Day 2 Operational Processes - IT Infrastructure Library (ITIL) Framework

Day 2 Operational Processes - IT Infrastructure Library (ITIL) Framework May 20, 2008 © 2008 Cisco Systems, Inc. All rights reserved. Cisco Public 1 Agenda Welcome – Karen Manning Program Recordings www.CiscoKnowledgeNetwork.com/UC Future Topics – Email ckn-uc-topics@cisco.com Q&A – Gene Papula June CKN Topic – Securing Enterprise Voice © 2008 Cisco Systems, Inc. All rights reserved. Cisco Public 2 Survey Cisco Knowledge Network – Feedback Scale: 5=Agree; 4=Somewhat Agree; 3=Neutral; 2=Somewhat Disagree; 1=Disagree Overall, the quality and value of the information presented made this Cisco event a good use of my time. [1-5] I learned things that I will apply to my business. [1 - 5] Overall, the speakers were knowledgeable, informative, and engaging. [1-5] I would recommend this event to others. [1 - 5] My Company currently employs ITIL processes in our environment. [Y/N] I am interested in having Cisco contact me to further discuss the use of Cisco Remote Operation Services (ROS) for my UC environment. [Y / N] © 2008 Cisco Systems, Inc. All rights reserved. Cisco Public 3 Day 2 Operational Processes - IT Infrastructure Library (ITIL) Framework Marcus Chance Joe Payne Cisco Remote Operation Services (ROS) © 2008 Cisco Systems, Inc. All rights reserved. Cisco Public 4 Topics ITIL Facts Philosophy Benefits ITIL in Practice Implementation Strategies ITIL at Cisco Remote Operation Services (ROS) © 2008 Cisco Systems, Inc. All rights reserved. Cisco Public 5 ITIL Facts Information Technology Infrastructure Library Originated in United Kingdom in 1980s De facto world standard Bridges Technology and the Business Promotes sound IT Service Management practices Is: common framework for operational practices Is not: re-invention of operations © 2008 Cisco Systems, Inc. All rights reserved. Cisco Public 6 ITIL Certifications International standard for IT Service Management, reflecting best practice contained in ITIL End-to-end understanding of all disciplines in order to oversee service management functions In-depth knowledge of one set of specific disciplines within ITIL Basic familiarity with ITIL •philosophy •terminology •process goals ISO 20000 Manager Practitioner Foundation © 2008 Cisco Systems, Inc. All rights reserved. Cisco Public 7 State of the Cisco Brand with Customers Philosophy Then • Businesses wanted IT services so they could be on the cutting edge • IT providers showed off new technology in exchange for a budget Now • Businesses want value from IT Services • IT providers want to show they are contributing effectively © 2008 Cisco Systems, Inc. All rights reserved. Cisco Public 8 Philosophy – Bridge Model ITIL Version 2 Bridge between business and technology © 2008 Cisco Systems, Inc. All rights reserved. Cisco Public 9 Philosophy – Expectations Business End User IT Service Provider Value for money Reliable service so they can get work done Resources to support requests for IT services © 2008 Cisco Systems, Inc. All rights reserved. Cisco Public 10 Benefits of ITIL Services that meet expectations Integrated, centralized processes Clear roles and responsibilities Defined, agreed, and measured Less “falling through the cracks” Effectiveness and consistency Efficiency Improved accountability and data-based business decisions Learning from previous experience Key Performance Indicators (KPIs) © 2008 Cisco Systems, Inc. All rights reserved. Cisco Public 11 Cisco Q&A © 2008 Cisco Systems, Inc. All rights reserved. Cisco Public 12 ITIL: Practice © 2008 Cisco Systems, Inc. All rights reserved. Cisco Public 13 Incident Management Incident Process Goals Benefits Any event that causes an interruption or reduction to the quality of an IT service Restore normal service operation as quickly as possible and minimize the adverse impact on business operations Reduced business impact of Incidents Better staff utilization, greater efficiency Improved user and customer satisfaction 14 © 2008 Cisco Systems, Inc. All rights reserved. Cisco Public Service Desk Definition Team Objective Benefits Single point of contact between the service provider and users. Restore normal service operation to users as quickly as possible, including service requests and questions Improved customer service and satisfaction Increased accessibility to IT support © 2008 Cisco Systems, Inc. All rights reserved. Cisco Public 15 Incident Management Case Study 1 Segment I Service Provider Cisco Unified Contact Center Without ITIL • Lack of scalability • Lack of accountability for incidents • Haphazard incident record • Multiple recurring incidents • Lack of performance metrics • Performance perception based on anecdotes and single events Poor Customer Experience © 2008 Cisco Systems, Inc. All rights reserved. Cisco Public With ITIL • Team approach • Defined accountability • Thorough incident history from ticketing system • Resolution of recurring incidents by ticket analysis • Actionable metrics • Performance perception based on data Improved Service Levels & Positive Customer Experience 16 Incident Management Case Study 2 Fortune 100 Financial Services Company All IT Services Without ITIL • Varying processes by group • Multiple ticketing systems • Network group accountable for end-to-end restoration of service • High-end engineering resources driving resolution through other support groups • Lack of overall metrics • Customer perception of an unreliable network • • • • With ITIL Common ticketing system OLAs between teams Shared Service Desk Network group engineers focused on technical activities • Comprehensive metrics • Improved customer perception • Focus on actual root cause of events 17 © 2008 Cisco Systems, Inc. All rights reserved. Cisco Public Problem Management Problem Process Goals Benefits Unknown underlying root cause of one or more incidents Minimize the adverse impact of Incidents and Problems and to prevent recurrence of Incidents related to these errors Incident volume reduction Permanent solutions Improved first-time fix rate by Service Desk 18 © 2008 Cisco Systems, Inc. All rights reserved. Cisco Public Problem Management Case Study Fortune 100 Financial Services Company Unified Communications Without ITIL • High number of repeat incidents where root cause not investigated • No methodology for correlating events or driving to root cause • Lack of incident trending to prevent future incidents Customer frustration With ITIL • Reduction of incidents by determining root cause and removing errors • Consistent correlation of incidents • Status reporting throughout lifecycle of Problem Management Improved Service Levels & Customer satisfaction © 2008 Cisco Systems, Inc. All rights reserved. Cisco Public 19 Change Management Change Process Goals Benefits Addition, modification, or removal of approved hardware, network, software, application, etc. Ensure that standardized methods and procedures are used to minimize the impact of Changerelated Incidents Improved risk assessment Fewer changes backed out Better assessment of cost 20 © 2008 Cisco Systems, Inc. All rights reserved. Cisco Public Change Management Case Study 1 Contact Center Service Provider Cisco Unified Contact Center Without ITIL • Severe service impact due to unregulated changes •Customer’s operational support •Service provider support •3rd-party system integration • Inability to separate actual events from installations and customer changes • Unregulated, untested changes Perception that network and product were not reliable With ITIL Customer did not accept feedback on internal change practices and exited service with poor perception of technology product © 2008 Cisco Systems, Inc. All rights reserved. Cisco Public 21 Change Management Case Study 2 Fortune 100 Financial Services Company All IT Services Without ITIL • Severe service impact due to unregulated changes •Operational support •Project implementation • Inability to separate actual events from installations and changes • Unregulated, untested changes Perception that network and Cisco technology were unreliable “It’s the Network” With ITIL • Reduced service impact by regulating changes •Change Advisory Board •Standards for change Implementation •Standard maintenance windows at optimal business times • Ability to determine if alerts were due to changes Perception improvements from change implementation Data and reduced impact 22 © 2008 Cisco Systems, Inc. All rights reserved. Cisco Public Configuration Management CMS/CMDB Process Goals Benefits A set of tools and databases used to manage configuration data including incidents, problems, changes, known errors, and releases © 2008 Cisco Systems, Inc. All rights reserved. Provide accurate configuration information to enable people to make decisions at the right time Reduce costs and risks caused by poorly managed assets Support incident and problem resolution Cisco Public 23 Service Level Management Service Process Goals Benefits One or more IT systems which enable a business process Ensure that an agreed level of IT service is provided for all current IT services and that future services are delivered to agreed achievable targets Cisco Public Interface to the business for servicerelated issues Clear expectations Reliable communications 24 © 2008 Cisco Systems, Inc. All rights reserved. Cisco Q&A © 2008 Cisco Systems, Inc. All rights reserved. Cisco Public 25 ITIL: Implementation © 2008 Cisco Systems, Inc. All rights reserved. Cisco Public 26 Adoption Drivers Challenge Variability in incident resolution times Duplication of effort recreating incident remediations Inaccuracies in configuration management database (CMDB) Lack of standardized change methodologies leads to errors Poor alignment between metrics and process performance Solution Define and separate incident and problem management Create Known Error articles (problem management) Implement change and configuration management Implement change management Define Key Performance Indicators (KPIs) for processes © 2008 Cisco Systems, Inc. All rights reserved. Cisco Public 27 ROS Progress ITIL Baseline Maturity Assessment ROS begins reviewing ITIL; starts foundation training Defined Incident, Problem, and Change for Remedy 2004 Fall ‘06 Dec ‘06 Jul ‘07 Fall ‘07 2008 Incident, Problem, Change, and SLM white papers Tier 1 Incident Management for legacy ticket system Conversion of customers to Remedy 28 © 2008 Cisco Systems, Inc. All rights reserved. Cisco Public Lessons Learned Run the transformation as a program Communicate, communicate, communicate Select a steering committee to give guidance Involve all levels of leadership Define the high- and mid-level processes before choosing a ticketing system Automate as much incident detection as possible Appoint process owners to maintain the processes © 2008 Cisco Systems, Inc. All rights reserved. Cisco Public 29 Implementation – DIY Create vision of your organization on ITIL Gain acceptance from leadership and individual contributors Build knowledge of ITIL processes and principles Identify gaps between your processes and ITIL Plan, communicate, execute, and measure PRO • Better understanding of business realities • Builds sustainable expertise in house CON • Likely to go down some wrong paths • More time required for all phases • Too much familiarity with existing environment 30 © 2008 Cisco Systems, Inc. All rights reserved. Cisco Public Implementation – Consultant Create vision of your organization on ITIL Interview and select a consultant Gain acceptance from leadership and individual contributors Ensure sustainability PRO • Pre-built program plan template • Experience avoiding wrong paths • Less time interpreting ITIL CON • More time needed to learn business realities • Outsiders may not be taken seriously • May not be sustained after consultants leave 31 © 2008 Cisco Systems, Inc. All rights reserved. Cisco Public Conclusions ITIL is a framework for consistent, interconnected IT service processes ITIL improves the customer experience ITIL stabilizes your world Success depends on support of leadership and operations teams Process changes may require tool and organizational changes You can implement ITIL yourself or hire a consultant 32 © 2008 Cisco Systems, Inc. All rights reserved. Cisco Public Resources Official OGC ITIL site: www.itil-officialsite.com Wikipedia: en.wikipedia.org/wiki/ITIL EXIN examination institute: www.exin-exams.com ISEB examination institute: www.bcs.org/BCS/Products/Qualifications/ISEB IT Service Management Forum: www.itsmfi.org ITIL Open Guide: www.itlibrary.org © 2008 Cisco Systems, Inc. All rights reserved. Cisco Public 33 Survey Cisco Knowledge Network – Feedback Scale: 5=Agree; 4=Somewhat Agree; 3=Neutral; 2=Somewhat Disagree; 1=Disagree Overall, the quality and value of the information presented made this Cisco event a good use of my time. [1-5] I learned things that I will apply to my business. [1 - 5] Overall, the speakers were knowledgeable, informative, and engaging. [1-5] I would recommend this event to others. [1 - 5] My Company currently employs ITIL processes in our environment. [Y/N] I am interested in having Cisco contact me to further discuss the use of Cisco Remote Operation Services (ROS) for my UC environment. [Y / N] © 2008 Cisco Systems, Inc. All rights reserved. Cisco Public 34 Cisco Q&A © 2008 Cisco Systems, Inc. All rights reserved. Cisco Public 35 © 2008 Cisco Systems, Inc. All rights reserved. Cisco Public 36