21/02/2006 IBM - IT Service Management 1

21/02/2006 IBM - IT Service Management 2

Acknowledge

Si ringrazia Mr. Si ringrazia Mr. YvesYvesVlamijnckVlamijnck Team Manager, Team Manager, Network and IT Network and IT MonitoringMonitoring, , BelgacomBelgacom, per il supporto e , per il supporto e le carte oggetto di questa le carte oggetto di questa presentazionepresentazione

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Belgacom

BelgacomBelgacom is the leading telecommunications is the leading telecommunications company in Belgium and a market leader in a company in Belgium and a market leader in a number of areas, including retail and wholesale number of areas, including retail and wholesale fixedfixed--line telephony services, mobile line telephony services, mobile communications services and broadband data and communications services and broadband data and Internet services. For the year ended 31 December Internet services. For the year ended 31 December 2004, the Group had total revenue of EUR 5,540 2004, the Group had total revenue of EUR 5,540 million and operating income before depreciation million and operating income before depreciation and amortization (excluding nonand amortization (excluding non--recurring items) of recurring items) of EUR 2,394 million. EUR 2,394 million.

http://http://www.belgacom.be/company/en/jsp/static/who_are_we.jspwww.belgacom.be/company/en/jsp/static/who_are_we.jsp

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The ITIL Journey @ Belgacom

ITIL is for use a guide to help us optimizing our IT business. ITIL is all about people, process, tools

Getting the team together and build your framework

IT Service SupportContinu

ity Mgt

Service Level Mgt

Operational

ChangeMgt Availabi

lity Mgt

Incident

Mgt

Problem

Mgt

Employees / Contractors / Suppliers

Infrastructure

En

d U

ser

/ B

usi

ness

Part

ner

Cu

sto

mer

IT ProvisioningOrder intake

Project Mgt

Engineering

IT M

an

ag

em

en

t

Capacity Mgt

Financial Mgt

Security Mgt

Asset Mgt

Contract Mgt

Configuration Mgt

Strategy MgtQuality

AssuranceSkills MgtCommunic

ationRelease Mgt

BG

C

Pro

cesse

s

Define KPI to measure your processesDefine your roadmap

Best in class process oriented

organisation

Excellence (results, …)

Simplification (documentation, reporting, …)

Maturity (efficiency, quality, …)

Partnership (customers, BGC processes, …)

Phazed Approach (priorities defined by ITD roadmaps, …)

Service

Cost

• # process KPI / process• # KPI driving

improvements

• Min-Max maturity level • ITD process maturity

methodology coverage

• # ITD process framework releases

• ITD Processes covered by an owner

KPI

1-31

0-350%

275%

8510

2004

32

1-380%

195%

304

2005

33

2-4100%

1100 %

121

2006

0-10-1

0-210%

330%

62

2003

Then introduce End-to-End Service Management

This is a Journey !Know where you are and where you want to go to !Baseline yourself every year and use it to define next

projects

Financial ManagementFinancial Management

Level 1

Unfocused

Level 2

Aware

Level 3

Capable

Level 4

Mature

Level 5

World Class

Current

Desired

Incident ManagementIncident Management

Problem ManagementProblem Management

ConfiguratonConfiguraton ManagmentManagment

Change ManagementChange Management

SLA ManagementSLA Management

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Capacity ManagementCapacity Management

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DatabasesDB2

BS2000

Applications

DirectoriesWeb App Servers

Business Integration

Messaging & Collaboration

Linux/Unix NonStop

Web Servers

Networks StorageWindows

System Management Products

IT Service Management Platform

IT Service & Support Portal

Today’s ESM BlocksToday’s ESM BlocksBusiness Service Management

Infrastructure Orchestration

Availability OptimizationSecurity Provisioning

VirtualizationSoftware Resource

s

System Resource

s

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Belgacom IT CMDB

The actual CMDB principles:• A unique central CMDB• Phisical relationships are maintained

automatically • Tight integration with AssetDB• Strict reconciliation rules

The Actual CMDB challenges• Scalability (add new CI types and attributes

takes time)• Data quality (many non trivial relationships

are not documented)• Operational Costs (still to much manual)• Limited CMDB functions available for

operational teams

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Correlation, Duplicate

Suppression, Root Cause

BGC IT Incident Mgt processFuture Process Challenges

Incident Creation

Identify Failing Component(s)

TECAutomatic Error

Detection

Event Management

PeregrineService DeskManual Error Detection

CMDBCMDB

TEPTBSMOthers

Resource Status

Discovery

Resources, attributes, relationships, etc.

TCM,ITM, NetView, CAM, other sources

Launch Point Product

Other Service Configuration Items

Determine Business Impact

Assign Priority

Urgency

Refine Incident Details

Notification of Interested Parties

Determine Service SLAs and OLAs

Urgency

Determine Services Impacted

Resources, SLA, Service definition, Transactions,Relationships

ImpactBusiness Service,Relationships

SLA, OLA

Information not in an SLA, OLA

Impact & Urgency

Improve Root Cause analyses

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Service Management Benefits

Measurable – Due to repeatable processes, business value can be measured and improved.

Deliver IT services based on business priorities allowing for better management of expectations

Tighter Integration - between Business and IT –to better manage the business of IT

A Better Way to Manage the Business of IT