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Document Sample
ITIL Session
Col T L Sharma
Head – Quality & Processes
Acknowledgements & Disclaimer
Some of the information and slides may/ appear
to have been reproduced from different sources.
We hereby acknowledge their direct / indirect
contribution.
2
What will this course give me?
An introduction to IT Service Management.
Familiarity with
The key processes and responsibilities.
BS 15000 standard.
ITIL Service Support and Service Delivery processes.
An understanding of the relevance of Service Management to an Organization.
A common language to describe Service Management processes.
Preparation for ITIL Foundation Certification Examination (ISEB/EXIN) – own time study
required
A certificate from Company – after on-line test
Training Material : - Knockout Intranet Home HR ITIL
- 6 ITIL eBooks – eLearning Portal
3
IT Service Management Courses HP Model
ITIL Essentials Workshop Control – IT Simulation
3 Days 1 Day
Foundation
Certificate Exam
IT Manager’s Courses ITSM OV Products
Specialist Courses
1. Service Support (5 Days) - SM1 (Exam) (OV Service Desk,
(8 courses of 2 Days each)
2. Service Delivery (5 Days) - SM2 (Exam) OV Service Desk
(Not yet in India)
3. Prep. Workshop (2 Days) (Implementation &
Process Design)
Exam Option
Exams
ITIL Implementation Course
(Not started)
4
Good Service Management Means Simply…
5
Service Management Means…..
Going from a technology focus – to a customer service focus.
Managing service levels from the customers’ perspective instead
of insular technology or infrastructure perspective
Going beyond reactive break/fix – to proactive management of
service requests and service support
Actively managing infrastructure components (assets) and
systematically managing changes (planned and un-planned)
6
Business View of IT Service
IT is a Support function
IT is a Cost Center
Costs are Opaque
IT Budgets are out of Control
Quality of Service is Poor
Not Responsive to Business
7
Communication?
8
What do we Do?
Improve Communication between Business & IT
IT is a Service - vital to Business
Convince Business to focus on Value not Cost
Invest in IT Service Management – it is not optional
Focus on Processes and People not just Technology
ITIL provide solid frame work and will achieve ROI
9
Challenges to the IT Organization
Contribution to solving business challenges
This means contributing earlier in the planning cycle.
A measurable contribution to the business value chain.
Service provision as opposed to IT product delivery.
A business like relationship
A consistent and stable service
Less emphasis on technology.
10
What is Service Management ?
A dynamic balance between:
Demand for Supply of
IT Services: IT Services:
• Need to know and understand :
- the requirements of the business as a whole
- the capabilities of IT to deliver to its customers
• ITSM : Application Development - CMM
Application Maintenance - CMM + ITIL
Infrastructure Management - ITIL
11
Elements of IT Service Management?
A set of disciplines, embracing
What to do Culture
How People Organisation
Where Competence
When
Process Tools
Systems
Artefacts
- Monitor
Managed Partners - Detect – Protective, Alert
services - Analysis – Root Cause
- Action - Automated
that together allow us to develop & deliver high
quality IT services.
12
You have my full
Process + people >>>>> tools commitment…..
Apart from money, time
Don’t underestimate resources and attention
and just so long as I don’t
the commitment have to be involved
the people factor
Change the people or change the people
To po hne e e fe t h n e fte .”
“ im r veistoc a g . Tob p r c istoc a g o n
s n u c ill
Win to Ch r h
13
Benefits of IT Service Management
Improved quality of service – more reliable business support
Clearer view of current IT capability & better information on current
services.
Enhanced Customer Satisfaction as service providers know and
deliver what is expected of them.
System led benefits in terms of security, accuracy, speed &
availability, cycle time, success rate, operating cost.
Profit margin will improve.
Efficiency will improve – as staff will work more effectively as teams.
IT department will become more effective at supporting the needs of
the business and will be more responsive to changes in business
direction.
14
What does ITSM cover?
EVERYTHING!
Not just about managing technology - though we need
Systems/Network Management
Not just about managing “live services”
but
managing the complete lifecycle from initial idea through to
decommissioning of obsolete solutions.
BITA Service Delivery Assurance
- Service Design
- Service Development
- Service Deployment
- Service Operations & Management
15
Integrated Quality Systems
Quality
Objectives
Act Plan
Maturity
Check Do
QMS ISO - means this
Support
ITIL - tells you how to do it
t
16
What is ITIL?…
ITIL is the application of the science of management
to information technology. This knowledge is
captured in a library of over forty books that outline a
process-based set of best practices for IT Service
Management.
Information Technology
Infrastructure Library
17
What is ITIL
Was gathered from Users, Suppliers, Consultants
Proven in practice
Is under constant development
Is supported by tools
Has been the world wide de facto standard for IT
Service Management
Offers certification of consultants and practitioners
Has its own international user group (IT Service
Management Forum)
18
Best Practices?
What do you understand by the term?
“An industry accepted way of doing something, that
works”
The most effective way of understanding a process
or procedure
What does it consist of?
Principles
Agreement on specific processes
Usually put into writing
Reviewed and updated
19
Why Implement Best Practices?
• Avoid reinventing the wheel
• Professionalism
• Managing complex infrastructures and services
• Understand the core processes and capabilities
• Clear responsibilities and points of contact
20
ITIL Books
•Configuration Management
•Service Support •Incident Management
•Service Delivery •Problem Management
•Managers’ Set •Change Management
•Complementary Guidance •Release Management
•Software Support Set Service Desk Function
•Environmental Set •Service Level Management
•Business Continuity •Availability Management
Management Set •Capacity Management
•Business Perspective Set •IT Service Continuity Management
(ITIL Enhanced) •Financial Mgmt for IT Services
21
ITIL Philosophy
ITIL –
Adopts a “process driven” approach which is scalable to fit
both large and small IT organizations
Considers ITSM to consist of “a number of closely related
and highly integrated processes.”
22
Process
“It is a bundle of logical activities combined to achieve
certain goal (result)”
Department A Department B Department C
Input Output
Process
Materials, Goods,
Machines, Information,
Information, Services
Labor
23
Various Terms
Procedure
Describe the way the organization carry out routine tasks
What is to be done, who will do, when he will do
Process
Set of interrelated or interacting activities which transforms
inputs into outputs
System
A combination of Interacting Processes
24
Customers and Users
Customers
Recipient of the Service
Those who pay for and own IT Services (Business)
SPOC – Customer Relationship Manager
Users
Users of the Service on a day-to-day basis
SPOC – Service Desk
Customers & Users Needs
May be contradictory e.g. high availability vs value for money.
Balancing Act
SLAs
25
ITIL Principles
ITIL is all about which processes need to be
realized within the organization for
management and operation of the IT
infrastructure to promote optimal service
provision to the customer at justifiable
costs.
26
BS 15000 Milestones
BS 15000/ISO 20000 is the first standard for IT Service Management.
Heavily based upon the ITIL framework.
Has 13 Processes.
Comnet is 5th company in the world to be certified.
1st Satcom Service Provider in the World to be certified.
AMD OMC is the First Client OMC in the World to be certified.
Phase 1 : Target – Nov 04. - COMPLETED
Global Management Centre (GMC)
OMC AMD
Phase 2: Target – Jul 05. - COMPLETED
Global Telecom Infrastructure
IS Infrastructure
Global OMC
SOC
Phase 3: Target – Feb 06. - COMPLETED
Satellite Hub Operations
Phase 4
Cummins
Deutsche Bank
27
ITIL – BS 15000 Correspondence
ITIL BS 15000
Service support
1. Incident Management 1. Incident Management
- Service Desk
2. Problem Management 2. Problem Management
3. Configuration Management 3. Configuration Management
4. Change Management 4. Change Management
5. Release Management 5. Release Management
Service Delivery
6. Capacity Management 6. Capacity Management
7. Availability Management 7. Availability & Service continuity
8. IT Service Continuity Management Management
9. Service Level Management 8. Service Level Management
10. Financial Management for IT Services 9. Budgeting & Accounting of IT services
10. Service Reporting
11. Business Relationship Management
12. Supplier Management
13. Information Security Management
28
ITIL – BS 15000 Relationship
Achieve this
BS 15000
Specification
Management
PD 0005 Overview (Guide)
Code of Practice
Process
ITIL Definition
(IT Infrastructure Library)
Deployed
In-house procedures solution
29
IT Service Management Processes
BS 15000
Service Delivery Process
(Clause 6)
Capacity Management Service Level Management Information Security
(6.5) (6.1)
Management (6.6)
Service Continuity & Service Reporting
(6.2) Budgeting & Accounting
Availability Management
for IT Services
(6.3) Control Process (6.4)
(Clause 9)
Configuration Management (9.1)
Change Management (9.2)
Release Resolution Relationship
Process Processes Processes
(Clause 10) (Clause 8) (Clause 7)
Incident Management Business Relationship
Release Management (8.1) Management (7.1)
(10.1) Problem Management Supplier Management
(8.2) (7.2)
30
ITIL PROCESSES
31
Service Delivery
“What service the business requires of the provider
in order to provide adequate support to the business
users.”
Covers the following processes:
Capacity Management
Financial Management for IT Services
Availability Management
Service Level Management
IT Service Continuity Management
* Also called TACTICAL ITIL Processes
32
Service Support
“Ensuring that the Customer has access to the
appropriate services to support business functions.”
Covers the following processes/functions:
Service Desk
Incident Management
Problem Management
Configuration Management
Change Management
Release Management
* Also called OPERATIONAL ITIL Processes
33
ITIL Model
Release Management
Service Support
IT Customer Change Management
Relationship Problem Management
Management Configuration Management
Incident Management
Service Level Capacity Management
Management
Financial Management IT Service
Service
for IT Services Continuity Management
Desk
Availability
Service Delivery Management
Security Management
Enhanced ITIL ?
34
Incident Problem
Management Management
SERVICE SUPPORT
Operational ITIL Processes
Configuration
Management Change
Release
Management
Management
35
Different Desks
Call Center
Handling large call volumes of telephone-based transactions,
registering them and refering them to other parts of the organization
Help Desk
Managing, coordinating and resolving Incidents as quickly as possible
Service Desk
Allowing business processes to be integrated into the Service
Management infrastructure. It not only handles Incidents, Problems
and questions, but also provides an interface for other activities
36
Types of Service Desk
Local
Centralized
Virtual – “Follow the Sun”
37
Service Desk Goals
Single point of contact for customers
Facilitate restoration of normal operational
service
Deliver high quality support to meet business
goals
Support changes, generate reports, communicate
& promote IT
38
Service Desk Activities / Responsibilities
Receiving, Recording, Prioritizing and Tracking service
calls
Monitoring and Status Tracking of all registered calls
Escalation and Referral to other parts of the organizations
First Line Support
Coordinating second-line and third-party support groups
Keeping customers informed on request status and
progress
Closing incidents and confirmation with the customer
39
Service Desk Inputs and Outputs
Walk-in Telephone Fax
Requests Internet/ Requests Hardware/
Email/Voice
Browser Application
Requests
Requests Events
Management
Information & Monitoring
Service Desk
External Internal
Product Sales & Contract
Service Service
Support Marketing Support
Support Support
40
Incident Management
What is an Incident ?
Any event which is not part of the
standard operation of a service and
which causes, or may cause, an
interruption to, or a reduction /
degradation in, the quality of that
service
KEDB !
41
Problem Management
What is a problem ?
The unknown root cause of one or more
incidents (not necessarily - or often - solved at
the time the incident is closed)
A Problem is a condition that has been defined,
identified from one or more incidents exhibiting
common symptoms, for which the cause is
unknown.
42
Configuration Management
To manage the IT Infrastructure by -
Identification
Recording
Reporting
of IT components, (Configuration Items – CI)
including their versions, constituent components and
relationships
CMDB !
43
Change Management
A Change is an action that results in a new
status for one or more CIs.
Standardized methods and procedures for
implementing approved changes efficiently
and with acceptable risk, to the IT
Infrastructure while minimizing change related
incidents and their impact on service quality &
business continuity.
• Assessing impact of change
• Authorizing change
44
Release Management
Undertakes
• Planning
• Preparation
• Scheduling
of a Release to many Customers and Locations.
Ensures
that only Authorized and Correct versions of
software are made available for operation.
45
IT Service
Service Level
Continuity
Management
Management
SERVICE DELIVERY
Tactical ITIL Processes
Capacity
Management Financial
Availability
Management
Management
46
Capacity Management
To ensure that cost-justifiable IT Capacity
always exists and that it is matched to current
and future identified needs of the business
It efficiently deploys the resources of IT
organization and guarantees the performance of
the services.
47
Availability Management
To optimize the capability of
• IT Infrastructure
• Services
• Supporting organization
to deliver a Cost effective and sustained level of
Availability that enables the business to satisfy
its business objectives.
48
IT Service Continuity Management
Business Continuity Management (BCM) is
concerned with the management of Business
Continuity that incorporates all services upon
which the business depends, one of which is IT
IT Service Continuity Management focusses on
the IT Services required to support the critical
business processes. It delivers required IT
Infrastructure to enable business to continue
following a service disruption
49
Service Level Management
To maintain and gradually improve IT Service
quality through a constant cycle of
• Agreeing
• Monitoring &
• Reporting
upon IT service achievements and instigation of
actions to eradicate poor service – in line with
business or cost justification.
50
Financial Management
To be able to account for the spend on IT
Services, attribute the costs to the services
delivered to the Organization's Customers
and manage the costs.
51
INCIDENT MANAGEMENT
52
Incident
Any event which is not part of the
standard operation of a service and
which causes, or may cause, an
interruption to, or a reduction /
degradation in, the quality of that
service
KEDB !
53
Service Request
Every Incident not being a failure in the IT
Infrastructure
Request for information
Change Request
54
Incident Management Objectives
Restore Normal Service Operation Within Service
Level Agreements (ASAP)
Minimize the adverse impact on business operations
Keep communication going with customer
(escalation, estimated time for resolution)
Aim Plus : Evaluate incident to determine whether
likely to recur or is a symptom of chronic problem
Problem Manager
55
Incident Management Activities / Responsibilities
Registration
Classification – Prioritization, Categorization and Matching
Investigation
Resolution and recovery
Incident Control
Closure
Ownership, monitoring, tracking and communication
Escalation and Referral !
Horizontal/Vertical (Hierarchical)
56
Incident Life Cycle
Incident Control
Incident Detection
And Recording
Process Control
Classification and
Initial Support
Communication
Ownership Yes
Service Service Request
Request ? Procedure
No
Investigation
Reporting And Diagnosis
Resolution
And Recovery
Quality Control
Incident Closure
57
Incident Classification
Prioritization
Calculate from Impact and Urgency – refer to SLA
Factors
Potential cost of non-resolution
Threat of injury to customer or staff
Legal implications
Disruptions to customers and staff
Prioritize Resources
58
Incident Classification
Categorization
Application
Hardware
Service Request – password forgotten
Security Incident – Virus
Matching
Refer to Known Error Data Base
Resolution / Workaround
P1 : KEDB Workaround Solution Problem Mgmt.
P2 : KEDB Solution Problem Mgmt.
59
Incident Management
Incident Detection & Recording
Ownership, Monitoring, Tracking & Communication
RFC
Classification & Initial Support Change Management
Process
Known Resolution
Yes
Error Service Yes Service Request
Database Request Procedure
No Changes?
Direct
Solution
Resolution
No or Problem / Error
Investigation & Diagnosis Database
Work
around
Resolution & Recovery
Incident Closure
Error Control 60
Routing Incidents
First Line Service
Request
Procedure
Detect and Service Initial Yes Resolution, Incident
Resolved?
Record Request? Support Recovery Closure
No
Second Line Investigation Resolution,
Resolved? Yes
Diagnose Recovery
Third Line No
Investigation Yes Resolution,
Resolved?
Diagnose Recovery
No
An Incident “Never” becomes a Problem
61
Benefits of Incident Management
• Improved monitoring against SLAs
• Improved management information on aspects of
service quality
• Better staff utilization
• Elimination of lost or incorrect Incidents
• Improved User and Customer satisfaction
62
PROBLEM MANAGEMENT
63
Problem
The unknown root cause of one or more incidents (not
necessarily - or often - solved at the time the incident is
closed)
A Problem is a condition that has been defined, identified
from one or more incidents exhibiting common symptoms,
for which the cause is unknown.
64
Problem Management - Goals
To minimize the adverse impact of Incidents and Problems on the
business that are caused by errors within the IT Infrastructure
To prevent recurrence of Incidents related to errors
To prevent new incidents
Improve productive use of resources
65
Problem Management Activities
Problem Control
Known Error Control
Proactive Problem Management -
Prevention
Management Information
66
Problem Identification
Incident closed with a “workaround”
Incident solved with considerable impact
Trend Analysis – similar symptoms
Discovery of a source of potential incident
Problem forwarded from another domain
67
Problem Control
Problem Control Error Control
Identification and
registration
Error Identification
and Recording
Classification
Error Assessment
Assigning
Resources
Recording Error Change
RFC
Resolution (RFC) Management
Investigation
and Diagnosis
Successful completion
Establish Error Closure
Known Error
68
Proactive Problem Management
Activities arrived at identifying and resolving Problems before
Incidents occur
Trend Analysis
Post change occurrences of a particular type
Initial faults of a particular type
Recurring incidents with particular CIs
Need for staff or customer training
Targeting Support Action
Identification of faults and actions
General problem areas needing attention
Informing the organization / customers
69
Proactive Problem Management
Historical Incident Data Trending Activities
Data Mining
New Problem
Record Defined • Similarities?
1-1 • Like Symptoms?
M-1 • Incident Groupings?
Relationships
70
Problem Candidate Ranking
I
M
P
A
C
T
71
Reactive Proactive
Reactive Proactive
Prevention of problems on
other systems and
applications
Monitoring of Change Management
Initiating changes to combat :
• Occurrence of incidents
• Repetition of incidents
Identification of trends
Problem identification
Problem diagnosis
Supplying 2nd / 3rd line incident support
72
Incidents versus Problems
Problem Management
Problem Investigate KE
Known
Errors, 1% No
Known
Change Management
Workarounds
Investigation Solution
Change RfC
& Diagnosis Found?
No Yes
29%
Incident (s) Match?
Yes 70%
Get Incident
Solve Incident
Solution Resolved
73
Benefits of Problem Management
Permanent solutions.
Incident volume reduction
Improved IT service quality
Improved organizational learning
Better first-time fix rate at the Service Desk
74
Day 2 : Session
75
ITSM - Summary
ITIL Covers everything – Service Design, Service Development,
Service Deployment, Service Operations & Management.
Going from Technology or Process focus to Customer Service
focus
Clear definition of Service provider’s deliverables - SLAs
Brings in professionalism.
BITA
Cost effective provision of Quality IT Services.
• Deming’s Cycle.
76
Service Desk - Summary
Acts as the central point of contact between the Customer
and the IT service (the buffer between users and IT staff)
Handles incidents, problems, and questions
Provides an interface for other activities such as Change,
Configuration, Release, Service level, and Service
Continuity Management
Requires staff with appropriate attributes and skills.
Provides business support
Good communication
Value of metrics on events / incidents / calls
77
Incident Management - Summary
Incident : (Expected) disruption to agreed service
Manage the Incident life-cycle
Restore service ASAP
Priority determined by business impact and urgency
Correct assessment of priorities enables resources to be
deployed in the best interests of the customer.
Escalation and referral
Incident closure
Scripts, diagnostic aids, forward schedule of change.
Comprehensive KEDB and CMDB invaluable
78
Problem Management - Summary
Problem and Known Error definitions
Objectives
Manage the problem life-cycle (others will implement solutions)
Stabilizing services through :
Removing the root causes of incidents
Preventing occurrence of incidents and problems.
Minimizing the consequences of incidents (the quick fix)
Improving productive use of resources
Activities
Problem Control, Error Control (incl. raising RFCs), Management
information
Reactive to proactive (stop problems occurring / recurring)
Priorities determined by business impact and urgency
79
CONFIGURATION MANAGEMENT
80
Configuration Management
To Manage the IT infrastructure by
• Identification
• Recording
• Controlling
• Reporting
of IT components (Configuration Items - CI), including
their versions, constituent components and
relationships
CMDB !
81
Configuration Management - Goals
Enabling control of the infrastructure by
All the resources needed to deliver services
Configuration (CI) status and history
Configuration Item relationships
Providing information on the IT infrastructure
To all other processes
IT Management
82
Assets Vs Configuration Items
Asset
Component of a business process
Configuration (CI)
Component of an infrastructure – or an item associated with an
infrastructure – which is (or is to be) under the control of Configuration
Management
Asset Register
Book Value
Relationships not captured
Configuration Management Database (CMDB)
A database, which contains all relevant details of each CI and details
of the important relationships between CIs
83
Configuration Item (CI)
Configuration Item
• Is needed to deliver a service
• Is uniquely identifiable
• Is subject to change
• Can be managed
• Physical / Logical
A Configuration Item has
• A Category - H/W, S/W, application, document
• Relationships
• Attributes
• A Status
Is SLA a CI ?
84
Payroll System
Payroll System
Payroll
LAN
Application
PC Hardware Software
85
Configuration Management :
Activities
• Planning – purpose, scope, objectives, policies / procedures
• Identification & Naming - Configuration Management
Database (CMDB)
• Control – only authorized & identifiable CIs
• Status accounting – current & historical data of CIs like live,
obsolete etc & traceability
• Verification and audit – correct recording in CMDB
86
CIs – Scope and Details
-IT Users/ Staff
Document- Environ- - Incidents
Service Hardware Software
ation ment / Known errors
/ Problems
Network
printer Bundled
DETAILS
PC s/w
Local No break
printer power
VDU Keyboard CPU
SLA DBMS W.P. E-mail
SCOPE
87
Benefits of Configuration Management
• Providing accurate information on Configuration item (CI)
and their documentation.
• Helping with financial and expenditure planning.
• Making Software Changes visible.
• Supporting and improving Release Management.
• Allowing the organization to perform impact analysis and
schedule Changes safely, efficiently and effectively.
88
CHANGE MANAGEMENT
89
Change Management
A Change is an action that results in a new status for one
or more CIs.
Standardized methods and procedures for implementing
approved changes efficiently and with acceptable
risk, to the IT Infrastructure while minimizing change
related incidents and their impact on service quality &
business continuity.
• Assessing impact of change
• Authorizing change
90
Change Management
• High percentage of problems related to IT Service
quality result from some change(s) made to the
system
• Change Management
Does not take over the powers; it only Controls
Does not take over anybody’s responsibilities
(e.g. Project Manager)
Is not Bureaucratic; it takes a holistic view.
91
Change Management - Responsibilities
Accepting,
Recording & Filtering
Changes
Assessing Impact,
Cost, Benefit, and
Review
Risk of Proposed
and Closure
Changes
Change
Management
Monitoring
& Reporting Justification &
Approval of
Change
Chairing
Manage &
CAB and
Coordinate
CAB/EC
Implementation
“Not responsible for Implementing changes
only controls”
92
Prioritization
Urgent
Change necessary now (otherwise severe business impact),
approval by CAB / Emergency Committee (CAB / EC)
High
Change needed as soon as possible (potentially damaging)
Medium
Change will solve irritating errors or missing functionality (can be
scheduled)
Low
Change leads to minor improvements (that are not contractually
necessary)
93
Impact of Change
Standard
The change may be executed without prior contact with the Change
Manager
Category 1
Little impact on current services. The change Manager is entitled to
authorize this RfC
Category 2
Clear impact on the services. The RfC must be discussed in the CAB. The
Change Manager requests advise on authorization and planning
Category 3
Significant impact on the services and the business. Considerable
manpower and / or resources needed. Management is involved in the
decision process
94
The Change Advisory Board (CAB)
Change Manager
(Chair)
Others & Service Level
required Manager
Finance Manager CAB
Application
Manager
Release Manager
Senior Business
Representation
Problem Manager
Ensures appropriate & timely communication
95
Change Management Process
Project Change Mgmt
Monitoring Registration RfC
Planning Classification
Approval
[Change Advisory
Build Board (CAB)] Refusal
Authorization
Test
Implementation
Refusal
Backout
Implementation
Update CMDB
Evaluation (PIR)
(Post Implementation
Review)
96
Change Management Relationships
Change Change Release
Management Management Management
Assesses impact Authorizes Change Controls release of
new versions of
Software or
Hardware if
Required to
Implement Change
Capacity Configuration
Configuration
Management Management
Management
Assesses impact
Updates
On Business & Identifies areas
records
IT Performance impacted
97
Benefits of Change Management
• Increased visibility and communication of changes
• Reduced adverse impact of changes on the quality of
services and on SLAs
• Better assessment of the cost and risk of proposed
changes before they are incurred
• Greater ability to absorb a large volume of Changes
98
RELEASE MANAGEMENT
99
Release Management
Undertakes
• Planning
• Preparation
• Scheduling
of a Release to many Customers and Locations.
Ensures
that only Authorized and Correct versions of software
are made available for operation.
“Every Release is a Change”
100
Release Management - Goals
• Plan and oversee the SW & HW rollouts
• Design and implement efficient procedures
• Ensure that changes to hardware and software are controlled
• To manage expectations of the customer during rollout
• To agree the content and rollout plan for a release
• To implement new software releases or hardware into the
operational environment
• Secure all software masters in the definitive software library (DSL)
• Use services of configuration management to ensure that all
hardware being rolled out or changed is secure and traceable (DHS)
101
Release Management Activities
• Release policy and planning
• Release design, build and configuration
• Release acceptance
• Rollout planning
• Communication and training
• Audits prior to and following the implementation of changes
• Release, distribution and installation of software
• Maintain Definitive Software Library (DSL) and update CMDB
102
Releases
Full, Package
And Delta Release
Emergency
Release
Release
Policy
Release Version
Frequency Numbering
103
Operational Processes
Request Change Management
for change
Impact analysis authorization
Release
Management Request
for change
Release
Strategies Problem Error
DSL
control control
Operational
Problem Management IT-Services
Configuration
Incident
Management Management Service Disk
CMDB incidents
104
Operational ITIL Processes
The business, Customers or Users
Difficulties Communications
Management Queries Updates
Tools Enquiries Work-arounds
Incidents
Incidents Service Desk
Incident
Change
Management
Customer
Survey reports Releases
Service reports Problem
Incident statistics
Audit reports Management
Problem statistics Change
Trend analysis Management
Problem reports
Problem reviews
Diagnostic aids
Audit reports Change schedule Release
CAB minutes
Change statistics
Management
Change reviews
Audit reports Release schedule
Release statistics Configuration
Release reviews Management
Secure library
Testing standards
Audit reports CMDB reports
CMDB statistics
Policy/standards
Audit reports
Incidents Problems Changes Releases CIs
Known errors Relationships
CMDB
105
CAPACITY MANAGEMENT
106
Capacity Management
To ensure that cost-justifiable IT Capacity
always exists and that it is matched to current
and future identified needs of the business
It efficiently deploys the resources of IT
organization and guarantees the performance of
the services.
107
Capacity Management - Goals
Balancing Act.
• Cost against Capacity
• Supply against Demand
To achieve Service Levels at the Right Time
108
Capacity Management
Activities/Responsibilities
• Business Capacity Management – Current and future Business
requirements
• Service Capacity Management – management of existing IT Services
• Resource Management – monitoring & measuring of IT infrastructure
components.
• Demand Management
Customer awareness & education
Charging
QoS
• Best Value for Money – Monitoring, tuning etc.
• Capacity Planning
• Capacity Management Database (CDB)
109
Capacity Management Process
Inputs Sub-processes
Business Strategy & Plans
Financial Plans Business Capacity Management
IT Strategy & Plans
Service Level Management Process Service Capacity Management Outputs
Incident & Problem Management Processes
Change Management Process Resource Capacity Management
New Technologies
110
Capacity Management Process
111
Sizing & Models
• Application Sizing
To estimate the resource requirements to support a
proposed application change to ensure that it meets
its required service levels
• Modeling
– Trend analysis
– Analytical modeling
– Simulation modeling – queing theory
– Baseline models
Used to answer the “What if . . .” questions
112
Inputs and Outputs – Capacity plans
and reports
Business Service Technical Financial Utilisation
data data data data data
Capacity DataBase (CDB)
Management Technical Capacity
Reports Reports Plan
113
Capacity Management Planning
Reactive
Predictive or Planned
Actual Demand Tuning
114 Continual Improvement
Capacity Management Benefits
• Increased efficiency and cost savings
– Deferred expenditure
– Economic provision of services
– Planned buying
115
AVAILABILITY MANAGEMENT
116
Availability Management
To optimize the capability of
• IT Infrastructure
• Services
• Supporting organization
to deliver a Cost effective and sustained level of
Availability that enables the business to satisfy its
business objectives.
117
Availability Management
Allows organizations to sustain the IT service availability,
in order to support the business at a justifiable cost.
Availability Reliability
Maintainability Serviceability
Resilience Security
118
Availability Management Goals
To predict, plan for and manage the availability of
services by ensuring that:
• All services are underpinned by sufficient, reliable and
properly maintained CIs
• Where CIs are not supported internally there are
appropriate contractual arrangements with third party
suppliers
• Changes are proposed to prevent future loss of service
Only then can IT organizations be certain of
delivering the levels of availability agreed with
customers in SLAs.
119
Availability Management Responsibilities
• Optimize availability by monitoring & reporting
• Determine availability requirements in business
terms
• Predicting & designing for expected levels of
availability & security – Resilience
• Producing the Availability Plan
• Collecting, analyzing and maintaining data
• Monitoring availability levels to ensure SLAs & OLAs
are met
• Continuously reviewing & improving availability
120
Service Unavailability
“An IT service is
not available
to a customer if the functions required during
Service Hours at that particular Location
cannot be used eventhough the
agreed SLA conditions
are being met”
121
Unavailability Life Cycle
MTTR – Mean Time To Repair (Downtime) =>
MAINTAINABILIY or SERVICEABILITY
Response Time
Recovery Time
*
Incident
Time Between
Incident
Failures or “Uptime”
Repair Time MTBF – Mean Time
Between Failures (Uptime)
= AVAILABILITY
Time Between System Incidents
MTBSI – Mean Time Between System Incidents = RELIABILITY
Time
Vital Business Function (VBF)
122
Availability Formula
Availability = Total Time – Downtime x 100
Total Time
Service Availability = Agreed Service Time (*) – Down Time (*) x 100
Agreed Service Time (*)
* During Service Window
123
Availability Calculations
Series Parallel
Avail = 80%
Device A
Monitor CPU
Resilience
Avail = 85% Avail = 80%
Device B
Avail = 85%
Overall Availability = ? Overall Availability = ?
Resilience ?
124
Security Management
• Goal : To manage a defined level of security on a
service, including managing the reaction to security
incidents
• CIA
• Relevance of Security
• Computer Risk Analysis & Management Methodology
(CRAMM)
125
Risk Analysis
Value of
Threats Vulnerabilities
Assets
Risk analysis Risk Risk ~ f(Asset, Threat, Vulnerability)
Risk Management
Planning
Countermeasures For potential Managing outage
outage
Residual Risk !
126
IT SERVICE
CONTINUITY MANAGEMENT
127
IT Service Continuity Management
Business Continuity Management (BCM) is
concerned with the management of Business
Continuity that incorporates all services upon
which the business depends, one of which is IT
IT Service Continuity Management focusses on
the IT Services required to support the critical
business processes. It delivers required IT
Infrastructure to enable business to continue
following a service disruption
128
Business Continuity Management Process
129
Business Continuity Plan
• Administration
• The IT infrastructure
• IT infrastructure management & operating procedures
• Personnel
• Security
• Contingency site
• Return to normal
130
Risk Analysis
Value of
Threats Vulnerabilities
Assets
Risk analysis Risk Risk ~ f(Asset, Threat, Vulnerability)
Risk Management
Planning
Countermeasures For potential Managing outage
outage
Residual Risk !
131
Countermeasures
• Do nothing
• Manual workarounds
• Reciprocal arrangements
• Gradual Recovery (cold standby)
• Intermediate Recovery (warm standby)
• Immediate Recovery (hot standby)
IMPORTANT : HAVE YOU PLANNED TO RESTORE THE
NORMAL SERVICE….
132
Availability vis a vis Business
Continuity Management
Availability Management Bus Continuity Management
1. Normal 1. Disaster
2. Plan + Implement 2. Only plan (To Implement
when essential in disaster)
3. Control risks 3. Cannot Control risks
- Processes - Fire
- SPOF - War
- Infrastructure / old / - Terror
new - Earthquake
- Knowledge - Hurricanes/Tsunami
If we arrange to control any of
the above, it migrates to
Availability Management.
4. No Downtime 4. Downtime is there but within
accepted limits
133
SERVICE LEVEL MANAGEMENT
134
Service Level Management
To maintain and gradually improve IT Service quality
through a constant cycle of
• Agreeing
• Monitoring &
• Reporting
upon IT service achievements and instigation of actions to
eradicate poor service – in line with business or cost
justification.
135
Service Level Management Goals
• Business-like relationship between customer and supplier
• Improved specification and understanding of service
requirements
• Greater flexibility and responsiveness in service provision
• Measurable service levels
• Quality improvement (continuous review)
136
Service Level Management
Responsibilities
Service Service Level
Catalogue Requirements
Service Level
Agreement
Customer
relationship
management
Service Level Operational
Management Level Agreements
& Contracts
Service
Improvement
Programs Service
Specsheet
Monitor, Review & Service Quality
Report Plan
137
Service Level Management
Process
Six Sigma - example
Established Function
Implement SLAs
Manage ongoing process
Periodic reviews
DEFINE
IMPROVE CONTROL MEASURE ANALYZE
138
Agreements & Contracts
Customer
Service Level Agreements
Service Catalogue
(SLA)
IT Organization
Operational Level Managements
(OLA)
Underpinning Contracts (UC) Internal suppliers
Underpinning Contracts (UC)
External suppliers
Hardware Software Environment Network
139
Elements of Service Level Agreement
General Support Delivery
Introduction
• Parties • Service Hours • Availability
• Signatures • Support • Reliability
• Service Description • Change • Throughput
Reporting & reviewing Procedures • Transaction response times
• Content • Escalation • Batch turnaround times
• Frequency • Contingency & Security
Incentives & Penalties • Charging
140
Benefits of Service Level Management
• Designed to meet service level requirements
• Focused on key business areas
• Clear and consistent expectation of the required
level of service
• Identification of weak areas
• Demonstration of value of Money for customers
141
FINANCIAL MANAGEMENT
142
Financial Management
To be able to account for the spend on IT
Services, attribute the costs to the services
delivered to the Organization's Customers
and manage the costs.
143
Financial Management Activities
Budgeting
Predict and control
IT spend
IT Accounting Charging
Identify Cost by customer, Bill customer for
service, activity services
144
Budgeting
• Ensuring that the correct monies are set aside for the
provision of IT services
• Key influence on strategic and tactical plans
• Budget could have
– Limits on capital and operational expenditure
– Limits on variance between actual and predicted
spend
– Guidelines on how the budget must be used
– An agreed workload and set of services to be
delivered
– Limits on expenditure outside the enterprise or
group of enterprises
145
IT Accounting
• Base decisions on assessments of cost-effectiveness,
service by service
• Make more business-like decisions about IT services
• Provide information to justify IT expenditures &
investments
• Plan and budget with confidence
• Demonstrate under- or over-consumption of service in
financial terms
• Understand the costs of not taking advantage of
opportunities for change
146
Types of Costs
• Fixed
Costs fixed for a reasonable period of time
• Variable
Costs that will vary with usage or time
• Direct
Costs that can be directly allocated
• Indirect
Costs apportioned across a number of Customers
• Capital
Assets that are depreciated over time
• Operational Cost of Ownership
Day to day running costs
147
Charging
• Recover from customers the full costs of the IT
services provided in a fair manner
• Ensure that customers are aware of the costs they
impose on IT and influence customer behavior –
Demand Management
• Make formal evaluations of IT services and plan
for investment based on cost recovery and
business benefits
148
Charging & Pricing Options
Charging
• No charging
• Notional Charging
• Actual / Real Charging
Pricing
• Recover costs
• Cost price plus
• Going Rate
• Market prices
• Fixed Price
149
Benefits of Financial Management
• Accurate cost information
– support IT investment decisions
– determine cost of ownership for services
• Efficient use of IT resources throughout
the organization
• User Awareness
150
ITIL Q & A Session
Q&A
SESSION
151
Question 1
A user experienced a „problem‟ in the application and reported
to the IT department. After a root cause analysis it was found to
have a bug and was resolved through an upgrade. Which
process of ITIL were involved:
a) Problem, Release and Configuration
b) Incident, Problem, Change and Configuration
c) Incident, Problem, Change , Release and Configuration
d) Problem, Change, Release and Configuration
152
Question 2
Which of the following is not a Configuration Item (CI)
a) A Call
b) Documentation
c) Windows 2003
d) Printer
153
Question 3
“Do Nothing” is an option in:
a) Incident Management
b) Problem Management
c) IT Service Continuity Management
d) Capacity Management
154
Question 4
What is a “Problem”
a) A question to be considered
b) An inconvenience
c) Unknown underlying cause of one or more incidents
d) Any event which causes an interruption or reduction in the
quality of service
155
Question 5
To restore normal service operation within Service Level
Agreements is the objective of
a) Service Level Management
b) Availability Management
c) Incident Management
d) IT Service Continuity Management
156
Question 6
Service Request is part of
a) Incident Management
b) Service Level Management
c) Change Management
d) Problem Management
157
Question 7
All Changes will involve
a) Problem Management & Change Management
b) Configuration Management & Change Management
c) Incident Management & Configuration Management
d) Incident Management & Change Management
158
SERVICE REPORTING
159
Service Reporting
Objective
To produce agreed, timely, reliable,
accurate reports for informed decision
making and effective communication.
160
Service Reporting
Clear description of each service report
Identity
Purpose
Audience
Details of the data source.
161
Service Reporting
Service reports shall meet identified needs and customer
requirements. Service reporting shall include:
1. performance against service level targets;
2. non-compliance and issues, e.g. against the SLA, security
breech;
3. workload characteristics, e.g. volume, resource utilization;
4. performance reporting following major events, e.g. major
incidents and changes;
5. trend information;
6. satisfaction analysis.
Mgmt decisions and corrective actions shall consider the findings in the
service reports and these shall be communicated to relevant parties.
162
BUSINESS RELATIONSHIP
MANAGEMENT
163
Business Relationship Management
Objective
To establish and maintain a good
relationship between the service provider
and the customer based on
understanding the customer and their
business drivers.
164
Business Relationship Management
• Customer Satisfaction
• Customer Complaints
• Periodic Meetings
165
Business Relationship Management
The service provider shall identify and document the stakeholders and
customers of the services.
The service provider and customer shall attend a service review
to discuss any changes to the service scope,
SLA,
contract (if present) or the business needs at least annually
Shall hold interim meetings at agreed intervals to discuss
Performance
Achievements
Issues
action plans
These meetings shall be documented. Other stakeholders in the service may
also be invited to the meetings. These changes shall be subject to the change
management process.
The service provider shall remain aware of business needs and major changes
in order to respond to these needs.
166
SUPPLIER MANAGEMENT
167
Supplier Management
Objective
To manage third party suppliers to ensure
the provisions of seamless, quality
services.
168
Supplier Management
169
Supplier Management
- Documented supplier management processes,named contract
manager responsible for each supplier.
- The requirements, scope, level of service and communication
processes to be provided by the supplier(s) shall be documented
in SLAs or other documents,
- SLAs with the suppliers shall be aligned with the SLA(s) with
the business.
- The interfaces between processes used by each party shall be
documented and agreed.
- All roles and relationship between lead and subcontracted
suppliers shall be clearly documented.
- Lead suppliers shall be able to demonstrate processes to
ensure that subcontracted suppliers meet contractual
requirements.
170
Supplier Management
A process shall be in place
- Major review of the contract or formal agreement at least
annually.
- Changes to the contracts(s), if present, and SLA(s) shall
follow from these reviews as appropriate or at other times as
required. Any changes shall be subject to the change
management process.
- To deal with contractual disputes.
- To deal with the expected end of service, early end of the
service or transfer of service to another party.
Performance against targets shall be monitored and
reviewed.
Actions for improvement identified during this process shall
be recorded and input into the service improvement plan.
171
INFORMATION SECURITY
MANAGEMENT
172
Information Security Management
Objective
To manage information security effectively
within all service activities.
173
Information Security Management
Information security policy shall be communicated to all
relevant personnel and customers where appropriate.
Appropriate security controls shall operate to:
1. implement the requirements of the information security
policy;
2. manage risks associated with access to the service or
systems.
- Security controls documented.
- Documentation shall describe the risks to which the
controls relate, and the manner of operation and
maintenance of the controls.
- Impact of changes on controls shall be assessed.
174
Information Security Management
- Third-party access to information systems and services shall be
based on a formal agreement .
- Security incidents shall be reported and recorded in line with
incident management procedure as soon as possible.
- Procedures shall be in place to ensure that all security incidents
are investigated, and management action taken.
- Mechanisms shall be in place to enable the types, volumes and
impacts of security incidents and malfunctions to be quantified
and monitored, and to provide input to the service improvement
plan.
175
REVISION
176
Configuration Management - Summary
Single source and repository for information about the IT
infrastructure & services – more than an asset register (CMDB)
Activities
Planning, Identification, status Accounting, Control, Verification,
Management Information
Role in assessing impact of changes
Configuration Item:
Categories, Attributes, Relationships, Status, Unique Id., Version,
Owner
Scope and detail (Value of the information and level of
independent change)
Baselines and Variants
Supports all other processes.
177
Change Management - Summary
Objective
Only approved changes made, risk and cost assessed, benefit maximised
Applies to all configuration items
Activities
Manage / Filter RFC; Manage Change Record; Assess impact, risk, urgency,
priority & resources; Approve & schedule changes; Oversee change building,
testing & implementation; Review; Business Support
CAB and CAB/ emergency Committee
Membership, Advisory role, Urgent changes
Testing of changes and Backout
Change models and standard changes
Links to Configuration and Release Management
Process always ends with a review of the change and closure of the
Change Record.
178
Release Management - Summary
Objectives
Take an holistic view of changes to the infrastructure
Ensure all aspects of a release are considered together
Manage rights and obligations
Activities
Control DSL & DHS, define release, build release, manage release,
distribute s/w CIs, software audits
Safeguard software and hardware Configuration items (CIs)
Ensure only tested, authorised software is in the live environment
DSL and DHS
Reliable versions of all software and associated CIs (source & object)
Logical / physical storage
179
Release Management - Summary
Releases
Normal Release Unit, Full / package / delta releases,
Numbering, Frequency, Version control for
development, testing, live, archive
Urgent releases – backouts / testing / documentation
180
Capacity Management - Summary
Business CM – trend, forecast, model, prototype, size, document
future business requirements.
Service CM – Monitor, analyse, tune and report on service
performance; establish baselines and profiles of use (incl. peaks &
troughs and throughput) of services; manage demand for service
Resource CM – Monitor, analyse, tune and implement / report on the
utilisation of components; be aware of technologies innovation
Application Sizing and Modeling
Capacity Planning
Defining thresholds and monitoring
Capacity Management is a balancing act
Cost against Capacity : Supply against Demand
181
Availability Management - Summary
Purpose
Plan and manage CI availability to meet Customers’ business
objectives
Scope
hardware, software, environment etc.
Assessing risk
Calculating and monitoring availability
MTBSI, MTTR, MTBF, % availability formulae, thresholds, auto-
detection
Aspects
Reliability, Maintainability, Serviceability , Security (CIA)
Resilience – redundancy, duplexing, fault tolerance
Techniques – CFIA, FTA
Incident life-cycle – occurrence, detection, diagnosis, repair, recovery,
restoration.
182
IT Service Continuity Management -
Summary
Disasters will happen and will affect services
Assets / Threats / Vulnerabilities / Risks / Countermeasures
Part of service planning & design
The IT Service Continuity Plan
Based upon Business Impact Analysis
Assists in fast, controlled recovery
Must be given wide but controlled access
Contents (incl. admin, Infrastructure, People, Return to normal)
Options – gradual (cold), intermediate (warm), immediate (hot), reciprocal,
manual work-around, do nothing
Standby options may only be available for limited periods (or not at all!!).
Fixed vs. Portable
Must be tested frequently – without unacceptably impacting the live service.
183
Service Level Management – Summary
We need to understand what we mean by „Service
Management‟ and by „a service‟
Objectives
Improve service quality (customer dependence)
Measurable service levels
Balance between customer demand and IT capabilities
Activities
Manage customer relationships
Create / maintain Service Catalogue
Determine SLRs; Negotiate, prepare & monitor Service Charter, SLAs
& OLAs, Service Reviews
Service Improvement / Quality plans
Minimum requirements for an agreement
Service description, service hours, response times, availability,
security & continuity targets, critical periods.
184
Financial Management - Summary
Budgeting
Predict, understand and control the budgets and the
spend
Accounting
Calculate the cost of IT services and apportioning
Help identify and justify the cost of changes e.g. ROI
Input cost units and Input cost types (F/V, D/I, C/O)
185
Financial Management - Summary
Charging (but not policy)
Determine charges in SLAs (cost recovery, cost +, market rate, etc)
Influence customer behavior
Charging does not affect costs directly but is an expensive process
General
Sound stewardship
Minimise risk in decision making
Basis of business estimating, planning , budgeting / forecasting
Often used in targets & measures / metrics
186
IT SERVICE MANAGEMENT
BENEFITS
187
Benefits
IT Service is a Core and Vital part of the Business
Think of End-to-End Service
IT Service Management is not optional
Quality process-driven approach and Professional
Staff delivers Value
Business can / will reap Benefits and achieve ROI
on IT
ITIL / BS 15000 provide solid framework and will Do
it for YOU
188
Benefits realisation
itSMF survey - 70% achieving “tangible & measurable” benefits
Meta - 85% resolution on target
- cost per call down 30%
- 50% reduction in new product cycle
IDC survey - 79% reduction in downtime & other factors
- total savings per user $800 p.a.
- ROI up 1300%
Barclays - Downtime reduced from 60 to 15 mins
Proctor & Gamble - $125 million p.a. savings (10% of IT Budget)
- 10% reduction in ITSD calls
Gartner - 48% reduction in cost of IT
Shell Oil - $5 million savings (6000 man days) in Software
upgrades in less than 72 hours.
189
AMD Strategic Benefits
Improved Client Satisfaction
Robust CSAT measurement and Continuous improvements based
on Survey feedbacks
Survey respondents increased from 4% to 20%
CSAT increased from 88% to 96% and continuously improving
Standardization Service levels
Service based SLAs rather than component based SLAs
Consistency in Service delivery
Facilitates roll-out of Shared Services globally
Service Quality Enhancement
Improved SLAs and Staff productivity
Monitoring Tickets rejections,Ticket hops
190
Continued…
Integrated Event management
Pro-active Management – a key for Remote Infrastructure Management
Reduction in Incidents in specific areas due to root cause analysis
Right Skill-ing
Clear definition of L1, L2 and L3 roles
Optimal role assignments and utilization of the staff resulting in cost
savings
Deliver New capabilities to Business
Increased AMD focus on strategy and new services
191
192
Thanx !
193
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