ITIL & ITSM Guide and Overview

Information Technology Infrastructure Library (ITIL) Overview

Matthew L. Helm

08 September 2010

Agendag

• Introduction and Key Concepts

• Service Lifecycle

• Service Strategy• Service Strategy

• Service Design

• Service Transition

• Service Operation

• Continual Service Improvement

INTRODUCTION AND KEYINTRODUCTION AND KEY CONCEPTS

Why We Are Here?y

Need to balance:Need to balance:– Fewer resources

N d t t d– Need to get more done

– Need to deliver higher quality services

Need to be relevant

Customer Viewpointp

• Not interested in processesNot interested in processes

• Could care less about underlying technology

i d i i li h• More interested in service quality than cost

• Not always focused on business value of service

• Just want to use the service to achieve business goals

Leadership Viewpointp p

• Services should –Services should – Create value for the University

Create value for the customer– Create value for the customer

– Reduce cost or increase productivity

A hi U i it l– Achieve University goals

– Manage costs and risks more effectively

Definition of Service

A service is a means of delivering value toA service is a means of delivering value to customers by facilitating outcomes customers want to achieve without the ownership of want to achieve without the ownership ofspecific costs and risks

SOURCE: ITIL Service Strategy Publication, p.16


Best Practice vs. Good Practice

• Best practice provides generic guidelinesBest practice provides generic guidelines based on successful experiences of a number of organizationsof organizations

G d i i h li i f b• Good practice is the application of a best practice or an input into a best practice by the U i iUniversity

What is Service Management?g

Service Management is a set of specializedService Management is a set of specialized organizational capabilities for providing value to customers in the form of servicesto customers in the form of services

Th bili i i l dThese capabilities include processes, functions, and roles for managing services

h i lif lover their lifecycle

Objective of Service Managementj g

Ensure that IT services are aligned to business needs and actively support them

SOURCE: ITIL Service Strategy Publication, p.3SOURCE: ITIL Service Strategy Publication, p.3

Process

• A process is a set of activities designed toA process is a set of activities designed to accomplish a specific objective

• It takes defined inputs and turns them into• It takes defined inputs and turns them into defined outputs

M i l d l ibili i l d• May include roles, responsibilities, tools, and management controls

Characteristics of a Process

• MeasurableMeasurable

• Delivers specific results

li i l• Delivers primary results to customers or stakeholders (and meet expectations)

• Responds to specific events

Business Process Evolution


Functions and Roles

• Function is a team or group of people and theFunction is a team or group of people and the tools that they use to carry out one or more processes or activitiesprocesses or activities

R l i f ibili i i i i d• Role is a set of responsibilities, activities, and authorities granted to a person or a team

SERVICE LIFECYCLESERVICE LIFECYCLE

What is ITIL?

• Most widely adopted approach for IT ServiceMost widely adopted approach for IT Service Management

• Framework of Best Practice guidance for• Framework of Best Practice guidance for identifying, planning, delivering, and supporting IT services to the businesssupporting IT services to the business

SOURCE: www.itil‐officialsite.com/AboutITIL/WhatisITIL.aspSOURCE: www.itil officialsite.com/AboutITIL/WhatisITIL.asp

Brief History of ITILy

• 1980s – UK Government set out to document1980s UK Government set out to document how the most successful organizations approached service managementapproached service management

• Version 1 published between 1989 – 1995 (31 books)books)

• Currently in Version 3 (5 books) since 1987

ITIL Benefits

• Improved IT services• Reduced costs• Improved customer satisfaction through a p gmore professional approach to service delivery

• Improved productivity• Improved use of skills and experiencep p• Improved delivery of third party service

SOURCE: www.itil‐officialsite.com/AboutITIL/WhatisITIL.aspSOURCE: www.itil officialsite.com/AboutITIL/WhatisITIL.asp

Service Lifecycley

Five publicationsFive publications

• Service Strategy

S i i• Service Design

• Service Transition

• Service Operation

• Continual Service ImprovementContinual Service Improvement

Publication Contents

• Business case argument of the need for the lif llifecycle stage

• Policies and governance aspects of the lifecycle stage

• Identification of processes and the activities pneeded to carry them out

• Organizational roles and responsibilitiesOrganizational roles and responsibilities needed to manage the lifecycle stage

SOURCE: ITIL Official Introduction, www.best‐management‐practice.com/gempdf/Introduction to ITIL Contents.pdfSOURCE: ITIL Official Introduction, www.best management practice.com/gempdf/Introduction_to_ITIL_Contents.pdf

Publication Contents (cont.)( )

• Recommendations on areas to focus automationRecommendations on areas to focus automation

• Best ways to implement the lifecycle stage

• Highlights common challenges risks and success• Highlights common challenges, risks, and success factors experienced by other organizations

Oth f k li d ith lif l t• Other frameworks aligned with lifecycle stage

• Templates and examples of how lifecycle stage b li dcan be applied

SOURCE: ITIL Official Introduction, www.best‐management‐practice.com/gempdf/Introduction to ITIL Contents.pdfSOURCE: ITIL Official Introduction, www.best management practice.com/gempdf/Introduction_to_ITIL_Contents.pdf

Service Management Across Lifecycleg y


Maturity in Technology Managementy gy g

SOURCE: ITIL Service Operation Publication, p.81

SERVICE STRATEGYSERVICE STRATEGY

Service Strategygy

How to design, develop, and implement service

management not only as an organizational

capability but also as a strategic assetcapability but also as a strategic asset

SOURCE: ITIL Service Strategy Publication, p. 8

Service Strategy Goalsgy

• Transforms Service Management into strategicTransforms Service Management into strategic asset

• University thinks and acts in a strategic• University thinks and acts in a strategic manner

Cl ifi l i hi b i• Clarifies relationships between services, systems, or processes and the business

d l i bj i hmodels, strategies, or objectives they support

Key Concepts and Processesy p

• Concepts– Value Creation

– Utility and Warrantyy y

– Service Portfolio

– Risk ManagementRisk Management

• ProcessesFinancial Management– Financial Management

– Demand Management

Service Strategy Questionsgy

• What services should we offer and to whom?• How do we differentiate ourselves from competing alternatives?H d t l f t ?• How do we create value for our customers?

• How can we make a case for strategic investments?investments?

• How should we define quality?• How do we resolve conflicting demands for• How do we resolve conflicting demands for shared resources?

SOURCE: ITIL Service Strategy Publication, p. 9‐10

Four Ps of Strategygy

• Perspective – vision and direction

• Position – what we are going to focus on

• Plan – how to go from “as is” to “to be”g

• Pattern – series of consistent decisions and actions over timeactions over time

SOURCE: ITIL Service Strategy Publication, p.56‐57gy , p

Value Creation

• Utility and Warranty define services and work together to create value for the customer

• UtilityUtility– Service the customer gets

– “Fit for purpose”Fit for purpose

• WarrantyH th i i d li d– How the service is delivered

– “Fit for use”

Example of Utility and Warrantyp y y


Utility and Warrantyy y


Assets

• Two types of assetsTwo types of assets

• ResourcesDi t i t f d ti– Direct inputs for production

• Capabilities– Ability to coordinate, control, and deploy resources

Service Management Modelg

SOURCE: ITIL Service Strategy Publication, p.80gy , p

Value of a Service


Types of Service Providersyp

• Type IType I

• Type II

• Type III

Type I: Internal Service Provideryp


Type II: Shared Services Unityp


Type III: External Service Provideryp


Value Creation Viewpointp

• Customers will choose a service provider typeCustomers will choose a service provider type

• Service providers should look at services from customer’s perspective rather than focusingcustomer s perspective rather than focusing on production of services

N d l k h b l f i f• Need to look at the balance of services from across all customers – not just requestor

Viewing Customers via Marketing Eyes

• What is our business?What is our business?

• Who is our customer?

h d h l ?• What does the customer value?

• Who depends on our services?

• How do they use our services?

• Why are they valuable to them?Why are they valuable to them?

Value NetworkA web of relationships that generates tangible

d bl l h h l dand intangible value through complex dynamic

exchanges through two or more organizations


Advantages of Value Networkg

• Marshal external talentMarshal external talent

• Reduce costs

Ch f l i f di i i• Change focal point of distinctiveness

• Increase demand for complimentary services

• Collaborate


Services across Value Network


Service Portfolio

The commitments and investments made by aThe commitments and investments made by a

service provider across all customers and market

spaces

• Current contractual commitments

• New service development

• Ongoing service improvementOngoing service improvement


Service Portfolio


Service Portfolio

SOURCE: ITIL Service Design Publication, p. 34

Service Portfolio vs. Service Catalog


Strategic Assessmentg

• Strengths and weaknessesStrengths and weaknesses

• Distinctive competencies

i• Business strategy

• Critical success factors

• Threats and opportunities


Risk Analysis and Managementy g


Financial Managementg

• Visibility and accountability

• Compliance and control

• Cost of providing servicesp g

• Value customers get from services

• Operational control• Operational control

• Enhanced decision making


Demand Managementg

• Understand customer service requirementsUnderstand customer service requirements and how they vary over the business cycle

• Ensure provision of appropriate level of• Ensure provision of appropriate level of service

E d ili h• Ensure warranty and utility matches customer needs

Up Nextp

Service Design

SERVICE DESIGNSERVICE DESIGN

Service Designg

Set of specialized organizational capabilities forSet of specialized organizational capabilities for

providing value to customers in the form of

iservices


Service Design Goalsg

• Design services to:g– Satisfy business objectives– Be efficiently developed with appropriate timescales and cost

– Identify and manage risks so that they can be d iti t dremoved or mitigated

• Design efficient and effective processes for the design transition operation anddesign, transition, operation, and improvement of high‐quality processes

Service Design Goalsg

• Design secure and resilient IT infrastructure, g ,environments, applications, information resources and capabilitiesD i t th d d t i• Design measurement methods and metrics

• Produce and maintain IT plans, processes, policies, standards, architectures, and frameworksstandards, architectures, and frameworks

• Develop skills and capability with IT by moving strategy and design activities into operational tasks

• Contribute to improvement of overall quality of IT service

Scope of Service Designp g

• New or changed services• Service management systems and tools, especially the Service Portfolio (including the S i C t l )Service Catalog)

• Technology architecture and management tsystems

• Required processes• Measurement methods and metrics


The Four Ps


IT Steering/Strategy Groupg/ gy p

• Reviewing business and IT plans• Demand planning• Project authorization and prioritization• Review of projects• Potential outsourcingg• Business/IT strategy review• Business/IT ContinuityBusiness/IT Continuity• Policies and Standards

SOURCE: ITIL Service Design Publication, p. 17‐18

Service Design Processesg

• Service catalog managementService catalog management

• Service level management

C i• Capacity management

• Availability management

• IT service continuity management

• Information security managementInformation security management

• Supplier management

Service Design Packageg g

• Details all aspects of a servcie and providesDetails all aspects of a servcie and provides requirements through all subsequent stages of the lifecyclethe lifecycle

• The SDP is created in Service Design and passed to Service Transition forpassed to Service Transition for implementation

SDP Contents

• Business requirementsBusiness requirements

• Service applicability

S i• Service contacts

• Service functional requirements

• Service level requirements

• Service and operational managementService and operational management requirements

SDP Contents

• Service design and topologyService design and topology

• Organizational readiness assessment

S i• Service program

• Service transition plan

• Service operational acceptance plan

• Service acceptance criteriaService acceptance criteria

Service Catalog Managementg g

• Provide a single source of consistentProvide a single source of consistent information on all agreed upon services and ensure that it is widely available to thoseensure that it is widely available to those approved to access it

• Ensure a Service Catalog is produced and• Ensure a Service Catalog is produced and maintained containing accurate information on all operational services and those beingon all operational services and those being prepared to be run operationally

Service Catalog Typesg yp

• Business Service Catalog– Details of all IT services delivered to customers

– Visible to the customer

• Technical Service Catalog– Details of all supporting servicespp g

– Not usually visible to customers


Service Level Managementg

• Negotiate, agree, and document service levels

• Measure, report, and improve service levels

• Communicate with business and customersCommunicate with business and customers


Types of Service Level Agreementsyp g

• Service specific level – specific service, all customers

• Customer level or business unit level – specific pcustomer, all services

• Corporate level – all issues appropriate toCorporate level all issues appropriate to every customer throughout the University (less volatile, updates infrequent)(less volatile, updates infrequent)

Service Level Management Activities

• Design SLA frameworksDesign SLA frameworks

• Identify Service Level Requirements (SLRs)

i i f i S• Monitor service performance against SLA

• Measure and improve customer satisfaction

• Produce service reports

Service Level Management Activities (cont.)

• Conduct service reviews and initiate ServiceConduct service reviews and initiate Service Improvement Plans (SIPs)

• Review and revise SLAs OLAs and Ucs• Review and revise SLAs, OLAs, and Ucs

• Develop contacts and relationships

• Manage complaints and compliments

Availability Managementy g

• Ability of a service component orAbility of a service, component, or configuration item to perform its agreed upon functionfunction

Availability Management Definitions

• Reliability – how long service, component, or configuration item (CI) can perform function without interruption

• Maintainability – how quickly and effectively a service, component, or CI can be restored toservice, component, or CI can be restored to normal working after a failure

• Serviceability – Ability of a third‐party supplier• Serviceability – Ability of a third‐party supplier to meet the terms of their contract



Availability Management Goalsy g

• Ensure agreed upon level of availability provided

• Continually optimize and improve availabilityContinually optimize and improve availability of services, IT infrastructure, supporting organizationorganization

• Provide cost effective availability improvementsimprovements

• Produce and maintain availability plan



Incident Lifecycley


Availability Termsy

• High availability – minimizing or hiding effects of component failure

• Fault tolerance – ability to operate correctly after component failure

• Continuous operation – eliminate planned downtime of a service

• Continuous availability – achieve 100% availability; no planned or unplanned downtime

Information Security Managementy g

• Provide a focus for all aspects of IT security and manage all IT security activities


Information Security Management Principles

• Align IT security with business securityAlign IT security with business security

• Dependent upon overall governance frameworkframework– Strategic direction for security activities

E i i i hi d– Ensures activities achieved

– Ensures risks are appropriately managed

– Ensures enterprise information resources used responsibly

Information Security Managementy g

• Information available and usable when required o at o a a ab e a d usab e e equ edand system can resist attacks and recover from or prevent failures (availability)

• Information disclosed to only those with a right to know (confidentiality)

• Information is complete, accurate, and protected from unauthorized modification (integrity)B i t ti b t t d• Business transactions can be trusted (authenticity)

Information Security Management System (ISMS)


Supplier Managementpp g

Manage suppliers and the services they supply,

to provide seamless quality of IT service to the

business ensuring value for the money isbusiness, ensuring value for the money is

obtained


Capacity Management Goalp y g

Ensure that cost‐justifiable IT capacity in allEnsure that cost justifiable IT capacity in all

areas of IT always exists and is matched to the

d f d d f hcurrent and future agreed upon needs of the

business, in a timely manner

Capacity Management Sub‐Processes


IT Service Continuity Managementy g

Ensure that required IT technical and service

facilities can be resumed within required and

agreed upon business timelinesagreed upon business timelines


IT Service Continuity Managementy g

• Maintain service continuity and IT recovery plans to support business continuity plans

• Complete regular business impact analysis• Conduct regular risk assessment• Provide advice and guidance on issues• Implement measures to meet or exceed business continuity targets

• Check impact of changes on existing plans• Negotiate contracts with suppliers

Up Nextp

Service Transition

SERVICE TRANSITIONSERVICE TRANSITION

Service Transition

Development and improvement of capabilitiesDevelopment and improvement of capabilities

for transitioning new and changed services into

ioperations

SOURCE: ITIL Service Transition Publication, p. 6

Service Transition Goals

• Set customer expectations of the performanceSet customer expectations of the performance and use of new/changed service

• Enable integration of releases with businessEnable integration of releases with business services

• Ensure consistent performance of releasesEnsure consistent performance of releases• Reduce known errors and minimize risks during transitionduring transition

• Ensure releases meet requirementsSOURCE: ITIL Service Transition Publication, p. 16‐17

Service Transition Processes

• Knowledge Management

• Transition Planning and Support

• Change ManagementChange Management

• Service Asset and Configuration Management

R l d D l t M t• Release and Deployment Management

• Service Validation and Testing

• EvaluationSOURCE: ITIL Service Transition Publication, p. 35

Service Transition Scopep


Knowledge Managementg g

Ensure that the right information is delivered tog

the appropriate place or competent person at

the right time to enable informed decisionthe right time to enable informed decision

SOURCE: ITIL Service Transition Publication, p. 145, 147

Service Knowledge Management System


Transition Planning and Supportg pp

• Plan appropriate capacity and resources to l / h d drelease new/changed service into production

• Provide support for transition teams• Ensure integrity of customer assets, service assets, and configuration throughout lifecycleE i i k d i ti t d t• Ensure issues, risks, deviations reported to stakeholders and decision makers

• Coordinate activities across projects suppliers• Coordinate activities across projects, suppliers, and service teams


Change Management Purposeg g p

• Standardized methods and procedures usedStandardized methods and procedures used for efficient and prompt handling of changes

• All changes are recorded in Configuration• All changes are recorded in Configuration Management System

O ll b i i k i i i d• Overall business risk is optimized


Change Management Goalsg g

• Respond to customer’s changing businessRespond to customer s changing business requirements while maximizing value and reducing incidents disruption and re‐workreducing incidents, disruption, and re work

• Respond to business and IT requests for change that will align services with businesschange that will align services with business needs


Seven Rs of Change Managementg g• Who Raised the change?• What is the Reason for the change?• What is the Reason for the change?• What is the Return required from the change?• What are the Risks involved in the change?What are the Risks involved in the change?• What Resources are required to deliver the change?

• Who is Responsible for the build, test, and implementation of the change?Wh t i th R l ti hi b t thi h• What is the Relationship between this change and other changes?


Change Management Flowg g

SOURCE ITIL S i T iti P bli ti 49SOURCE: ITIL Service Transition Publication, p. 49

Service Asset and Configurationg

• Identify, control, record, report, audit, and verify service assets and configuration items

• Account for, manage, and protect service assets and CIs

• Establish and maintain accurate and complete C fi ti M t S tConfiguration Management System

• Support customer control requirementsS S i M• Support Service Management processes

• Minimize compliance issuesSOURCE ITIL S i T iti P bli ti 65SOURCE: ITIL Service Transition Publication, p. 65

Asset Managementg

• Maintain complete inventory of assetsMaintain complete inventory of assets

• Control service assets across the whole service lifecycle from acquisition to disposallifecycle from acquisition to disposal


Configuration Managementg g

• Ensure components of a service system orEnsure components of a service, system, or product are indentified, baselined, and maintainedmaintained

• Provide a model of the services, assets, and infrastructureinfrastructure

• Records relationships and attributes

• May include non‐IT assets and attributes


Configuration Itemsg

Any component that needs to be managed todeliver an IT service• Service Lifecycle CIs (business case, plans)• Service CIs (applications, information, people)• Organizational CIs (business strategy, policies)g ( gy, p )• Internal CIs (software to deliver service)• External CIs (releases from suppliers)External CIs (releases from suppliers)• Interface CIs (deliver end‐to‐end service)

SOURCE: ITIL Service Transition Publication, p. 67‐68

Configuration Management Database


Definitive Media Library (DMI)y ( )

• CMDB describes the CIs

• DMI stores the actual CIs

• Master copies of all software assets• Master copies of all software assets– Scripts as well as code

Management tools and applications– Management tools and applications

– Licenses and documentation

l f b ld d d b• Only source for build and distribution

Release & Deployment Management

• Clear and comprehensive release and d l t ldeployment plans

• Release packages can be built, installed, t t d d d l dtested, and deployed– Efficiently, successfully, and on scheduleWith i i l i t d ti i– With minimal impact on production services, operations, and support teams

– Enabling new/changed services to deliver agreedEnabling new/changed services to deliver agreed upon service requirements


Release & Deployment Management

• Skills and knowledge transfer to enable – Customers and users to optimize use of the service

– Operations and support staff to run and support the service


Service Validation & Testingg

Establishes that the Service Design and releaseEstablishes that the Service Design and release

will deliver a new/changed service or service

ff i h i fi f d fi foffering that is fit for purpose and fit for use

AKA – Quality Assurance


V‐Service Model


Evaluation

• Provide a consistent and standardized means of determining the performance of a service change in the context of existing and proposed services and IT infrastructure

• Actual performance of change assessedActual performance of change assessed against predicted performance and any deviations between the two are understooddeviations between the two are understood and managed


Communicating During Transitiong g


Emotional Cycle of Changey g


Up Nextp

Service Operations

SERVICE OPERATIONSERVICE OPERATION

Service Operationp

A hi i ff ti d ffi i i thAchieving effectiveness and efficiency in the

delivery and support of services so as to ensure

value for the customer and the service provider

SOURCE: ITIL Service Operation Publication, p. 6

Service Operation Goalsp

• Coordinate and carry‐out day‐to‐day activities y y yand processes to deliver and manage services at agreed upon levels

• Ongoing management of the technology that is used to deliver and support services

• Execution and measurement of plans, designs, and optimizations

• Monitor performance, assess metrics, and gather data

SOURCE ITIL S i O ti P bli ti 13SOURCE: ITIL Service Operation Publication, p. 13

Service Operation Processesp

• Event ManagementEvent Management

• Incident and Problem Management

lfill• Request Fulfillment

• Access Management


Service Operation Communicationp• Routine operational communication• Communication between shifts• Communication between shifts• Performance reporting• Communication in projectsCommunication in projects• Communication related to changes, exceptions, and emergencies

• Training on new or customized processes and service designsC i ti f t t d d i t S i• Communication of strategy and design to Service Operation Teams

SOURCE: ITIL Service Operation Publication, p. 29‐30

Event Managementg

• Event – any detectable or discernable occurrenceEvent any detectable or discernable occurrence that has significance for the management of the IT infrastructure or the delivery of IT servicey

• Events are typically notifications created by an IT service, configuration item (CI) or monitoring toolservice, configuration item (CI) or monitoring tool

• Alert – a warning that a threshold has been reached, something has changed, or a failure hasreached, something has changed, or a failure has occurred


Event Management Goalsg

• Detect events, make sense of them, and d i h i l idetermine the appropriate control action

• Basis for Operational Monitoring and Control (if events are configured to report operational information)

• Event Management provides a way of comparing actual performance against design p g p g gstandards and SLAs


Monitoring vs. Event Management

• Event Management focused on generating and g g gdetecting meaningful notifications about the status of the IT infrastructure and services

• While Monitoring is required to detect and track• While Monitoring is required to detect and track notifications – it is much broader than Event Management

• Event Management works with occurrences that are specifically generated to be monitored. Monitoring tracks these occurrences plus thoseMonitoring tracks these occurrences plus those that do not generate events


Event Management Processg


Types of Eventsyp

• Informational – does not require any actionInformational does not require any action and does not represent an exception

• Warning a service or device is approaching a• Warning – a service or device is approaching a threshold

E i i d i i l• Exception – a service or device is currently operating abnormally (OLA and SLA have been b h d)breached)


Incident Managementg

• Restore normal service operation as quickly as p q ypossible and minimize the adverse impact on business operations, thus ensuring the best possible levels of service quality and availability are maintained (as defined by the SLA)SLA)

• Incident – an unplanned interruption to an IT service or reduction in the quality of an ITservice or reduction in the quality of an IT service

SOURCE: ITIL Service Operation Publication, p. 46SOURCE: ITIL Service Operation Publication, p. 46

Incident Managementg

• timelines must be agreed upon for all incident‐handling stages (based upon terms of the SLA or OLA)

• Incident models are created to define the steps to be taken to handle a process when an p pincident occurs

• Major incidents – have a separate procedureMajor incidents have a separate procedure with shorter timelines and greater urgency


Incident Management Processg


Prioritizing Incidentsg

• Impact – measure of the effect of an incident on a business process

• Urgency – measure of how long it will be untilUrgency measure of how long it will be until an incident has a significant impact on the businessbusiness

• Priority – category used to identify the relative importance of an incident (based on impactimportance of an incident (based on impact and urgency)


Request Fulfillmentq

• Processes of dealing with service requests from the user

• Provide a channel for users to request and qreceive standard services for which a pre‐defined approval and qualification process pp q pexists

• Provide information to users about availabilityProvide information to users about availability of services and procedure for obtaining them


Request Fulfillmentq

• Source and deliver the components ofSource and deliver the components of requested standard services (licenses, software media)software media)

• Assist with general information, complaints, or commentscomments


Problem Managementg

• Prevent problems and resulting incidents fromPrevent problems and resulting incidents from happening

• Eliminate recurring incidents• Eliminate recurring incidents

• Minimize impact of incidents that cannot be dprevented


Problem Managementg

• Problem – the cause of one or more incidents

• Problem Model – standard ways to handle problems in the futureproblems in the future

• Workaround – a temporary way of overcoming difficultiesdifficulties

• Known Error – after diagnosis is complete and k d i l K E dworkaround in place a Known Error record

should be placed in the Known Error DatabaseSOURCE: ITIL Service Operation Publication, p. 64p , p

Problem Management Processg


Access Managementg

• Granting authorized users the right to use a g gservice, while preventing access to non‐authorized users (aka, Rights Management, ( , g g ,Identity Management)

• Access Management implements and enforcesAccess Management implements and enforces security policies, but does not define them (Information Security Management in Service(Information Security Management in Service Design)


Access Management Termsg

• Access – level and extent of service’s functionality d h l dor data that a user is entitled to use

• Identity – information that distinguishes a user as an individual and verifies their status in thean individual and verifies their status in the organization

• Rights – actual settings where a user is provided g g paccess to a service or group of services (read, write, execute)

• Directory services a specific type of tool used to• Directory services – a specific type of tool used to manage access and rights


Access Management Activitiesg

• Requesting Access• Verification (user is who they say they are and have legitimate requirement for service)P idi Ri ht• Providing Rights

• Monitoring Identity Status (update when job changes)changes)

• Logging and Tracking Access (proper usage of rights)rights)

• Removing or Restricting RightsSOURCE: ITIL Service Operation Publication, p. 68‐70

Service Operation Topicsp p• Monitoring and Control• IT Operationsp• Mainframe Management• Server Management and Support• Network ManagementNetwork Management• Storage and Archive• Database Administration• Directory Services ManagementDirectory Services Management• Desktop Support• Middleware Management• Internet/WebManagement• Internet/Web Management• Facilities and Data Center Management

SOURCE: ITIL Service Operation Publication, p. 82‐100, 107

Service Operation Activitiesp

• Service Desk – primary point of contact for users during service disruption service requests and someduring service disruption, service requests, and some categories of RFCs

• Technical Management – provides detailed technical kill d h i f hskills and resources to support the operation of the infrastructure

• IT Operations Management – responsible for the daily p g p yoperational activities needed to manage the infrastructure

• Application Management – manages applicationsApplication Management manages applications throughout their lifecycle


Service Operation Activitiesp


Service Desk Objectivesj• Logging all relevant incident/service request details;

categorizing and prioritizing codesg g p g• First‐line investigation and diagnosis• Resolving incidents/service requests (if possible)• Escalating incidents/service requests within agreed timelines• Escalating incidents/service requests within agreed timelines• Keeping users informed of progress• Closing all resolved incidents and requests

f llb k /• Conducting user satisfaction callbacks/surveys• Communication with users (notification of impending

changes/outages)• Updating the Configuration Management System (if tasked to

do so)SOURCE: ITIL Service Operation Publication, p. 110

Service Desk Handoffs


Technical Managementg

• Custodians of technical knowledge and experise related to managing IT infrastructure

• Provide actual resources to support the IT ppService Management (ITSM) lifecycle

• Perform many system management activitiesPerform many system management activities

• Execute most ITSM processes


Technical Management Objectivesg j

• Well‐designed and highly resilient, cost‐effective infrastructure

• Use of adequate skills to maintain the qinfrastructure

• Swift use of skills to diagnose and resolveSwift use of skills to diagnose and resolve technical failures


IT Operations Managementp g

• Console Management

• Job Scheduling

• Backup and RestoreBackup and Restore

• Print and Output Management

M i t A ti iti• Maintenance Activities

• Facilities Management


IT Operations Management Objectives

• Maintain the “status quo” to achieve infrastructure stability for day‐to‐day processes and activities

• Identify opportunities to improve operational performance and save costsperformance and save costs

• Initial diagnosis and resolution of operational incidentsincidents


Application Managementpp g

• Performed by any department, group, or team i d ti ti l li timanaging and supporting operational applications

• Role in the design, testing, and improvement of applicationsapplications

• Involved in development projects – but not usually the same as application development team

• Custodian of application expertise• Provides resources throughout lifecycle• Provides guidance to IT Operations Management


Application Development Objectives

• Well designed, resilient, and cost‐effective li iapplications

• Ensure required functionality is available to achieve required business outcome

• Adequate technical skills to maintain qoperational applications in optimum condition

• Swift use of technical skills to diagnose andSwift use of technical skills to diagnose and resolve any technical failures


Application Management Lifecyclepp g y


Up Nextp

Continual Service Improvement

CONTINUAL SERVICECONTINUAL SERVICE IMPROVEMENT

Continual Service Improvementp

Creating and maintaining value for customersCreating and maintaining value for customers

through better design, introduction, and

operation of services

Combines principles, practices, and methods from quality

management, change management, and capability improvement

SOURCE: ITIL Continual Service Improvement Publication, p. 6

CSI Objectivesj

• Review analyze and recommend improvements inReview, analyze, and recommend improvements in each lifecycle phase

• Review and analyze Service Level Achievement results• Identify and implement activities to improve IT service quality and the efficiency and effectiveness of enabling ITSM processesITSM processes

• Improve cost effectiveness of delivering IT services without sacrificing customer satisfactiong

• Ensure quality management methods are used to support continual improvement activities

SOURCE ITIL C ti l S i I t P bli ti 14SOURCE: ITIL Continual Service Improvement Publication, p. 14

CSI Model


Service Gap Modelp


Deming Cycle as Applied to CSIg y pp


Service Measurement

• Measuring and reporting performance againstMeasuring and reporting performance against targets of an end‐to‐end service

• Combines component measurements to• Combines component measurements to provide view of customer experience

D l d i f d• Data analyzed over time to form trends

• Data can be collected at multiple levels (CIs, processes, services)


Service Measurement Conceptsp

• Baselines – initial data point to determine whether improvement is neededwhether improvement is needed

• Critical Success Factors – something that must happen if a process, project, plan, or IT service is pp p p j pto succeed

• Metric – something that is measured and reported to help manage a process IT service orreported to help manage a process, IT service, or activity

• Key Performance Indicator – a metric used to ymeasure the achievement of a CSF


7‐Step Improvement Processp p


Vision to Measurements


Example of Measurementp


IT Balanced Scorecard


CSI Model


Questions

??

ITIL - A BEST PRACTICE IN IT SERVICE MANAGEMENT

Prasad Sunkara, MS, PMP, CBIP Assistant Director for Business Intelligence

Administrative Technologies Illinois State University

INTRODUCTION

• ITIL – Information Technology Infrastructure Library

• ITIL Owner - The Office of Government Commerce (OGC), UK

ITIL® is the most widely accepted

approach to IT service management in the world. ITIL provides a cohesive set of best practice, drawn from the public

and private sectors internationally.

https://www.gov.uk/

http://www.itil-officialsite.com/home/home.aspx

BENEFITS From a business perspective, the adoption of ITIL– ensures many benefits, including: IT services which align better with business priorities and objectives business achieves more in terms of its strategic objectives – Helps business to plans its finances

– Increased business productivity, efficiency and effectiveness, because

IT services are more reliable and work better for the business users

– Financial savings from improved resource management and reduced rework

– More effective change management, enabling the business to keep pace with change and drive business change to its advantage

– Improved user and customer satisfaction with IT

5 LEVELS OF CERTIFICATION

ITIL Master

ITIL Expert

Managing Across the Lifecycle

Serv

ice

St

rate

gy

Serv

ice

Tran

sitio

n

Serv

ice

Ope

ratio

n

Con

tinua

l Se

rvic

e Im

prov

emen

t

Serv

ice

Off

erin

gs &

A

gree

men

ts

Rel

ease

, C

ontr

ol &

Va

lidat

ion

Ope

ratio

nal

Supp

orts

&

Ana

lysi

s Pl

anni

ng,

Prot

ectio

n,

&

Opt

imiz

atio

n

Intermediate Service Lifecycle Intermediate Service Capability

ITIL Foundation

Serv

ice

Des

ign

http://www.itil-officialsite.com/Qualifications/ITILQualificationLevels/ITILFoundation.aspx

http://www.itil-officialsite.com/Qualifications/ITILQualificationLevels/PlanningProtectionandOptimization.aspx

http://www.itil-officialsite.com/Qualifications/ITILQualificationLevels/ReleaseControlandValidation.aspx

http://www.itil-officialsite.com/Qualifications/ITILQualificationLevels/OperationalSupportandAnalysis.aspx

http://www.itil-officialsite.com/Qualifications/ITILQualificationLevels/ITILMasterQualification.aspx

http://www.itil-officialsite.com/Qualifications/ITILQualificationLevels/ITILExpertLevel.aspx

http://www.itil-officialsite.com/Qualifications/ITILQualificationLevels/ITILManagingAcrosstheLifecycleQualification.aspx

http://www.itil-officialsite.com/Qualifications/ITILQualificationLevels/ServiceStrategy.aspx

http://www.itil-officialsite.com/Qualifications/ITILQualificationLevels/ServiceTransition.aspx

http://www.itil-officialsite.com/Qualifications/ITILQualificationLevels/ServiceOperation.aspx

http://www.itil-officialsite.com/Qualifications/ITILQualificationLevels/ContinualServiceImprovement.aspx

http://www.itil-officialsite.com/Qualifications/ITILQualificationLevels/ServiceOfferingsandAgreements.aspx

http://www.itil-officialsite.com/Qualifications/ITILQualificationLevels/ReleaseControlandValidation.aspx

http://www.itil-officialsite.com/Qualifications/ITILQualificationLevels/OperationalSupportandAnalysis.aspx

http://www.itil-officialsite.com/Qualifications/ITILQualificationLevels/PlanningProtectionandOptimization.aspx

http://www.itil-officialsite.com/Qualifications/ITILQualificationLevels/ITILIntermediateLevel.aspx

http://www.itil-officialsite.com/Qualifications/ITILQualificationLevels/ITILIntermediateLevel.aspx

http://www.itil-officialsite.com/Qualifications/ITILQualificationLevels/ITILFoundation.aspx

http://www.itil-officialsite.com/Qualifications/ITILQualificationLevels/ServiceDesign.aspx

http://www.itil-officialsite.com/Qualifications/ITILQualificationLevels/ServiceDesign.aspx

BENEFITS OF ITSM

Improved quality service Cost justifiable service quality Services that meet business, customer and user demands Integrated centralized processes Everyone knows their role and knows their responsibilities in service provisions KB - Learning from previous experience is captured. Demonstrable Key Performance Indicators

WHAT IS ITIL ? ITIL stands for the Information Technology Infrastructure

library. ITIL is the de facto management framework describing “best practices” for IT service management.

Five volumes make up the IT infrastructure library:

Service Strategy Service Design Service Transition Service Operation Continual Service Improvement

MAPPING THE CONCEPTS OF ITIL TO THE SERVICE LIFECYCLE

HOW DOES THE SERVICE LIFECYCLE WORK

Phase

Deliverables which act as Input to Next Phase

Service Strategy

IT Budgets Patterns of Business Activity Service Portfolio Information

Service Design

New and Changed Service assets Service Catalogue, SLAs, OLAs, Ucs Testing and Validation Criteria

Service Transition

Known Errors from Development Testing and Validation results Change Authorization

Service Operation

Incidents & Problems, Events, Service requests. Request for Change Information Collected from Infrastructure monitoring


Service and Process Improvements ** This Phase collects information from all the phases and provides inputs to all the phases.

SERVICE STRATEGY

Design, develop and implement service management as a strategic asset which helps the organization to grow.

Improve the IT organization’s capability to manage the costs and risks associated with their service portfolios

Define the strategic objectives of the IT organization

Service Strategy

Service Design

Service Transition

Service Operation

Continual Service

Improvement

PROCESSES FOUND WITH IN THE SERVICE STRATEGY LIFECYCLE PHASE ARE:

Financial management for IT services Service Portfolio management Demand management

Service Strategy

Service Design

Service Transition

Service Operation

Continual Service

Improvement

FINANCIAL MANAGEMENT OF IT SERVICES

Budgeting IT Accounting Charging – Charging – Notional Charging

FMIT (Financial Management for IT) assists in the task of service validation, which is used to help the business and the IT service provider, agree on the value of the IT service. It determines the balance demonstrating the total cost of providing an IT service against the total value offered to the business by the service.

Service Strategy

Service Design

Service Transition

Service Operation

Continual Service

Improvement

SERVICE PORTFOLIO MANAGEMENT

3 categories of services defined in service portfolio: Service pipeline (Proposed or in development) Service catalogue (Live or available for deployment) – Service Description – Functional Spec’s – Business English – Options – Service Levels (Gold, Bronze etc.) – Availability etc.

Retired services (Decommissioned service)

A service portfolio describes provider’s services in terms of business value

Service Strategy

Service Design

Service Transition

Service Operation

Continual Service

Improvement

SERVICE INVESTMENTS ARE SPLIT AMONG 3 STRATEGIC CATEGORIES:

Run the Business (RTB): Current -- Investments are centered on maintaining service operations. Grow the Business - GTB: Grow - Investments are intended to grow the organization’s scope if services. TTB: Transform the Business – Strategy - Investments for strategic growth. Example moving into a new market etc.

Service Strategy

Service Design

Service Transition

Service Operation

Continual Service

Improvement

DEMAND MANAGEMENT

Demand management is responsible for understanding and strategically responding to business demands for services by – Analyzing patterns of activity and user profiles – Provisioning capacity in line with strategic objectives

Two ways to influence or manage demand – Physical/Technical Constraints (Ex: restrict number of

connection, users, running times) – Financial constraints (Ex: using expensive charging for

services near full capacity or over capacity quotas)

To assist the IT service provider in understanding and influencing customer demand for services and the provision of capacity to meet these demands

Service Strategy

Service Design

Service Transition

Service Operation

Continual Service

Improvement

THE 4 P'S OF ITIL SERVICE STRATEGY

Perspective : By having a strategic perspective, the company can create a distinctive stance against their competitors. Position: A company with a defined position informs their customers their policies and gives them a chance to have an air of distinctiveness against other firms.

Plan : Plans, methods and forms of execution that the company will likely end up doing. Pattern : A company have a consistent pattern of service.

Service Strategy

Service Design

Service Transition

Service Operation

Continual Service

Improvement

OUTPUTS TO OTHER PHASES

Lifecycle Phase

Inputs from Service Strategy

Service Design

IT Budgets: Strategic Objectives, Service Portfolios and Patterns of Business Activity Service Transition

Service Validation Criteria, Cost Units, Priorities and Risks of IT services, Requirements Portfolio Service Operation

Service Models for Support, Service Portfolios, Demand Management Strategies, IT Budgets Continual Service

Improvement

Nominated budgets for delivering and supporting services, Process metrics and KPIs, Service Portfolios

Service Strategy

Service Design

Service Transition

Service Operation

Continual Service

Improvement

17

SERVICE DESIGN

The design of the overarching IT architecture and each IT service to meet customers’ business objectives by being both fit for purpose and fit for use

Service Strategy

Service Design

Service Transition

Service Operation

Continual Service

Improvement

SERVICE DESIGN LIFECYCLE PHASE OBJECTIVES

Convert Strategic objectives defined during service Strategy into Services and Service Portfolios. To use a holistic approach for design to unsure integrated end-to-end business related functionally and quality. To ensure we follow design standards defined by the organization.

Service Strategy

Service Design

Service Transition

Service Operation

Continual Service

Improvement

SERVICE DESIGN PROCESSES

Service Level Management Capacity Management Availability Management IT Service Continuity Management Information Security Management’ Supplier Management Service Catalogue Management

Service Strategy

Service Design

Service Transition

Service Operation

Continual Service

Improvement

SERVICE DESIGN PROCESS ONE: SERVICE LEVEL MANAGEMENT

Service Strategy

Service Design

Service Transition

Service Operation

Continual Service

Improvement

SERVICE DESIGN PROCESS TWO: CAPACITY MANAGEMENT:

CAPACITY MANAGEMENT IS THE PROCESS THAT MANAGES: – Right level of capacity – At the right location – At the right moment – For the right customer – Against the right costs.

Service Strategy

Service Design

Service Transition

Service Operation

Continual Service

Improvement

INPUTS TO CAPACITY MANAGEMENT:

TECHNOLOGY INFORMATION SLA, SLR AGREEMENTS BUSINESS PLAN AND STRATEGY IT PLANS (FUTURE) BUSINESS REQUIREMENTS OF THE NEW OR MODIFIED SERVICE OPERATIONAL SCHEDULES DEVELOPMENT PLANS AND SCHEDULE (PROJECT PLANS) FSC (FORWARD SCHEDULE OF CHANGES) INCIDENTS AND PROBLEMS SLA BREACHES SERVICES REVIEWS FINANCIAL AND BUDGET PLANS

Service Strategy

Service Design

Service Transition

Service Operation

Continual Service

Improvement

OUTPUTS OF CAPACITY MANAGEMENT CAPACITY PLAN CDB (CAPACITY MANAGEMENT DATABASE) BASELINE – FOR THE PURPOSE OF MEASURING. THRESHOLDS AND ALARMS CAPACITY REPORTS SLA AND SLR RECOMMENDATION COSTING RECOMMENDATIONS’ PROACTIVE CHANGES REVISED OPERATIONAL SCHEDULE (BASED ON

RE-NEGOTIATIONS) AUDIT REPORTS

Service Strategy

Service Design

Service Transition

Service Operation

Continual Service

Improvement

SERVICE DESIGN PROCESS THREE: AVAILABILITY MANAGEMENT

30 Min Un-planned Outage --- > 60 Min Planned Outage ---- >

Service Strategy

Service Design

Service Transition

Service Operation

Continual Service

Improvement

AVAILABLY MANAGEMENT METRICS:

Service Strategy

Service Design

Service Transition

Service Operation

Continual Service

Improvement

SERVICE DESIGN PROCESS FOUR: SERVICE CONTINUITY MANAGEMENT

Support the overall Business Continuity Management by ensuring that the required IT infrastructure and the IT service provision can be recovered within required and agreed business time scales. Often it is referred as disaster recovery planning.

Service Strategy

Service Design

Service Transition

Service Operation

Continual Service

Improvement

SERVICE DESIGN PROCESS FIVE: INFORMATION SECURITY MANAGEMENT

Security Management ensures that confidentiality, integrity and availability of an organization's assets, information, data and IT services are maintained.

Information Management is done in four perspectives: – Organizational – Procedural – Physical – Technical

Service Strategy

Service Design

Service Transition

Service Operation

Continual Service

Improvement

SERVICE DESIGN PROCESS SIX: SUPPLIER MANAGEMENT

This process manages suppliers and the services the supply to provide seamless quality of IT service to the business and ensure that value for money is obtained.

Service Strategy

Service Design

Service Transition

Service Operation

Continual Service

Improvement

TYPES OF SUPPLIER ARRANGEMENTS Co-Sourcing

An informal combination of in sourcing and outsourcing, using a member of outsourcing organizations working together to co-source key elements within the life cycle. Partnership or Multi-

sourcing

Formal arrangements between two or more organizations to work together to design, develop, transition, maintain, operate and support IT services. Focus is to leverage critical expertise or market opportunities. Business Process

Outsourcing

Formal arrangements where an external org provides and manages the entire or part process. E.g. Call Center

Knowledge Process Outsourcing

Enhanced form of Business Process Outsourcing. Leverages specialized skills from the outsourcing organization.

Application Service Provision

Ex: External Org providing Cloud computing service.

Service Strategy

Service Design

Service Transition

Service Operation

Continual Service

Improvement

30

SERVICE DESIGN PROCESS SIX: SERVICE CATALOGUE MANAGEMENT

Business Service Catalog contains details of all the IT services delivered to the customer, with descriptions and details that the customer understands, together with relationships to the business units and the business processes that rely on the IT services.

Technical Service Catalog which should not be part of the Business View, contains details of all the IT services delivered to the customer, together with relationships to the supporting services, components and configuration items (CIs) necessary to support the delivery of the service to the business.

Service Strategy

Service Design

Service Transition

Service Operation

Continual Service

Improvement

WHAT IS A SERVICE CATALOGUE ?

Service Strategy

Service Design

Service Transition

Service Operation

Continual Service

Improvement

SERVICE TRANSITION

The management and control of changes into the live IT operational environment, including the development and transition of new or changed IT services Main objects of Service Transition Phase are:

To ensure the new/changed service meet the customer requirements and do not adversely impact IT infrastructure or business processes.

To reduce the variation between estimated and actual costs, timeframes, risks and impacts.

Service Strategy

Service Design

Service Transition

Service Operation

Continual Service

Improvement

THERE ARE FIVE PROCESSES

1. Knowledge Management 2. Service Asset & Configuration

Management 3. Change Management 4. Release & Deployment

Management 5. Validation and Testing Process

SERVICE TRANSITION – COMPONENTS, TOOLS AND DATABASES

Service Strategy

Service Design

Service Transition

Service Operation

Continual Service

Improvement

SERVICE TRANSITION PROCESS ONE: KNOWLEDGE MANAGEMENT

Goal of this process is to improve the quality of management decision making by ensuring that reliable and secure information is available through the service lifecycle.

Benefits of having Knowledge Management System: – Stop having to continually reinvent the wheel. – More efficient use of resources. – Enable the organization to continually mature and

develop.

Service Strategy

Service Design

Service Transition

Service Operation

Continual Service

Improvement

SERVICE TRANSITION PROCESS TWO: SERVICE ASSET AND CONFIGURATION MANAGEMENT

Service Strategy

Service Design

Service Transition

Service Operation

Continual Service

Improvement

SERVICE TRANSITION PROCESS THREE: CHANGE MANAGEMENT 1. RFC - customers, end users or other processes initiates RFCs.

2. Review of RFC (filtration)

3. RFCs are assessed may require CAB

4. Authorized by Change Manger

5. Work Done (Work is done by Technical areas, Project teams)

6. The change is reviewed

7. Work is Deployed (Work is deployed by Release and

Deployment management)

8. The change is closed.

Service Strategy

Service Design

Service Transition

Service Operation

Continual Service

Improvement

THE SEVEN R’S OF CHANGE MANAGEMENT

1. Who RAISED the Change?

2. What is the REASON for the change?

3. What RETURN will the change deliver?

4. What RISKS are there if we do or do not carry out the change?

5. What RESOURCES will be required to perform this change?

6. Who is RESPONSIBLE for this change being performed?

7. What RELATIONSHIPS are there between this and other changes?

Service Strategy

Service Design

Service Transition

Service Operation

Continual Service

Improvement

SERVICE TRANSITION PROCESS FOUR: RELEASE AND DEPLOYMENT MANAGEMENT

Release and deployment management aims to build, test and deliver services to the customers specified by service design. Release and deployment management also ensures handover to service operations takes place and that suitable training and documentation exists to ensure ongoing support of the new service.

Service Strategy

Service Design

Service Transition

Service Operation

Continual Service

Improvement

SERVICE TRANSITION PROCESS FIVE: VALIDATION AND TESTING

This process ensures that service we are implementing meets the design specification and will meet the needs of the business.

Service Strategy

Service Design

Service Transition

Service Operation

Continual Service

Improvement

WITHOUT THIS PHASE …

Incidents – failures in service elements and mismatches between CI s Service Desk Calls Problem and errors Costs related to lost customers or business Breaching SLA Cost of retrospectively fixing the damage…etc.

Service Strategy

Service Design

Service Transition

Service Operation

Continual Service

Improvement

INPUTS TO OTHER PHASES

Lifecycle Phase

Inputs from Service Transition

Service Strategy

FSC, Testing and Validation Results, PIR

Service Design

Testing and validation results, changes to IT infrastructure and services, Guidance for SLAs, OLAs, and UCs,CI information to CMDB Service Operation

Initial End User support, Known Errors form Development, Release packages, Change Authorization, CMDB


Testing and Validation results, process metrics for improvements, IT infrastructure audits

Service Strategy

Service Design

Service Transition

Service Operation

Continual Service

Improvement

SERVICE OPERATION

The delivery and support of operational IT services in such a way that they meet business needs and expectations and deliver forecasted business benefits

Service Strategy

Service Design

Service Transition

Service Operation

Continual Service

Improvement

SERVICES OPERATION CONSISTS OF Functions

Processes

Service Desk

Incident Management

Technical Management

Problem Management

Application Management

Event Management

IT Operations Management

Request Fulfillment

Access Management

Service Strategy

Service Design

Service Transition

Service Operation

Continual Service

Improvement

SERVICE DESK FUNCTION - VIRTUAL

Service Strategy

Service Design

Service Transition

Service Operation

Continual Service

Improvement

SERVICE DESK FUNCTION

Service Strategy

Service Design

Service Transition

Service Operation

Continual Service

Improvement

DIFFERENCE BETWEEN CALL CENTER, HELP DESK AND SERVICE DESK

Call Center: Handling/Logging of large volumes of calls. Low first-time resolution rate for calls and requests. Help Desk: Mange and co-ordinate incidents. Medium first-time resolution rate for calls and requests. Service Desk: A wide variety of serves offered. High first-time resolution rate for calls and requests.

Service Strategy

Service Design

Service Transition

Service Operation

Continual Service

Improvement

TECHNICAL MANAGEMENT FUNCTION

Well-designed and highly resilient cost effective topology. The use of adequate technical skills to maintain the technical infrastructure in optimum condition. Swift use of technical skills to speedily diagnose and resolve any technical failures that do occur.

Service Strategy

Service Design

Service Transition

Service Operation

Continual Service

Improvement

49

REMEMBER … TM MEANS…

Service Strategy

Service Design

Service Transition

Service Operation

Continual Service

Improvement

IT OPERATIONS MANAGEMENT FUNCTION

This function is responsible for the daily activities needed to manage the IT infrastructure. This is done according to the performance standards defined during Service Design.

This function is grouped into two main activities:

IT Operations Control: Generally staffed by shifts of operators and ensures that routine operational tasks are carried out. Event Management is a process carried out by IT Operation Control. Facilities Management: Management of physical IT environment, usually data centers or computer rooms.

Service Strategy

Service Design

Service Transition

Service Operation

Continual Service

Improvement

APPLICATION MANAGEMENT FUNCTION

Application Management Function usually performed by different departments, which has expertise a in set of applications. For example ERP Team who is focused in that area may service ERP applications.

Service Strategy

Service Design

Service Transition

Service Operation

Continual Service

Improvement

EVENT MANAGEMENT PROCESS

ITIL defines an event as “… any detectable occurrence that has significance for the management of the IT infrastructure or the delivery of IT service and evaluation of the impact a deviation might cause to the services.” While it may sound like monitoring, the two are different. Monitoring happens all the time whether an event is present or not. Event management is concerned with understanding the monitored data and taking an appropriate action

Service Strategy

Service Design

Service Transition

Service Operation

Continual Service

Improvement

EVENT MGT - ACTIVITIES

Event Occurs Event Detections Alert

Event Correlation

Significance of EventEvent Filtering

Trigger Response Selection

Review Action Close Event

Activities of Event Management

Service Strategy

Service Design

Service Transition

Service Operation

Continual Service

Improvement

INCIDENT

Service Strategy

Service Design

Service Transition

Service Operation

Continual Service

Improvement

INCIDENT MANAGEMENT PROCESS

An incident is a disruption of normal service that affects the user and the business. The goal of Incident Management is to restore IT services to the normal state as soon as possible with workarounds or solutions to make sure that it does not affect business. An incident is an event that is not part of the standard operation; it is an event that you don’t want to happen; however it eventually happens. In simple words, Incident Management is a process to manage disruptions in critical IT services and restores them ASAP.

Service Strategy

Service Design

Service Transition

Service Operation

Continual Service

Improvement

INCIDENT CATEGORIZATION

Impact + Urgency = Priority – Impact – Degree to which

user/business is affected. – Urgency – Degree to which

resolution can be delayed.

Service Strategy

Service Design

Service Transition

Service Operation

Continual Service

Improvement

INCIDENT ACTIVITIES

Ownership, Monitoring, Tracking and Communication - Service Desk Incident Identification and Logging Categorization, Initial Support, Prioritization (most Critical activity) Investigation and Diagnosis Incident Closure

Service Strategy

Service Design

Service Transition

Service Operation

Continual Service

Improvement

PROBLEM MANAGEMENT PROCESS

This process ensures to minimize the adverse impact of incident and problems on business that are caused by errors within the IT infrastructure, and to prevent the reoccurrence of incidents related to these errors.

Service Strategy

Service Design

Service Transition

Service Operation

Continual Service

Improvement

SUB-PROCESSES OF PROBLEM MANAGEMENT

Reactive Problem Management – Saves money when you do not

have problems – Lose money later

Proactive Problem Management – Costs money and needs

management support – Could get carried away

Service Strategy

Service Design

Service Transition

Service Operation

Continual Service

Improvement

MAIN ACTIVITIES IN PROBLEM MANAGEMENT

Record the Problem and Match with Known Error Database Problems that have Workaround/Solution: Known Error Classify the Problem to Determine the Right Priority Analyze the problem to determine the root cause Provide Resolution or Initiate a Request for Change Closing the Problem

Service Strategy

Service Design

Service Transition

Service Operation

Continual Service

Improvement

REQUEST FULFILLMENT PROCESS

To provide effective and efficient channel for users to make requests, gain information and obtain standard services. A Service request is:

A request for information or advice A request for Standard change – e.g. Password reset A request for access to an IT service.

Service Strategy

Service Design

Service Transition

Service Operation

Continual Service

Improvement

ACCESS MANAGEMENT PROCESS

To Grant authorized users the right to use a service while preventing access to unauthorized users in order to protect the confidentiality, integrity and availability (CIA) of information and infrastructure. Relationships with other processes: Access Management is the execution of polices and actions defined in Information Security and Availability management.

Service Strategy

Service Design

Service Transition

Service Operation

Continual Service

Improvement

ACCESS MANAGEMENT ACTIVITIES

Service Strategy

Service Design

Service Transition

Service Operation

Continual Service

Improvement

INPUT INTO OTHER PHASES…

Lifecycle Phase

Inputs from Service Operation

Service Strategy

Infrastructure Utilization and performance reporting, reporting information for IT accounting and charging

Service Design

Support Consideration for Service Design, Availability and Capacity and Information Security Historical data, supplier reports

Service Transition

Request for changes, Incident and Problem data, known errors input to knowledge bases, CMDB updates


Service Operation reporting, User satisfaction survey feedback, SLR breaches, and process metrics.

Service Strategy

Service Design

Service Transition

Service Operation

Continual Service

Improvement

CONTINUAL SERVICE IMPROVEMENT

The goal of Continual Service Improvement is to align and realign IT Services to changing business needs by identifying and implementing improvements to the IT services that support the Business Processes.

Service Strategy

Service Design

Service Transition

Service Operation

Continual Service

Improvement

THE CONTINUAL SERVICE IMPROVEMENT MODEL

What is the Vision

Where are we now ?

Where do we want to be ?

How do we get there ?

Business Vision, Goals and Objectives

Baseline assessments

Measurable Targets

Service and Process

Improvements

How do we keep the momentum

going ?

Did we get there ?Measurement and

Metrics

Service Strategy

Service Design

Service Transition

Service Operation

Continual Service

Improvement

RELATIONSHIPS WITH OTHER PHASES..

What is the Vision: Service Strategy, Service Portfolio Where are we now: Baselines taken using Service portfolios, Service Level Management, FMIT etc. Where do we want to be: Service Portfolio, Service Measurement and reporting How do we get there: CSI and all ITIL processes Do we get there: Service Measurement and reporting How do we keep the momentum going : CSI

Service Strategy

Service Design

Service Transition

Service Operation

Continual Service

Improvement

CSI - IMPROVEMENT PROCESS

Continuous improvement is part of every process in ITIL. The CSI process is based on the Deming cycle (PLAN, DO, CHECK, ACT)

Service Strategy

Service Design

Service Transition

Service Operation

Continual Service

Improvement

CSI 7 STEP IMPROVEMENT PROCESS

Goals

Identify• Vision• Strategy• Tactical Goals• Organization Goals

1. Define what you should Measure

2. Define What you can Measure

3. Gather the data Who? How? When ? How good is the data

?

4. Process the DataFrequency ?Format

accuracy ?

5. Analysis the data Relations ? Trends ? According to plan ?

Targets met ? Corrective actions ?

6. Present and user the information,

assessment, summary, action plan

etc.

7. Implement Corrective action

Service Strategy

Service Design

Service Transition

Service Operation

Continual Service

Improvement

INPUT INTO OTHER PHASES….

Lifecycle Phase

Inputs from Continual Service Improvement

Service Strategy

Service and Process Improvements, guidance for investments into IT and related Service portfolios.

Service Design

Service and Process Improvements, Guidance for KPIs metrics and reporting, refined SLRs , SLAs, OLAs and UCs

Service Transition

Request for Changes, Service and Process Improvements, guidance and refinements for testing and Validation

Service Operation

Process and Function Organization improvements, refined SLAs and OLAs, guidance for metrics and reporting.

Service Strategy

Service Design

Service Transition

Service Operation

Continual Service

Improvement

Leadership & Management

ITIL & ITSM Guide and Overview