IT Operation to Global Standard

Satit PrasitwuttivechConsultant

Datacraft (Thailand) Ltd.

2

Agenda

• International Standard

• An introduction to ITIL

• What drives change and what are the benefits?

• The Framework– Service Delivery– Service Support

• ITIL in Dimension Data

3

Recognise this?

How it was supported

How the customer was billed

How the consultant described it

How the programmer wrote it

How the analyst designed it

How the Sales Person understood it

How the customer explained it

How the project was documented

What operations installed

What the customer really needed

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Management Standards & Frameworks (1)

• ITU

– International Telecommunications Union

– Telecom specific – wireline and mobile

• TeleManagementForum

– A consortium of service providers and vendors

– Created a process framework and technical architecture

5

Management Standards & Frameworks (2)

• ITIL

– 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

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SalesInvoicing/

CollectionsOrder

HandlingProblemHandling

CustomerQOS

Management

Customer Care ProcessesServicePlanning andDevelopment

Rating and Discounting

ServiceConfiguration

ServiceProblem

Management

Service Quality

Management

Service Development and Operations ProcessesNetworkPlanning andDevelopment

NetworkData

Management

NetworkProvisioning

NetworkInventory

Management

NetworkMaintenance & Restoration

Network and Systems Management Processes

Information S

ystems M

anagement P

rocesses

Physical Network andInformation Technology

Network Element Management Processes

Customer

Customer

Customer Interface Management Processes

Customer Interface Management Processes

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

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

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

COBIT-IT Infrastructure management focus-IT Governance

- Planning- Investment- Projects- Quality- Delivery- Support

ISM

Introduction to ITIL

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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)

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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

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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

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Who uses ITIL

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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

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BS15000 Model

Control ProcessesConfiguration Mgmt

Change Mgmt

Automation

Service Design and Management Processes

Release Processes Supplier Processes

Resolution Processes

Incident MgmtProblem Mgmt

Business Relationship MgmtSupplier MgmtRelease Mgmt

Security Mgmt

Service Level Mgmt

Capacity Mgmt

Availability & ServiceContinuity Mgmt

Financial Mgmt

Service Reporting

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Agenda

• An introduction to ITIL• What drives change

and what are the benefits?

• The Framework

– Service Delivery

– Service Support

• ITIL in Dimension Data

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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

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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

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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

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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”

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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

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Positioning: The Service Profit Chain

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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)

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Agenda

• An introduction to ITIL• What drives change

and what are the benefits?

• The Framework

– Service Delivery

– Service Support

• ITIL in Dimension Data

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The Business

The Technology

ITIL Jigsaw diagram

Service Management

Service Delivery

Service SupportTheBusiness

Perspective

Planning to Implement Service Management

Applications Management

ICTInfrastructureManagement

SecurityManagement

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The Service Delivery model

Service Delivery - Providing quality, cost-effective IT services

Service Level Management

SLA’s, SLR’s. OLA’s

Service ReportsService

catalogueSIP

Exception Reports

Audit Reports

RequirementsTargets

Achievements

Capacity Management

Capacity PlanCDB

Targets / Thresholds

Capacity ReportsSchedules

Audit Reports

Availability Management

Availability planAMDB

Design criteriaTargets /

ThresholdsReports

Audit Reports

Financial Management for

IT Services

Financial PlanTypes and

ModelsCosts and ChargesReports

Budgets and Forecasts

Audit Reports

IT Service Continuity

Management

IT Continuity Plans

Risk AnalysisControl Centers

DR ContractsReports

Audit Reports

QueriesEnquiries

CommunicationUpdatesReports

Business, Customers and Users

CMDB CMDB

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Service Level Management

• 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

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

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Financial Management

• 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

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

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Capacity Management

• 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

Optimising the use of IT resources while meeting agreed service levels

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Availability Management

• 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

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

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Availability Management process

AvailabilityManagement

Activities OutputInput

Business availability requirements

Business Impact assessments

Availability, reliability and maintainability requirements

Incident and Problem data

Configuration and monitoring data

Service Level Achievements

Availability and recovery design criteria

IT Infrastructure resilience and risk assessment

Agreed targets for availability,reliability and maintainability

Reports of availability, reliability and maintainability achieved

Availability monitoring

Availability improvement plans

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IT Service Continuity Management

• 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

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

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The Service Support model

Configuration Management

Problem Management

Incident Management

Change Management

Release Management

Incidents

Management Tools

Service Desk Changes Releases

IncidentsProblems / Known

ErrorsChanges Releases

CIsRelationshipsCMDB

Service ReportsIncident Statistics

Audit Reports

Problem StatisticsTrend Analysis

Problem ReportsProblem ReviewsDiagnostic AidsAudit Reports

Change ScheduleCAB Minutes

Change StatisticsChange Reviews

Audit Reports

Release ScheduleRelease StatisticsRelease ReviewsSecure Library

Testing StandardsAudit Reports

CMDB ReportsCMDB Statistics

Policy / StandardsAudit Reports

CMDB

Business, Customers and Users

DifficultiesQueries

Enquiries

CommunicationUpdates

Work Arounds

Service Support - Providing stability and flexibility for IT service provision

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The Service Desk

• 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)

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

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Positioning the Service Desk

SecurityIncidents

Network andSystemsIncidents

Technology 1 Incidents

Technology 2 Incidents

Technology 3 Incidents

SecuritySupport

NetworkSupport

Technology1 Support

Technology2 Support

Technology3 Support

Service Desk

Sales, Purchase, Contract and Account Management Support

Management Information

And Monitoring

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Incident Management

• 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

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

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Problem Management

• 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

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

Incident

Problem

Known Error

Change

Service DeskIncident Mgmt

ProblemManagement

ChangeManagement

Incident Control

Problem Control

Error Control

Change Control

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Configuration Management

• Configuration Management Database (CMDB) is a virtual relational database

• 4 Stages of Configuration Management– 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

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

CMDB

Incident

Implement

Change

Problem

Close

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Change Management

• 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

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

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Release Management

• 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

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

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Release Management Activities

Development Environment

Controlled Test EnvironmentLive

Environment

Configuration Management Database (CMDB)&

Software Library

Design &DevelopOr order

& Purchasesoftware

Distribute&

Install

ReleasePlanning

ReleasePolicy

Build &Configure

Therelease

Fit for Purposetesting

ReleaseAccept-

ance

Roll-outplanning

Communi-cate,Prep.

&training

Release Management

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Summary of the ITIL Framework

BusinessContinuity

Users Customers

ApplicationManagement

Service LevelManagement

Financial Management

Performance& Capacity

AvailabilityManagement

Asset/ConfigurationManagement

Change/TaskManagement

Security

ReleaseManagement

IncidentManagement

ProblemManagement

Service Desk

Network &Operations

Management

Service Support Service Delivery

ServiceReporting

CustomerSupplier

Relationship

Are customers happywith the service. Do we understand their

business needs

Have we enough machines & resources to deliver required business

services

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

a disaster

I we meeting agreed service targets with

customers. Are engineers turning up

on time

What business services have

been unavailable & what has been

the impact.

What investment have we in

machines, are we getting value for

money

How may break-in attempts have been recorded & viruses

removed

Have the new services &

resources been successfully implemented

What changes & upgrades are

planned for next month & where, What resources

are required

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

what are the dependencies

What are the root causes of

problems. What areas for

improvement have been identified

How many service requests &

complaints have we solved this month

What has been our performance

& workloads

Proactive automated radio events to

engineer - e.g service offline, low space, poor performance

What new applications &

project are being introduced (ASL)

Single point of contact control &

communication for customers

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Agenda

• An introduction to ITIL• What drives change

and what are the benefits?

• The Framework

– Service Delivery

– Service Support

• ITIL in Dimension Data

42

• 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

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GSC Structure

Primer Project Manager

Service Desk (SRO)

Pre

-Sales

Sa

les

(Co

ntra

ct Ow

ner)

Cu

sto

me

r

RM

C (S

DO

)

Vendor

3rd Party

Field Services

Logistics

Technical Specialists

GSOA System Support

Global Service Managers (Product)

Client Service Managers (CSM)

Entitlements ContractsGSC

Deployments

PO'sOE

Expenses

Operations Engineer

Proactive Engineer

1st Line Technical Support (HelpDesk)

MonitoringOperations

Finance

Functional Flow

Technical Support

Service Administration

2nd Line Technical Support (Specialists)

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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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Questions?