IT Service Management Objectives

INTRODUCTION TO IT SERVICE MANAGEMENT ( ITIL V2)
Introduction to Service Management INTRODUCTION TO IT SERVICE MANAGEMENT ( ITIL V2)

IT Service Management Objectives
Introduction to Service Management IT Service Management Objectives ITIL is a Best Practice Framework used ….. To align IT services with the current and future needs of the business and its Customers To develop the quality of the IT services delivered To reduce the long term cost of service provision Integrated into Office of Government Commerce (OGC) and British Standards Institute (BSI) guidance Align Business Needs Improve Quality Reduce Costs

Why Service Management
Introduction to Service Management Why Service Management Increasing IT visibility and Reliance Increasing demand from Business to deliver effective IT solutions/services (Cost Effective) Increasing complexity of IT infrastructure and processes Increasing competition Increasing pressure to realise return on investment

Introduction to Service Management
Considerations Do not be over ambitious Consider what elements already exist, are in use and effective Identify what can be re-used or needs to be developed Adapt the guidelines to meet your requirements

Process Improvement Model
Introduction to Service Management

Process Improvement Stages
Introduction to Service Management Process Improvement Stages Process improvement definition Communication Planning Implementation Review and Audit Page 9 Handbook

ITIL Service Management
Introduction to Service Management ITIL Service Management Service Support Day to day operational support of IT services Service Delivery Long term planning and improvement of IT service provision Key Definitions: Customer: recipient of a service: usually the Customer management has responsibility for the funding of the service. Provider: the unit responsible for the provision of IT service. Supplier: a third party responsible for supplying or supporting underpinning elements of the IT service. User: the person using the service on a daily basis. Service Support Day to Day Function that Supports the Service Delivery Processes

IT Service Management Overview
Introduction to Service Management IT Service Management Overview BUSINESS (Customer) SLA Service Level Agreement SLM Service Level Mngt AM Availability Mngt CM Capacity Mngt IT SCM IT Service Continuity Mngt SPOC Single Point of Contact SD Service Desk IM Incident Mngt CH Change Mngt REL Release Mngt User User User SLA SPOC SLM SD AM CM SERVICE DELIVERY SERVICE SUPPORT IM IT SCM PROBLEM FINANCE CH REL CONFIGURATION

Service Support Process Model
Introduction to Service Management Service Support Process Model Business, Customers or Users Difficulties Queries Enquiries Communications Updates Workarounds Management Tools Incidents Incidents Service Desk Changes Releases Incident Management Problem Management Change Management Release Management Configuration Management C M D B Problems Known Errors Incidents CI’s Relationships Changes Releases

Service Delivery Process Model
Introduction to Service Management Service Delivery Process Model Business, Customers and Users Availability Management Queries Enquiries Communications Updates Reports Availability Plan Design Criteria Targets/Thresholds Reports Audit Reports Service Level Management SLA’s, SLR’s, OLA’s Service Reports Service Catalogue SIP Exception Reports Audit Reports Requirements Targets Achievements Capacity Management Capacity Plan CDB Targets/Thresholds Capacity Reports Schedules Audit Reports Financial Management for IT Services IT Service Continuity Management Alerts & Exceptions Changes Financial Plan Types & Models Costs & Charges Reports Budgets & Forecasts Audit Report IT Continuity Plans BIA & Risk Analysis Control Centres DR Contacts Reports Audit Reports Management Tools

Service Desk IT Infrastructure Best Practices in IT Service Management
Service Delivery Set Service Support Set IT Infrastructure Service Desk Best Practices in IT Service Management

security ITIL Service Management IT Infrastructure
Service Level Management Financial Management for IT services Capacity Management Availability Management IT Service Continuity Management Incident Management Problem Management Change Management Configuration Management Release Management Service Delivery Set Service Support Set IT Infrastructure security Service Desk Here they are. The processes of ITIL. We will see in the next slide that ITIL is actually more than these processes, however it is generally accepted that these processes are at the heart of the framework. There are 10 primary processes. One function and one extra process area, that simply has to be included in any consideration of running an IT organisation. The Service Desk is a FUNCTION. The Service Desk is the point of contact between the customer and the service. This is why it is referred to as a function, not a process. Security Management is the process that is concerned with the management of defined levels of security on IT Services and information. The SERVICE SUPPORT processes, are operational processes. Incident Management – how to get the end user restored to the point where they can continue to work Problem Management – how to reduce the number of incidents that an end user will encounter Configuration Management – understand all the components of my infrastructure Change Management – controlling the changes made to the environment so that they do not create negative effects Release Management – the controlled modification to the environment Operational processes are focused towards management of the actual IT resources. The SERVICE DELIVERY processes, are tactical processes. Service Level Management – how to ensure that we delivery the services required by the business. Financial Management for IT Services – keeping control on the costs of delivering IT Services Capacity Management – ensuring that there will always be sufficient resource to match business demands Availability Management – the job of making sure that the services are available when required Continuity Management – the steps necessary to provide continuing IT Services in the event of a major failing Tactical processes are focused towards managing what is promised is what is delivered. Inter—relationships To illustrate the tight coupling of processes, consider the following: A user rings the service desk to complain that they are unable to get into their . The Service Desk staff says to “re-boot your PC”. A few minutes pass. Success, the user advises they are able to get into This is Incident Management. The next day, the same user calls with the same issue. Just try re-booting again. Success, that works. Good incident management. The following day the user, doesn’t call. They just automatically re-boot. They tell others facing the same problem to re-boot. You can see how this affects productivity. What went wrong. Incident Management should have recognised a common pattern of incidents and passed information to the Problem Management process. Problem management would then work to discover the cause of the error. Once identified they would ask the Change Management process to start of change request to fix the error. The change would be packaged up, tested and released (Release Management). The Configuration Management process ensures that all the changes to the infrastructure are registered.

Service Desk Goal: To provide a single point of contact for Customers
To facilitate the restoration of normal operational service with minimal business impact on the Customer within agreed service levels and business priorities. Activities: Receive all calls and s on incidents Incident recording (including RFC’s) Incident Classification Incident Prioritization Incident Escalation Search for Work Around Update the customer and IT group on progress Contd…

Service Desk Activities:
Perform communication activities for the other ITIL processes (e.g.Release notifications, change schedules, SLM-reports) Perform daily CMDB verification Report to Management, Process Managers and customers (through SLM) on Service Desk performance Benefits: Improved Customer Service perception and satisfaction Increased accessibility through a single point of contact, communication, and information Better-quality and quicker turnaround of customer requests Improved teamwork and communication Contd…

Service Desk Benefits Enhanced focus and a proactive approach to Service provision A reduced negative business impact Better managed infrastructure and control Improved usage of IT support resources and increased productivity of business personnel More meaningful management information to support decisions. Types of Service Desks Local Central Virtual Service Desks is a function not a Process

Inputs and Outputs Management Information & Monitoring Email/Voice
Requests Service Desk External Service Support Telephone Internet/Browser Fax Requests Hardware e/Application Events Product Support Sales & Marketing Contract Internal Service Management Information & Monitoring

Structures: Local Service Desk
Desktop Support Network Application System & Operations Third Party User 1 User 2 User 3 First Line Support

Structures: Centralized Service Desk
Desktop Support Network Application System & Operations Third Party Customer Site 1 Site 2 Site 3 First Line Support Second line support

Incident Management IT Infrastructure
Service Delivery Set Service Support Set IT Infrastructure Incident Management Best Practices in IT Service Management

Goal - Primary Objective
Incident Management Goal - Primary Objective To restore normal service operation as quickly as possible with minimum disruption to the business, thus ensuring that the best achievable levels of availability and service are maintained

Why Incident Management
Ensure the best use of resource to support the business Develop and maintain meaningful records relating to incidents Devise and apply a consistent approach to all incidents reported Incident Definition An incident is an 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 Examples of Incidents: Application – unavailable or in error Hardware – outage or constrained use Service Requests – for info or assistance

Incident Lifecycle Incident Management
Service desk plays a key role in the IM process. Recording and Monitoring progress of an Incident and retaining ownership. Service desk and IM have close links with SLM.

Impact, Urgency & Priority
Incident Management Impact, Urgency & Priority IMPACT The likely effect the incident will have on the business (e.g. numbers affected, magnitude) URGENCY Assessment of the speed with which an incident or problem requires resolution (i.e. how much delay will the resolution bear) PRIORITY the relative sequence in which an incident or problem needs to be resolved, based on impact and urgency

Use of Support Teams Incident Management

Escalation Incident Management IT Service Manager Service Desk Manager
2nd Line Manager 3rd Line Manager Hierarchical (authority) Service Desk Support Team 2nd Line Support Team 3rd Line Support Team Functional (competence)

Relationships Relationship between incidents, Problem and Known Errors
Incident Management Relationships Relationship between incidents, Problem and Known Errors Known Error Structural Resolution Incident Error in infrastructure Problem RFC Handling of Major Incidents Major incidents occur when there is extreme impact to the Users. Problem Management should be notified to arrange a formal meeting. The Service Desk will ensure Incident records are maintained with all actions and decisions.

Benefits Reduced business impact of Incidents by timely resolution
Incident Management Benefits Reduced business impact of Incidents by timely resolution Improved monitoring of performance against targets Elimination of lost Incidents and Service Requests More accurate CMDB information Improved User satisfaction Less disruption to both IT support staff and Users

Possible Problems Lack of Management commitment
Incident Management Possible Problems Lack of Management commitment Lack of agreed Customer service levels Lack of knowledge or resources for resolving incidents Poorly integrated processes Unsuitable software tools Users and IT staff bypassing the process

Problem Management IT Infrastructure
Service Delivery Set Service Support Set IT Infrastructure Problem Management Best Practices in IT Service Management

Goal – Primary Objective
Problem Management Goal – Primary Objective To minimise the adverse effect on the business of Incidents and Problems caused by errors in the infrastructure and to proactively prevent the occurrence of Incidents, Problems and Errors

Why Problem Management
Resolve Problems quickly and effectively Ensure resources are prioritised to resolve Problems Proactively identify and resolve Problems and Known Errors thus minimising Incident occurrence / recurrence Improve the productivity of support staff Problems & Known Errors A Problem is the unknown underlying cause of one or more Incidents. It will become a Known Error when the root cause is known and a temporary work around or a permanent alternative has been identified

Service Desk – IM – PM (PC) (EC) - CM
Problem Management Service Desk – IM – PM (PC) (EC) - CM User Incident DB Problem ? Known Error Business Case to FIX Raise RFC ERROR CONTROL PROBLEM CONTROL One or More Incidents with Unknown Underlying cause Root Cause Known and Temp or Perm Fix found STOP NO YES Change Management RRS PM SD/IM IM The Known Error Database contains the Description and Solution of the problem In Plain English. See Incident Matching Process Page 21 Incident Management – Restoring service to User as quickly as possible. Problem Management – Establish underlying Cause, resolution and prevention. This may cause conflict! PM

Activities Problem Control Error Control Major Incident Support
Problem Management Activities Problem Control Error Control Major Incident Support Management Information Major Problem Reviews Proactive Problem Prevention Problem control focuses on Transforming Problems into Known Errors. Error Control focuses on resolving known Errors via Change Management process. Errors introduced into the system from new Releases should be incorporated into the Live KEDB.

Proactive Activities Trend Analysis Preventative Action
Problem Management Proactive Activities Trend Analysis Post-Change occurrence of particular Problems Recurring Problems per type or per component Training, documentation issues Preventative Action Raising RFC to prevent occurrence/recurrence Initiate education and training Ensure adherence to procedures Initiate process improvement Provide feedback to testing, training and documentation Good Problem Management relies on good Incident Management. If resources are scarce concentrate on REACTIVE Remember the 80/20 rule 80% of service degradation from 20% of problems

Benefits Reduction in volume of Incidents Improved IT service quality
Problem Management Benefits Reduction in volume of Incidents Improved IT service quality Better first time fix rate at service desk Permanent solutions Improved organisation learning and awareness

Configuration Management
Service Delivery Set Service Support Set IT Infrastructure Configuration Management Best Practices in IT Service Management

Configuration Management Goal – Primary Objective To provide a logical model of the IT infrastructure by identifying, controlling, maintaining and verifying the versions of ALL Configuration Items in existence. The goal is to keep all IT Infrastructure current Make sure changes have been properly logged and documented To maintain accurate topology of existing CIs

Why Configuration Management?
Account for ALL IT assets (when it was purchased, manufacturer, model, cost incurred, depreciation information etc) (IMACD) Installed, moved, added, changed, deleted Provide accurate information to support other Service Management processes (Incident, Problem, Change, Release, Continuity, capacity, availability, finance, security) Provide a sound basis for all other Service Management disciplines Verify records against the infrastructure and to correct exceptions

Key Considerations Configuration Items (CIs) Component of an infrastructure that is (or is to be) under the control of Configuration Management Configuration Management Database (CMDB) A database that contains all relevant details of each CI and details of the important relationships between CIs throughout its life cycle Base Level The lowest level at which CIs are uniquely identified Baseline – A SNAPSHOT The configuration of a product or system established at a specific point in time, capturing both structure and details version

Types of CIs CI Types Hardware (Servers, desktops, file systems, disks, network components, firewall components, printers etc.) Software (MS Office or any other application) Documentation Processes and Procedures Technical documentation Diagrams/Charts IT Staff NOT USERS

5 Activities of Configuration Management
Planning Strategy, policy, scope, objective, roles & responsibilities Configuration Management processes, activities and procedures CMDB, Relationships with other processes Tools and resource requirements Identification Selection, identification and labelling of all CIs based on the scope Control Authorised additions, modifications and removal of CIs Status Accounting The reporting of all current and life cycle data of each CI Ordered, Tested, Operational, Maintenance, Archive……. Verification & Auditing Reviews and audits to verify physical existence of CIs is up to date Reporting Document, Analyse and Improve CIs should be recorded at a level of detail, justified by the business need – typically to the level of “Independent Change” All CIs will be under Change Management control Change management will update Configuration Database See Diagram pg 25

Attributes Attributes - Unique Identifier - CI Type ID - Service ID - Name - Version Number - Model / type identification - Place / location - License - Supplier - CI History - Status - Relationships - Variants (alternative)

Configuration Management Database (CMDB)

Relationships Relationships - ..is a parent/child of.. - ..is a version of.. - ..is connected to.. - ..applies to..(e.g. documentation) - ..is used for.. (CI’s related to service) - ..is a variant of.. (MS Dictionary English vs. Dutch) Any others that are meaningful and useful to the organisation can be used

Interaction with other processes
Configuration Management

Benefits Provides accurate information on CIs and their documentation to support all other Service Management disciplines Contributes to faster trouble shooting and change process Facilitates adherence to legal and contractual obligations and provide better control over H/W & S/W Improves security by controlling the versions of CIs in use Enhance planning for procurement and expenditure Support for capacity and availability management Is a foundation for IT continuity management Overall helps provide IT services in a timely and cost effective manner

Challenges Cost and effort to design, implement & maintain CMDB
Wrong identification of scope and CI details Effects of sudden changes and tight schedules Users and customers bypassing the process Setting up Configuration Management The planning process for setting up could take up to 6 months. Actual implementation may take much longer, but the benefits of Configuration Management should outweigh the cost

Change Management IT Infrastructure
Service Delivery Set Service Support Set IT Infrastructure Change Management Best Practices in IT Service Management

Why Change??? Problems can be identified from incidents. When a problem is defined, diagnosis takes place to find the root cause of the problem, and then a change request is entered to correct the problem

Objectives To ensure that changes are recorded and then evaluated, authorized, prioritized, planned, tested, implemented, documented and reviewed in a controlled manner. Respond to business and IT requests to align services with business needs. Minimize impact of implementing changes, implement changes successfully. Record all changes Use standard processes Reduce cost to business and increase value to business by optimizing.

Change Management (AIMS)
The main aims of Change Management are : Minimal disruption of services Reduction in back-out activities Economic utilization of resources involved in the change

Change Management Change Management Terminology Change The addition, modification or removal of CIs (i.e. change password, adding user, adding a new nfs, removing a job from cron) Request for Change (RFC) Form used to record details of a request for a change and is sent as an input to Change Management by the Change Requestor Forward Schedule of Changes (FSC) schedule that contains details of all the forthcoming Changes

Types of Change Basic Change Priority: Based on Impact+Urgency
High, Medium, Low … (Urgent?) Category: Based on business impact Minor, Significant, Major Urgent Change A change that needs to be implemented more quickly(e.g hw replacement – memory board, hd,nic) Standard Change An accepted solution to an identifiable and relatively common set of requirements (e.g. set up of User profile, Password reset)

Request for Change ( RFC) - Contents

Change Management Request for Change ( RFC)
It is a formal document sent to Change Management by the Change Requestor requesting for a change. Every RFC runs through a number of stages before the change can be implemented

Change Control Process – Basic (normal)
Change Manager Filters requests Start Allocates initial priority Decide category and/or use of standard model Implement change using appropriate Standard Change model Change Builder Builds Change, devises back-out & testing plans Independent tester Tests Changes Co-ordinates Change implementation Change review Closed Approves / rejects and schedules Changes, reports action to CAB Circulates RFCs to CAB members Circulates RFCs to Board members minor major significant Senior management / board level Approve / reject Changes (Financial / Technical / Business)

Change Control Process – Urgent
Change Manager Filters requests Start Allocates initial priority Calls CAB or CAB / EC meeting CAB or CAB / EC Quickly assesses impact resources and urgency Independent tester Urgent testing Co-ordinates Change implementation Ensures records are brought up to date Review Change Closed Change Builder Builds Change, devises back-out & testing plans Does not require FULL testing.

Change Management What the CAB discusses (7 R 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 change?

Change Management Change Approval Process: Financial approval
Indicates costs are within budgetary limits or cost-benefit criteria are met Technical approval Assurance that the Change is feasible, sensible and can be performed without serious interruptions to the business Customer approval To ensure that business managers are satisfied with the proposals and accept any impact to their requirements

Change Management Change Advisory Board (CAB)
RFCs are circulated to selected members Mandatory assessment of RFC Optional attendance at CAB meeting Meetings held on a regular basis CAB / Emergency Committee (EC) Responsibility for impact assessment of urgent changes

Change Management Change Review
All implemented changes must be reviewed to establish whether: The change has had the desired effect and met its objectives There have been no unexpected or undesirable side-effects The resources used to implement the change were as planned

Change Management Change Advisory Board (CAB)
The CAB is an advisory board that reviews RFCs and determines and provides detail of likely impact CAB participants include : Customers/users affected by the change Representatives of Service Management areas Application development teams

Change Management - Benefits
The benefits of Change Management are: increased visibility and better communication of changes to both business and service support staff reduced adverse impact of change from improved business, technical impact and risk assessment improved productivity of users through less disruption and higher quality of service better assessment of the cost of proposed change ability to absorb large number of changes reduction in the number of incidents and problems caused by changes

Release Management IT Infrastructure
Service Delivery Set Service Support Set IT Infrastructure Release Management Best Practices in IT Service Management

Release Management Goal – Primary Objective To take an holistic (Overall) view of a Change to an IT service and ensure that all aspects of a release, both technical and non-technical are considered together

Why Release Management
Manage large or critical hardware roll-outs Manage major software roll-outs Bundling or batching related sets of changes Control the release of authorised CIs into the supported environment Release Policy A release policy document should be produced to clarify the roles and responsibilities for Release Management. There may be one document per organisation or an umbrella set of guidelines and specific details for each supported service Release of Hardware/Software and associated documentation.

Goal RM’s hands-on working group for Change Management
Release Management Goal RM’s hands-on working group for Change Management Manage release planning and policy, design, building and configuration Campaign for acceptance, plan he eventual rollout plan Conduct extensive testing and Auditing Preparation, installation, training Storage, Release, Distribution, installation of software. Planning and overseeing rollout of new s/w, h/w and documentation. Liaison with Change Management to agree content and rollout plan. All CI’s traceable through CMDB. Managing customer expectations of rollout.

Responsibilities of Release Management
Development Environment Controlled Test Environment Live Environment RELEASE MANAGEMENT Release Policy Release Planning Develop or purchase software Build / configure release Fit for purpose testing Release acceptance Roll out planning Communication preparation & training Distribution & installation Planning and overseeing rollout of new s/w, h/w and documentation. Liaison with Change Management to agree content and rollout plan. All CI’s traceable through CMDB. Managing customer expectations of rollout. Configuration Management Database (CMDB) and Definitive Software Library (DSL)

Terminology Definitive Software Library (DSL)
Release Management Terminology Definitive Software Library (DSL) Definitive Software Library – where ALL authorised versions of software are stored and protected. A Physical library or storage repository where master copies of software versions are kept. This one logical store may consist of one or more physical software libraries or file stores. Definitive Hardware Store (DHS) Definitive Hardware Store – An area set aside for the secure storage of definitive hardware spares. Types of Release Delta, Full and Package DSL Consider Media, Nomenclature, Supported Environments, Security, Scope, Retention Period, Audit CMDB should be updated throughout Release period. Definitions Release: a collection of authorised Changes to an IT Service Release Unit: the portion of the IT infrastructure that is normally released together Roll-out: deliver, install and commission an integrated set of new or changed CIs across logical or physical parts of an organisation

Release Management Types of Release Delta Only those CI’s that have actually changed since last release are included. V1.1 V2.2, v2.5, Vn.n Full All components of the Release are built, tested, distributed and implemented together (whether they have changed or not). Version v1, v2, v3.0, .. Vn Package Individual Releases both Full and Delta are grouped together to form a Package for release. V1.1.1 V2.2.3, v2.5.1, V N.N.n

RM Process

RM Development Environment
Release Policy Release Planning Design or Develop Software Purchase Software (Hardware)

RM Controlled Testing Environment
Build and Configure (With back-out plan) Fit for purpose Test Release acceptance Rollout planning Communication, preparation and Training

RM Live Environment Release Distribution Installation
Cost and Potential Problems

Release Management Build Management Software and Hardware components for release should be assembled in a controlled, reproducible manner. Build Management becomes the responsibility of Release management from the controlled test environment on wards. Back out plans should be devised and tested as part of the release. Change Management allows CMDB to remain accurate. Without Configuration data change impacts are not accurately assessable. Without Change and Configuration Management, Releases will not be controllable.

Possible Problems Resistance from Staff to new procedures
Release Management Possible Problems Resistance from Staff to new procedures Circumvention of procedures Unclear ownership and role acceptance Lack of understanding of release contents Reluctance to back out of a failing release.

Release Management Benefits Improved service quality from greater success rate for releases and minimal disruption to the business Greater ability to cope with high levels of Change Assurance that hardware and software in live use is of known quality, reducing the chance of illegal, wrong or unauthorised software being in use Better expectation setting for Business and Service staff

Availability Management
Service Delivery Set Service Support Set IT Infrastructure Availability Management Best Practices in IT Service Management

Availability Management Goal – Primary Objective To optimise the capability of the IT infrastructure and supporting organisations to deliver a cost effective and sustained level of availability that enables the business to satisfy its objectives Associated with RISK.

Principles Availability is at the core of business & end user satisfaction When things go wrong, it is still possible to achieve business & end user satisfaction Improving availability begins when it is understood how IT services integrate with and support the business High Availability: Characteristic of an IT service that minimises the effects of IT component failure to the user. Continuous Operation: Characteristic of an IT service that minimises the effects of Planned downtime to the user. Continuous Availability: Characteristic of an IT service that minimises The effects of ALL failures and planned Downtime.

Why Availability Management
To ensure services are available when the customer needs them Influences Business Demand Cost required to meet demand Complexity of IT Infrastructure Levels of Redundancy Reliability of the Infrastructure Level of Maintenance Processes and procedures used by Services Human Factors Skill sets

Responsibilities Determine availability requirements in business terms Predict and design for expected levels of availability Optimise availability through monitoring and reporting Produce Availability Plan – Long term for proactive improvement Ensure SLAs are met and monitor OLA/UC availability obligations Manage Service Outage Analysis (SOA) Produce and maintain: Component Failure Impact Analysis (CFIA) Fault Tree Analysis (FTA) Availability Plan should have: Goals, Objectives and Deliverables. Consider: People, Processes, Tools, Techniques.

Considerations Availability Reliability Maintainability Serviceability Resilience - Related to Resource Capacity Management Security - Confidentiality, Integrity, Availability (CIA) Managed through OLAs Managed through UCs Availabilty - % of agreed service hours. Reliability – Prevention of failure. Maintainability – ability to restore services. Serviceability – support for which External Suppliers can be contracted to provide.

ITAMM – IT Availability Metrics Model
Availability Management ITAMM – IT Availability Metrics Model Range of metrics and perspectives that should be considered when establishing Measurement and Reporting Measurements need to be meaningful and add value Consider WHAT you measure and HOW you report it ITAMM diagram page 66.

Expanded Incident ‘lifecycle’
Availability Management Expanded Incident ‘lifecycle’ Incident Detection Diagnosis Repair Recovery Restoration DOWNTIME or MeanTime To Repair (M)TTR UPTIME or MeanTime Between Failures (M)TBF Time between system incidents (M)TBSI Time

Calculating Availability
Availability Management Calculating Availability % Availability = Further considerations: Components in series or parallel Weighting per number of users affected Weighting per criticality period AST - DT X 100 AST Measuring Availability Measurements need to be meaningful and add value to the IT and business organisation. It would be necessary to consider both what is measured and how it is reported

Benefits Services are designed and managed to meet specified business availability requirements Shortfalls in levels of availability are identified and corrective actions taken Frequency and duration of IT failures is reduced Availability levels are measured to fully support Service Level Management BUSINESS VALUE! Effective Availability Management will influence customer satisfaction and determine the perceived Reliability of the business on the market Problems: Meaningless metrics Not measuring availability at point of service delivery. Justify expenditure Dependence on serviceability (3rd party Suppliers). Lack of Infrastructure information (No CMDB).

Capacity Management IT Infrastructure
Service Delivery Set Service Support Set IT Infrastructure Capacity Management Best Practices in IT Service Management

Capacity Management Goal – Primary Objective To understand: The future business requirements (the required service delivery) The organisation’s operation (the current delivery) The IT infrastructure (the means of service delivery) Ensure that all current and future capacity and aspects of the business requirements are provided cost effectively

Why Capacity Management
Monitor the performance and throughput of IT services Tuning activities to make efficient use of resources Understand the current demands for IT services and produce forecasts for future requirements Help to influence demands for IT resources Production of a Capacity Plan predicting the IT resources needed to achieve agreed or proposed service levels Capacity Management: Ensure IT Processing and Capacity provision match the evolving demands of the business Cost effectively and timely.

Success Factors Accurate business forecasts
Capacity Management Success Factors Accurate business forecasts Understanding of current and future technology Ability to demonstrate cost effectiveness Interaction with other Service Management processes Ability to plan for and implement appropriate IT capacity to match business requirements and predictions

Responsibilities of Capacity Management
Business Capacity management (BCM) Ensuring future business requirements for IT services are considered and matched to capability Service Capacity Management (SCM) Managing performance of IT services delivered to customers and documented in SLAs. Resource Capacity management (RCM) Management of components ensuring that all resources are monitored & measured See Figure 20 page 53. Service and Resource Capacity Management have overlapping activities BUT they have a different focus. Service: focuses on services that SUPPORT the business. Resource: focuses on technology that UNDERPINS all the service provision.

Business Capacity Management
Planning Future Business requirements: Requires a knowledge of….. Existing Service Levels, SLA’s Future service levels and SLR’s Business Plan and Capacity Plan Modelling Techniques Analytical Simulation Trending Base lining Application Sizing

Service Capacity Management
Monitors and Measures services Requires a knowledge of ….. Service Levels and SLA’s Service throughput and performance Tuning and demand management

Resource Capacity Management
Management of Components of IT Infrastructure Requires a knowledge of ….. Current technology and utilisation Future alternative technologies Resilience of systems and services

Capacity Management Database (CDB)
Forms the basis for the production of all Capacity management reporting May consist of many physical data stores covering: Business data Service data Technical data Financial data Utilisation data May form part of the CMDB See Figure 21 page 55.

Iterative Activities – The Cycle
Capacity Management Iterative Activities – The Cycle Monitor Implement Tune Analyse

Iterative Activities – Inputs
Capacity Management Iterative Activities – Inputs Monitor Implement Tune Analyse SLM Thresholds Resource Utilisation Thresholds Capacity Management DB

Iterative Activities – Outputs
Capacity Management Iterative Activities – Outputs Monitor Implement Tune Analyse Resource Utilisation Exception Reports SLM Exception Reports Capacity Management DB

Capacity Management Other Activities Demand Management – Differential Charging and Lock out Modelling Trend Analysis, Analytical Modelling Simulation Modelling Baseline Modelling Application Sizing Production of the Capacity Plan Capacity planning is essentially a balancing act: Cost against Capacity Supply against Demand

Benefits of Capacity Management
Increased efficiently and cost savings resulting in more economic provision of IT services Elimination of unnecessary spare capacity Elimination of panic buying Possibility for deferred expenditure Reduced risk of performance Problems and failures More confident and improved forecasting Improved awareness of capacity issues within the development cycle Possible Problems page 57.

Service Continuity Management
Service Delivery Set Service Support Set IT Infrastructure Service Continuity Management Best Practices in IT Service Management

IT Service Continuity Management Goal – Primary Objective To support the overall Business Continuity management process by ensuring that the required IT technical services and facilities can be recovered within required and agreed business time-scales

Why Continuity Management
IT Service Continuity Management Why Continuity Management Ensuring business survival by reducing the impact of a disaster or major failure Reducing the vulnerability and risk to the business by effective risk analysis and risk management Preventing the loss of Customer and User confidence Producing IT recovery plans that are integrated with and fully support the organisation’s overall Business Continuity Plan

IT Service Continuity Management
Considerations IT Service Continuity options need to be understood and the most appropriate solution chosen in support of BCM requirements Roles and responsibilities need to be identified and supported from a senior level IT recovery plans and Business Continuity plans need to be aligned regularly reviewed, revised and tested

The Business Continuity Life-cycle Overview
IT Service Continuity Management The Business Continuity Life-cycle Overview Stage 1 – Initiation Initiate Business Continuity Manager Stage 2 – Requirements and Strategy Stage 3 - Implementation Stage 4 - Operational Management

Stage 2 – Requirements and Strategy
IT Service Continuity Management Stage 2 – Requirements and Strategy Business Impact Analysis Identification of Critical Business Processes and Speed of Recovery Risk Assessment and Methodology Threats to Assets CRAMM – CCTA’s Risk Analysis Management Methodology (Central Computer and Telecommunications Agency) Business Continuity Strategy Based on Top Risks

Risk Analysis ANALYSIS Assets Threats Vulnerabilities Risks MANAGEMENT Countermeasures

Risk Analysis Asset Categorise and RANK 1-10 Hardware Software People Buildings etc. Threat List and RANK 1-3 Vulnerability against Assets Matrix RANK 1-3 Risk = Asset * Threats * Vulnerability

IT Recovery Options Do nothing Manual back-up – revert to pen and paper Reciprocal arrangements with another company Gradual recovery - Cold Standby Intermediate recovery - Warm Standby Immediate recovery - Hot Standby

Gradual Recovery – COLD standby
IT Service Continuity Management Gradual Recovery – COLD standby Time to recovery > 72hrs Empty Computer space Remote Portable Nothing in the rooms Requires contracts / procedures in place to set up

Intermediate Recovery – WARM standby
IT Service Continuity Management Intermediate Recovery – WARM standby Time to recovery 24hrs to 72hrs Filled Computer space Remote Portable Networked Computers but with NO Data

Immediate Recovery – HOT standby
IT Service Continuity Management Immediate Recovery – HOT standby Time to recovery “within the working day” 0hrs to 8hrs Filled Computer Space Remote Portable Networked Computers with Data (but not necessarily up to date)

Benefits of Continuity Management
IT Service Continuity Management Benefits of Continuity Management Management of risk and the consequent reduction of the impact of failure Fulfilment of regulatory requirements Potentially lower insurance premiums A more business focussed approach to IT continuity and recovery Reduced business disruption during an incident Increased customer confidence and organisational credibility

Finance Management IT Infrastructure
Service Delivery Set Service Support Set IT Infrastructure Finance Management Best Practices in IT Service Management

Financial Management Goal – Primary Objective To provide cost-effective stewardship (management) of (ALL) the IT assets and financial resources used in Services

Why Financial Management
Identify the actual cost of services provided Provide accurate and vital financial information to assist in decision making Make Customers aware of what services actually cost TCO Assist in the assessment and management of changes Help influence customer behaviour Positioning for charging Assist in reduction of long term costs. Identify how IT adds business value. Calc TCO and return on investment. Support cost recovery if appropriate. Metrics – Value for money and quality incentives. Assist in assessment and management of changes.

Concepts Accounting and Budgeting (mandatory)
Financial Management Concepts Accounting and Budgeting (mandatory) Understand costs involved in providing a service Prediction of future costs Monitor actual against predicted costs Account for monetary spend over given period Charging (optional) Recovery of service costs from Customer Operate IT Division as a business unit if required You MUST have a Cost Model before you can Charge

IT Financial Cycle Business IT Requirements Cost Analysis (Accounting)
Financial Management IT Financial Cycle Business IT Requirements Cost Analysis (Accounting) Costing Models IT Operational Plan (inc. Budgets) Financial Targets Charges Charging Policies Feedback of proposed charges to business (effects behaviour)

Cost Model COST TYPE Transfer (Cross Charges) Hardware
Financial Management Cost Model COST TYPE Transfer (Cross Charges) Hardware External Services Software People Accommodation COST CATEGORISATION Capital OR Operational Direct OR Indirect Fixed OR Variable

Key elements in determining the cost of a service
Financial Management Key elements in determining the cost of a service INDIRECT COSTS – NOT directly attributable but shared. ABSORBED OVERHEADS – Total cost of indirect materials and expenses that are NOT passed onto the customer. UNABSORBED OVERHEADS – Total cost of Indirect materials; wages; expenses that are apportioned and added to the cost of each service. DIRECT COST – Directly attributable. Assist in attributing costs to services Supporting information for change to service Control budget

Cost: Price=cost Charging
Financial Management Charging Based against Organisational policy on IT - overhead / break even / profit centre Prices should be simple, understandable, fair and realistic Charging mechanism to support policy Cost: Price=cost Cost plus: Price=cost +/-X% Going rate: Price is comparable with other internal groups (internal X charge rate) Market rate: Price matches that charged by external suppliers (open market price) Fixed Price: Set price is agreed for a set period based on anticipated usage

Benefits Reduced long term costs
Financial Management Benefits Reduced long term costs Increased confidence in managing budgets Accurate cost information More efficient use of IT Ensuring funds are available to provide service Enables the recovery of costs Influences customer behaviour Allows comparison with alternative providers Possible problems Lack of accountancy skills – Page 51.

Questions

IT Service Management Objectives

Similar presentations

Presentation on theme: "IT Service Management Objectives"— Presentation transcript:

Similar presentations

About project

Feedback

Log in

Auth with social network:

IT Service Management Objectives

Similar presentations

Presentation on theme: "IT Service Management Objectives"— Presentation transcript:

Similar presentations

About project

Feedback