IT Operation to Global Standard by isbangee


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


• International Standard • An introduction to ITIL • What drives change and what are the benefits? • The Framework
– Service Delivery – Service Support

• ITIL in Dimension Data


Recognise this?

How the customer explained it

How the Sales Person understood it

How the analyst designed it

How the programmer wrote it

How the consultant described it

How the project was documented

What operations installed

How the customer was billed

How it was supported

What the customer really needed


Management Standards & Frameworks (1)
– International Telecommunications Union – Telecom specific – wireline and mobile

• TeleManagementForum
– A consortium of service providers and vendors – Created a process framework and technical architecture


Management Standards & Frameworks (2)

– IT Infrastructure Library – Focuses on the management of services

• CobiT
– Control objectives for information and related Technology – Describes best practice for the control if IT resources



Customer Interface Management Processes Information Systems Management Processes Customer QOS Management

- Extends M.3xxx - Process & Functional Architecture - Defines processes for providing services


Order Handling

Problem Handling

Invoicing/ Collections

Service Planning and Development

CustomerService Care Processes Service Service Problem Quality Configuration Management Management

Rating and Discounting

Network Planning and Development

Service Development and Operations Processes Network Network Network Inventory Maintenance Provisioning Management & Restoration

Network Data Management

Network and Systems Management Processes Network Element Management Processes Physical Network and Information Technology

-IT Infrastructure management focus -IT Governance - Planning - Investment - Projects - Quality - Delivery - Support

ITU – M.3xxx
- Physical Focus - Defines interfaces & functions - M.3400 focuses on functions - Recommended architecture for TMN - Recommended interfaces Qx CMIP


- Process Focus - IT Service management - Service level - Equates to COBIT Dxxx processes


Introduction to ITIL

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

What it is not

   

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


What the Framework provides?
• A common terminology (internal to Didata and with our Clients) • A more reliable and consistent approach to service delivery
– Consistent global processes – Consistent global interfaces, look and feel

• • • •

Clearer expectations and responsibilities Increased productivity and accountability Improved service availability A more professional relationship with our clients / Vendors / Third Parties • Increased customer satisfaction and internal confidence • Reputation

Who uses ITIL


Where is it going?
• Currently defined by the British Standard BS15000 • Equivalent standards (based on BS15000) have been adopted in SA and AU
– SANS 15000-1:2004 IT Service Management Part 1: Specification for Service Management – SANS 15000-2:2004 IT Service Management Part 2: Code of Practice for Service Management – AS8018

• BS15000 standard is on the ISO standards fast-track • Expect publication of ISO 20000 some time during 2006


BS15000 Model

Service Design and Management Processes
Service Level Mgmt Security Mgmt Service Reporting Capacity Mgmt

Availability & Service Continuity Mgmt

Control Processes
Configuration Mgmt Change Mgmt

Financial Mgmt

Release Processes Resolution Processes
Incident Mgmt Problem Mgmt

Supplier Processes

Release Mgmt

Business Relationship Mgmt Supplier Mgmt




• An introduction to ITIL • What drives change and what are the benefits? • The Framework

– Service Delivery – Service Support
• ITIL in Dimension Data

Why do we need to change?

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

Financial benefits

• • • • •

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


Operational benefits

• • • • • • •

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

Innovation benefits

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


Employee benefits

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


Positioning: The Service Profit Chain


Comments from Gartner




IS organizations are being asked to make the most of what they have and still deliver cost management improvements. To meet these demands, many have turned to refinements and efficiency improvements through benchmarking, best practices, processes and standards analysis. The IT Infrastructure Library (ITIL) has been at the forefront of best-practice and process methodology. (Gartner, 2004) Prediction: Twenty percent of large IT organizations will rely on IT process improvement to lower operational costs by 10 percent by year-end 2005 (0.9 probability), rising to 40 percent of large IT organizations by year-end 2007 (0.7 probability). (Gartner, 2004, G00124665) Adoption of process- and service-based IT delivery capabilities will not only enable IT to better respond to regulatory compliance issues, lower costs and improve operational effectiveness; these capabilities will also build competencies that can position IT to assume greater responsibility for business processes. (Gartner, 2004, G00124665)



• An introduction to ITIL • What drives change and what are the benefits? • The Framework

– Service Delivery – Service Support
• ITIL in Dimension Data

ITIL Jigsaw diagram

T h e B u s i n e s s

Planning to Implement Service Management Service Management
The Business Perspective

T h e

Service Support

ICT Infrastructure Management

Service Delivery Security Management Applications Management

T e c h n o l o g y


The Service Delivery model
Business, Customers and Users

Service Delivery Providing quality, costeffective IT services

Queries Enquiries

Communication Updates Reports

Service Level Management

Requirements Targets Achievements

Availability Management

Capacity Management

IT Service Continuity Management

Financial Management for IT Services

SLA’s, SLR’s. OLA’s Service Reports Service catalogue SIP Exception Reports Audit Reports

Availability plan AMDB Design criteria Targets / Thresholds Reports Audit Reports

Capacity Plan CDB Targets / Thresholds Capacity Reports Schedules Audit Reports

IT Continuity Plans Risk Analysis Control Centers DR Contracts Reports Audit Reports

Financial Plan Types and Models Costs and Charges Reports Budgets and Forecasts Audit Reports




Service Level Management
To manage the process of negotiating, defining and managing the level of IT services for the cost effective delivery of services that support the business goals of the organisation

• Objectives
– – – – – Catalogued services Services quantified with agreement from DD and Client Internal and external metrics / targets are set and agreed Service Measurement Service improvement

• Under-writes all other disciplines


Financial Management
Accounting for the costs of providing IT service and recovering these costs from Clients in an equitable manner

• Objectives
– Account for all costs – Facilitate accurate budgeting – Provide financial information to enable better business decision making – Build a framework for cost recovery / charging – A basis for balancing cost, capacity and service requirements

• Includes Budgeting, Accounting and Charging


Capacity Management
Optimising the use of IT resources while meeting agreed service levels

• Objectives
– Manage performance and throughput of IT services and supporting infrastructure – Tuning of resources for optimal performance – Understand and influence current and future demands – Forecast and plan requirements for service delivery

• Business Capacity Management
– Current and future requirements

• Service Capacity Management
– Delivery of existing services

• Resource Capacity Management
– Technology that underpins services

Availability Management
To ensure the delivery of IT services where, when and to whom they are required, by planning and building reliable and maintainable infrastructure and services

• Objectives
– Ensure service availability where and when required and according to SLA – Ensure service availability is cost effective – Improve performance due to added resilience and redundancy

• Focuses on Availability, Reliability, Maintainability, Serviceability, Security • Key activities
– – – – – Availability plan Defining targets and measurables Monitoring Reviewing Investigating

Availability Management process
Business availability requirements


Availability and recovery design criteria

Business Impact assessments

IT Infrastructure resilience and risk assessment

Availability, reliability and maintainability requirements

Availability Management

Agreed targets for availability, reliability and maintainability

Incident and Problem data

Reports of availability, reliability and maintainability achieved

Configuration and monitoring data Service Level Achievements

Availability monitoring Availability improvement plans


IT Service Continuity Management
Managing the ability to continue providing a pre-determined and agreed level of IT Service following an interruption to the business

• ITSCM forms part of the organisational Business Continuity Management (BCM) • Objectives
– Reduce vulnerability of the organisation by maintaining or preserving IT services – Reduce or avoid identified risks – Plan for the recovery of key IT services that support vital business functions – Transfer risk to third parties where appropriate – Reduce the impact of potential disasters – Prevent the loss of investor confidence

• Strong focus on awareness, training, testing, change management, review and audit

The Service Support model
Management Tools

Business, Customers and Users

Service Support Providing stability and flexibility for IT service provision
Incident Management

Difficulties Queries Enquiries

Communication Updates Work Arounds


Service Desk



Problem Management Change Management Release Management Service Reports Incident Statistics Audit Reports Problem Statistics Trend Analysis Problem Reports Problem Reviews Diagnostic Aids Audit Reports Configuration Management Change Schedule CAB Minutes Change Statistics Change Reviews Audit Reports Release Schedule Release Statistics Release Reviews Secure Library Testing Standards Audit Reports

CMDB Reports CMDB Statistics Policy / Standards Audit Reports


Problems / Known Errors





CIs Relationships


The Service Desk
To restore normal service operation as quickly as possible and minimise adverse impact on the business, thus ensuring best possible levels of service quality

• Service Desk is a function • Objectives
– Act as the communications interface between Dimension Data and the Client for the duration of the incident (Single point of contact) – Manage the accurate capturing of incident data – Coordinate activities to restore normal service – Support the Incident and Problem Management processes – Provide management information on the performance and quality of IT services – Provide operational support to the business (client)

• Comprises
– Contact Center component – Helpdesk (Remote support function)

Positioning the Service Desk
Security Incidents Technology 1 Incidents Technology 3 Incidents Technology 2 Incidents

Network and Systems Incidents

Management Information

Service Desk

And Monitoring

Security Support

Network Support

Technology 1 Support

Technology 2 Support

Technology 3 Support

Sales, Purchase, Contract and Account Management Support


Incident Management
Restoring normal service operation as quickly as possible and minimising the adverse impact on business operations

• Objectives
– Prevent service level breaches through timely resolution of incidents – Assist Problem Management in identifying trends in incidents – Ensure all incidents are correctly detected and recorded

• Incident = any event which is not part of the standard operation of a service and which causes, or may cause, an interruption to, or a reduction in, the quality of that service. • Service is restored by the fastest means available. This may be a temporary fix, e.g. swap the device • Usually SLA driven (e.g. service restoration metric) • Make use of Known-Error database and other Vendor data sources to determine resolution


Problem Management
To minimise the adverse impact of incidents and problems on the business caused by errors in the IT infrastructure and to prevent the recurrence of incidents related to these errors
• Objectives
– Reduce the overall number of IT incidents – Minimise the impact of incidents and problems on the organisation – Ensure that the correct level and number of resources are focused on problems – Manage information that will allow for better future resolution of incidents – Progress Problems to Known-Errors

• •

Focus on determining and resolving the underlying cause of problems Reactive and proactive components
Service Desk Incident Mgmt Problem Management Change Management Incident Problem Incident Control Problem Control Error Control Change Control

Known Error


Configuration Management
To identify, control and audit the information required to manage IT services by defining and maintaining a database of controlled items, their status, lifecycles and relationships, and any other information required for cost effective IT Service management

• Configuration Management Database (CMDB) is a virtual relational database • 4 Stages of Configuration Management Incident
– – – – – Plan Identify Control Status accounting Verify





• Asset Management focuses on asset lifecycle management, whereas Configuration Management on its role in IT service provision rather than it’s cost

Change Management
Controlling changes to the infrastructure or any aspect of services, with minimum disruption, through a formal, centralised process of approval, scheduling and control to ensure continued alignment to business requirements

• Objectives
– – – – Manage the lifecycle of changes Minimise the disruption caused by changes Ensure that no unauthorised changes are implemented Ensure changes are properly researched, planned and scheduled and that they are properly built and tested

• A defined process for requesting changes • Process applies to hardware, software, documentation, processes, procedures • Approval includes Business, Technical and Financial components • A single change calendar (forward schedule of changes) is maintained across the organisation to minimise conflicting changes

Release Management
Planning and overseeing the successful rollout of hardware and software, both from a technical and non-technical aspect

• Key activities
– Release policy, planning, design, build management and testing – Communication with Change Management and the Client – Audits of Configuration Items before and after the release – Storing and restricting access to controlled software – Installation of new / updated hardware – Release, distribution and installation of software

• Defined release types, e.g. Packaged, Delta, Full


Release Management Activities
Development Environment Live Environment

Controlled Test Environment

Release Management
Design & Develop Or order & Purchase software Build & Configure The release Communicate, Prep. & training

Release Policy

Release Planning

Fit for Purpose testing

Release Acceptance

Roll-out planning

Distribute & Install

Configuration Management Database (CMDB) & Software Library


Summary of the ITIL Framework
Proactive automated radio events to engineer - e.g service offline, low space, poor performance Single point of contact control & communication for customers


What new applications & project are being introduced (ASL)


Are customers happy with the service. Do we understand their business needs

Network & Operations Management
What has been our performance & workloads

Application Management

I we meeting agreed service targets with customers. Are engineers turning up on time

Customer Supplier Relationship
What services & related infrastructure components are critical to the business. How quickly can we restore key services in the event of a disaster

Service Desk
How many service requests & complaints have we solved this month

What resources, how many & where are they located. How are they configured, what are the dependencies

Service Level Management

Asset/Configuration Management

Service Reporting Incident Management Problem Management Release Management Change/Task Management
Have the new services & resources been successfully implemented

Financial Management

Business Continuity

What investment have we in machines, are we getting value for money

Performance & Capacity

What are the root causes of problems. What areas for improvement have been identified

Service Support

Availability Management

Service Delivery
Have we enough machines & resources to deliver required business services

What changes & upgrades are planned for next month & where, What resources are required

How may break-in attempts have been recorded & viruses removed

What business services have been unavailable & what has been the impact.



• An introduction to ITIL • What drives change and what are the benefits? • The Framework

– Service Delivery – Service Support
• ITIL in Dimension Data

• Focused on Client interfacing processes initially
– Service Desk – Incident Management – (Event Management)

• GSOA Change Management aligned to ITIL • Defined the structure of the GSC in terms of functions • Other defined processes include
– Escalations Management – Inter-Regional Service Provision

• A number of other processes are in progress • Process documentation and training material is being completed

GSC Structure
Primer Project Manager Service Desk (SRO)


Monitoring Operations


3rd Party

Operations Engineer
Sales (Contract Owner)

Field Services

PO's OE Expenses




Technical Support
Proactive Engineer

Technical Specialists

1st Line Technical Support (HelpDesk) 2nd Line Technical Support (Specialists)


Service Administration

GSC Deployments



Client Service Managers (CSM) GSOA System Support Global Service Managers (Product)

Functional Flow


ITIL is not a methodology or a project, - it is a way of life

ITIL is not complicated – it is common sense written down




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