administrative staff; low travel-domestic; medium latency on service requests; low need for technical assistance; full-featured desktop needs; moderate customer contact; high volume of paperwork; need to be highly productive during work hours 22A 14B 3A Payment processing system (UP4) Business system; high volume; transaction-based; high security needs; low latency on service requests; low seasonal variation; mailing of documents by postal service; automatic customer notification; under regulatory compliance; need for low unit costs; need to be highly secure and transparent (audit control) 12F Customer assistance process (UP5) Business process; moderate volume; transaction-based; moderate security needs; very low latency on service requests; medium seasonal variation; mailing of replacement parts by express; automatic customer notification; need to be highly responsive to customers 24G 10G

72 Module 4: Service Design Service Design Service Design Key Concepts Service Design Terms of Interest Business Change Process Design Management 5 Aspects of Service Design 4 P’s Design Constraints Service Design Processes Service Catalog Management Service level Management Availability Management Capacity Management IT Service Continuity Management Information Security Management Supplier Management

73 Service Design Design of Services to meet Business Needs Design of Processes to maximize Service Management Design of Measurements and Metrics to assist in Service Management and Improvement

74 Service Design Quote The common mistake that people make when trying to design something completely foolproof is to underestimate the ingenuity of complete fools --Douglas Adams

75 Service Design Key Concepts The Main purpose of Service Design stage is the design of new or changed services for introduction into the live environment.

76 Service Design Terms of Interest Service Provider Service Level Agreement Operational Level Agreement Contract Service Design Package Availability Supplier

77 Operational Level Agreement Support Service Description Scope of Agreement Service Hours Service Targets Contact Points & Escalation Service Desk & Incident Response Times & Responsibilities Problem response times and Responsibilities Change Management Release Management Configuration Management Information Security Management Availability Management Service Continuity Management Capacity Management Service Level Management Supplier Management

78 Business Change Process

79 Role of Project Team

80 Design Management

81 5 Aspects of Service Design Design of Service Solutions Design of Service Management Systems & Tools Especially the Service Portfolio Design of Technology Architectures and Management Systems Design of Processes Design of Measurement methods and Metrics of the Service

82 Design of Service Solution Focus on Business Needs Designed to meet Functional Requirements Development of Resources and Capabilities

83 Design of Service Portfolio

84 Service Portfolio Content Service Name Service Description Service Status Classification & Criticality Applications used Data used Business processes supported Business owners Business Users IT owners SLR references Supporting Services Supporting Resources OLAs, Contract & agreements Costs Metrics

85 Services Calendaring Conference Room Printing & Scanning Security (via CCTV) Fire Physical Access Iprotect Logical Encryption Access Telecommunication Phone Landlines Mobile Fax File Storage & Maintenance Desktop Maintenance Supporting Apps Data Protection BU DR Clustering Bus Continuity Content Mgt/Collaboration Db Tuning Hosting Admin App Support / Admin Policy & Guidelines Risk Assessment Governance Compliance Records Management

86 Design of Technology Architectures and Management Systems

87 Architectural Relationships

88 Design of Process

89 Design of Measurement Methods and Metrics of Service

90 Design Constraints

91 Service Design Processes Service Catalog Management Availability Management Capacity Management IT Continuity Management Service Level Management

92 Service Catalog Management Dependent on Service Portfolio Details of all LIVE and APPROVED-FOR-LIVE services 2 versions Business Service Catalog Technical Service Catalog

93 Service Design The Big Picture

94 Service Catalog

95 Service Level Management Design SLA framework Gather, Document SLR’s Monitor Performance against SLA’s Produce appropriate reports Conduct Reviews (could lead to SIP) Manage contacts and relationships “Agree, Monitor, Report, Review”

96 Scope of SLM Service Level Agreements Service Level Requirements Availability Targets Operational Level Agreements Contracts Reporting and Reviewing Service Improvement

97 SLA Structures Service-based SLA Covers 1 service and all customers Common service levels for all customers Customer-based SLA Covers 1 customer group and all services Customer prefers this Only 1 signature Multi-level SLA Corporate All customers and all services Customer All SLM issues to 1 customer Service All SLM issues for 1 service to 1 customer

98 Availability Management Produce Availability Plan Provide Guidelines on Availability Issues Ensure Availability Targets Assist on Availability Incidents and Problems Assess Change Plans Proactive Improvements of Availability

99 Availability Management Responsibilities

100 Availability Management Key Components Service Availability Component Availability Reliability Maintainability

101 Availability Management Process Monitor using events, alarms, escalation and scripts for recovery Availability MTBF: Mean Time between Failure Uptime Reliability MTBSI: Mean Time between Service Incident Average Reliability Maintainability MTTR: Mean Time between Repair/Replace/Recovery/Resolve MTRS: Mean Time between Restore Service Downtime

102 Availability Management Calculations

103 Availability Management Calculation Example A situation where a 24x7 service has been running for a period of 5,020 hours with only 2 breaks 1x 6 hours 1x 14 hours Availability = (5,020-(6+14))/5,020 x 100 = 99.6% Reliability (MTBSI)= 5,020/2 = 2,510 Hours Reliability (MTBF) = 5,020 – (6+14) / 2 = 2,500 Hours Maintainability (MTRS) (6+14) /2 = 10 Hours

104 Vital Business Functions High Availability Masks effects of failure Fault Tolerance: Service, component or CI to operate correctly after failure of component part Continuous Operations Eliminate planned downtime CIs may be down, but not service Continuous availability No planned downtime

105 Measurements Impact by user minutes lost Duration of downtime x no. of users impacted Impact by business transaction No. of transactions that could NOT be processed during downtime

106 Availability Activities & Methods Identify Vital Business Functions Component Failure Impact Analysis Modeling SPOF Fault Tree Analysis Management_of_Risk Testing & Maintenance Produce Projected Service Outage Document Unavailability Analysis Plan & Design for new/changed services Redundancy High Availability Monitor, Measure, Analyze, Report, Review on Component Availability Expanded Incident Lifecycle Service Failure Analysis (SFA)

107 Capacity Management Business Capacity Management Service Capacity Management Component Capacity Management Capacity Management Information System Capacity Plan

108 Capacity Management Responsibilities Capacity Plan Guidance and Assistance on Capacity-related issues Ensure Capacity Targets Ensure Proactive Improvements

109 Capacity Management Provides information on current and planned resource utilization of individual components to enable organization to decide, with confidence: Which components to upgrade More memory, faster storage/processors, more bandwidth When to upgrade Not too early (over capacity) Not too late (bottlenecks) How much upgrade will cost

110 Capacity Management IS

111 Continuity Management Service Continuity Plans Business Impact Analysis Guidance on Continuity and Recovery Ensure Continuity and Recovery Measures in Place Assess Impact of Change on Continuity Plans Ensure Proactive Measures Negotiate with Suppliers for Continuity Needs

112 ITSCM Lifecycle

113 Initiation Policy Setting Terms of Reference and Scope Allocate Resources Define Project organization and control structure Agree Project and quality plans

114 Risk Profile Example

115 Information Security Management IT Information Security Policy (ISP) Ensure Security Requirements Document & Implement Security Controls Manage Supplier Access to Systems Manage Security Breaches and Security-related incidents Proactive Improvements of Security Integrate Security Aspects within other ITSM processes

116 5 Elements of Security Framework

117 Information Security Key Concepts Passwords (Access Management) Virus Control Encryption Remote Access Information Security Management System

118 Supplier Management Supplier Policy Obtain Value from Suppliers Ensure Supplier Contracts are Business-aligned Manage Supplier Relationships and Performance Negotiate Supplier Contracts and Manage them through their Lifecycle Supplier and Contract Database

119 Supplier Management Components

120 Supplier Management Partner Relationships Strategic alignment Integration Information Flow Mutual Trust Shared Risk/Reward Openness Collective Responsibility

121 Supplier Management Partner Relationship Example

122 Supplier Categorization Strategic Partnering relationships Senior Management Tactical Commercial Activities Middle Management Operational ISP, CoLo Junior Level Commodity Paper, Printer consumables

123 The Supplier and Contract Db

124 Service Transition Service Transition Key Concepts Service Transition Terms of Interest Service Transition Processes Change Management Assets & Configuration Management Knowledge Management Release & Deployment Management Transition Planning & Support Validation and Testing Evaluation

125 Service Transition Enable Effective Business Change Manage Change & Risk Guide New IT Service into Operation Ensure Service Quality Minimize adverse impact of Change

126 Service Transition Purposes Plan & Manage resources required to package, build, test and deploy a release into production Evaluate service capability and risk profile prior to new or changed service is release or deployed Provide good-quality knowledge and information so Release & Deployment Management can expedite effective decisions through test environment and into production Provide efficient repeatable build and installation mechanisms to deploy releases to test and production environments and rebuild/restore if necessary Goals Set Customer Expectations as to the use and performance Reduce variations Reduce Known Errors Objectives Meet predicted cost, quality and time estimates

127 Service Transition Key Concepts

128 Service Transition Terms of Interest Service Knowledge Management System Configuration Item Configuration management System Definitive Media Library Change Normal, Standard, Emergency Seven R’s of Change Management Release Unit Release Policy

129 Service Transition Processes Complete Lifecycle Change Management Asset & Configuration management Knowledge Management Within ST Transition Planning and Support Release and Deployment Management Service Testing and Validation Evaluation

130 Change Management Focus on Changes to assets and Cis across whole lifecycle Change Activities Planning and Controlling Changes Change & Release Scheduling Communications Change Decisions and Authorizations Measurement & Reporting

131 Change Scope

132 Change Management Roles & Resources Request for Change Change Advisory Board (CAB) Emergency Change Advisory Board (ECAB) Schedule of Change (SC) Projected Service Outage Document (PSO) Post Implementation Review (PIR)

133 Example Types of Request Type of ChangeDoc work ProcSSSDSD STSOCSI RFC Service Portfolios -New item -Predicted Scope, Bus Case, Baselining -Service Pipeline Service Change Management X RFC to Service or Service Definition -Existing or planned attributes -Impacts SD -Service Improvement Service Change Management XXXXX Project Change Proposal -Business Change -No Impact on Service Project Change Management Procedure XXX User Access RequestUser Access Procedure X Operational Activity Tuning Local Procedure PreAuthorized X

134 Normal Change

135 Standard Change

136 7 Rs of Change Who RAISED the Change? What is the Reason for the Change? What is the Return required from the Change? What are the Risks involved in the Change? What Resources are required to deliver the change? Who is Responsible for the Build, test and Implementation of the Change? What is the Relationship between this change and other changes?

137 Change Impact & Risk Matrix

138 Asset & Configuration Management Asset Management Focus: Service Assets during Service Lifecycle Configuration Management Focus: Manage Logical Model of Infrastructure Show how Assets and Components interrelate

139 Asset and Configuration Management Key Components Configuration Items Configuration Management Systems Configuration Management Databases Definitive Media Library Configuration Baseline Configuration Model

140

141 Asset Management Manage / Details Inventory of Assets Owner / Responsible party for Asset Lifecycle steps form Acquisition to Disposal Financial Information

142 Configuration Management Information Systems Logical Model of the IT Infrastructure Data from multiple sources or federated CMDBs References Definitive Media Libraries, Spares Store and Asset Stores (staging area)

143 Knowledge Management Service Knowledge Management System (SKMS) Right Information to the right people at the right time

144 Knowledge Sharing

145 Release and Deployment Management Deliver Change faster, at lower cost, with reduced risk Assure the changed or new service supports the business and its customers Ensure consistency in implementing changes Ensure traceability

146 Release and Deployment Activities Planning Preparation Build and test Service and Pilots Plan and Prepare for Deployment Transfer. Deploy/ Retire Verify Early Life Support Review and Close Deployment Review and Close Transition

147 Transition Planning and Support Determine Capacity and Resources Support transition teams Ensure integrity of Assets

148 Validation and Testing Validation Is the change fit for purpose (Utility)? Is the change fit for use (Warranty)? Testing Is the change going to achieve its intended result (Utility)? Is the change going to work without adverse effects (Warranty)

149 Evaluation Determines a means of answering these two questions What was the expected result? Did the change succeed?

150 Module 6: Service Operations Service Operation Service Operation Key Concepts Service Operation Terms of Interest Service Operations Processes Incident Management Problem Management Event Management Request Fulfillment Access Management Service Operations Function

151 Service Operations Manage Day to Day Activities Operations Provide Value to Customer Communication Support

152 Service Operation Key Concepts Services that are operational Services that are utilized Technology used to deliver services And processes People

153 Service Operations An interesting daily dichotomy Services vs. Components (External vs. Internal) Manage the customer desires and needs (external) while working with an ever changing IT architecture (internal). Stability vs. Responsive Attempt to keep the environment stable while at the same time being responsive to user needs Quality vs. Cost Managing expectations within a finite budget Reactive vs. Proactive Balance hard to achieve if environment routinely undergoes massive change

154 Service Dichotomies

155 Service Operation Terms of Interest Incident Alert Event Service Request Problem Known Error Workaround Impact, Urgency, Priority

156 Service Operation Processes Incident Management Problem Management Event Management Access Management Request Fulfillment

157 Incident Management Restore Service as Soon as Possible Standard Incident Model Assist in speedy Incident Management Major Incident Management Problem Management may be asked to assist

158 Incident Management Workflow

159 Information Needed Unique reference number Incident categorization (often broken down into between two and four levels of sub-categories) Incident urgency Incident impact Incident prioritization Date/time recorded Name/ID of the person and/or group recording the incident Method of notification (telephone, automatic, , in person, etc.) Name/department/phone/location of user Call-back method (telephone, mail, etc.) Description of symptoms Incident status (active, waiting, closed, etc.) Related CI Support group/person to which the incident is allocated Related problem/Known Error Activities undertaken to resolve the incident Resolution date and time Closure category Closure date and time.

160 Incident Level Matrices Impact HighMediumLow Urgency High123 Medium234 Low345 Priority CodeDescTarget Resolution 1Critical1 Hour 2High8 Hours 3Medium24 Hours 4Low48 Hours 5PlanningPlanned

161 Incident Closure Closure Categorization User satisfaction survey Incident documentation Ongoing or recurring? Formal closure Auto Manual

162 Incident Management interfaces with Problem Management Incidents are caused by problems Report problems to Problem Management Configuration Management Assist in finding faulty equipment Impact assessment Hold information about which categories should be assigned to which support group Audit infrastructure as comparison SLM Helps define measurable response Helps identify weak services Change Management Workaround or resolution Logged as RFC PM detects and resolves incidents arising from failed changes Capacity Management IM provides trigger for performance monitoring Workarounds Availability Management Relies on IM for availability of services and improvement paths Release & Deploy Management

163 Event Management Scope focused on specific events vs. general monitoring Early detection – Preventative Basis for key automated operations Detect Make sense of Act on Classifications Informational Warning Exceptions

164 Request Fulfillment Handles non-incident requests Service Requests RFC’s (Standard Changes) Request Models Self-Help Opportunities

165 Event Management Scope CI Constant State Switches/Routers Status changes Updating file server Environmental conditions Fire/smoke detection Sw licensing monitoring Security Intrusion Normal Activity Application usage Server Performance

166 Access Management Access Rights Verification of Legitimacy of requests Monitoring Identity Status Logging and Tracking access Granting/Removing/Restricting Privileges predetermined (Availability & Security Physical Access control NOT within scope Facilities

167 Value to Business Maintain Confidentiality of Information Reduces errors by unskilled users Audit services to trace abuses Revoke access when needed Regulatory compliance (SOX, HIPAA)

168 Requesting Access Standard Request Request for Change Service Request Pre-Authorized Script Filling form to download application

169 Service Operation Functions Service Desk Technical Management Application Management IT Operations

170 Service Desk Single Point of Contact for User Community Manages Incidents and Service Requests First level support Escalate as agreed Keeps users informed Closes Conducts Satisfaction Surveys Communicates with Users Update CMS

171 Service Desk Organizational Structures Local Service Desk Centralized Service Desk Virtual Service Desk May be structured as “Follow the Sun” Service Desk

172 Local Service Desk Reasons for having Local desk when call volumes don’t justify it Language, Cultural, Political Time zones Specialized group Specialized services VIP/critical user status

173 Centralized Service Desk Advantages Costs are reduced. Resources are optimized. Management is simplified. Disadvantages Users are spread across several geographical locations, with different languages, products and services. Maintenance services need to be delivered on site.

174 Virtual Service Desk Knowledge is centralized. Unnecessary duplication is avoided, with the consequent cost savings. A "local service" can be offered without incurring extra costs. The quality of service is uniform and consistent.

175 Service Desk Metrics First Line Resolution Rate Average time to resolve an incident Average time to escalate incident Average cost of handling an incident Specific to Service Desk Percentage of user updates as agreed by SLA Average time to review and close a resolved call Average number of calls per day and per week

176 Technical Management Custodian of Technical Knowledge Provides the Resources to support the ITSM Lifecycle Starts in SS Expands in SD Executed in SO Ongoing in CSI Activities Documentation of skills (current and future) Design training Defined in SD, executed in SO Recruiting/contracting people with skills Define standards used in Design of new Architectures (SO/SD) Design Performance Standards

177 Application Management Assists in application sizing and workload forecasts Assists in identifying ongoing operational costs of applications Assists in determining support skills required Assists in determining costs of customization Assists in determining to build or buy Assists in data access requirements

178 Application Management Lifecycle

179 IT Operations Management Operations Control Console Management Job Scheduling Back-up and Restore Print & Output Management Maintenance Activities Facilities Management IT Environment Ie Data Center

180 Continual Service Improvement Continual Service Improvement Key Concepts Continual Service Improvement Key Terms Continual Service Improvement Activities Constant Improvement: Deming Seven Steps of Improvement CSI Model Role of Measurements Focus on Business Needs Methods & Techniques of Continual Service Improvement

181 Continual Service Improvement Continual Re- Alignment of IT to meet Business Requirements Improve Services Assist/Guide growth & maturity of Service Management Processes Manage, Analyze, Review

182 Continual Service Improvement Key Concepts Main Areas Overall Health of ITSM Continual alignment of Service Portfolio to Business Needs Maturity of IT Processes Guiding principles You cannot manage what you cannot control You cannot control what you cannot measure You cannot measure what you cannot define

183 Continual Service Improvement Key Terms Baseline 7 Steps of Improvement CSI Model Metrics Technology Process Service

184 Continual Service Improvement Activities Key ActivitiesKey Roles Collect data and analyze trends compared to baselines, targets, SLAs and benchmarks. This would include output from services and service management processes CSI Manager, Service Manager, Service Owner, IT Process Owner Set targets for improvement in efficiency and cost effectiveness throughout the entire service lifecycle CSI Manager, Service Manager Set targets for improvements in service quality and resource Utilization CSI Manager, Service Manager, Service Owner, Business Process Consider new business and security requirementsCSI Manager, Service Manager, Business Process Owner Consider new external drivers such as regulatory requirementsCSI Manager, Service Manager, Business Process Owner Create a plan and implement improvementsCSI Manager, Service Manager, Service Owner, Process Owner Provide a means for staff members to recommend improvement opportunities CSI Manager, Service Manager

185 Constant Improvement: Deming

186 7 Steps of Improvement

187 CSI Model

188 Role of Measurements

189 Focus on Business Needs

190 Methods & Techniques of CSI Assessments Gap Analysis Balanced Scorecard SWOT Deming Cycle Plan Do Check Act

191

192 Demand and Capacity Pattern of Business Activity (PBA)

193


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