Presentation IT Services
Download
Report
Transcript Presentation IT Services
Chief Information Officers
(CIO)
Module 8
IT SERVICE MANAGEMENT
Objective of Module 8
To present the basic concepts and tools for IT
Services Management within the ITIL Framework
and to explore their applicability in the context of
the E-Government Programme of the Government
of Iraq.
Scope of Module 8
ITIL Framework
IT Service Life Cycle
IT Service Strategy
Service Planning
Service Design and Operations
Service Metrics
EVOLUTION OF ITIL
ITIL - Information Technology Infrastructure Library
History
Originally created in late 80s by the UK government
Now truly global and applicable to all IT Services
Focus on process and roles rather than organisation
Version 1 in 1991- focused on UK Government
Version 2 in 2000 - Industry wide and took into account changes in
technology
Version 3 in June 2007 – Life Cycle Approach
OGC
Office of Government Commerce – UK Treasury ministry
ITSMF
The driver behind all things ITIL taken over from OGC
Global
USA, Canada, Mexico, Argentina, and Brazil - Americas
Australia, India, Singapore - Asia Pacific
Denmark, France, Germany, Netherlands, Sweden, UK - EMEA
ITIL …
Is a collection of books which contain
recommendations & suggestions to improve
provision of IT Services
Not a standard but a Best Practices Framework
Needs to be adopted and/or adapted
Benefits of ITIL framework: increased user and customer satisfaction with IT
services
improved service availability, directly leading to
increased business profits and revenue
financial savings from reduced rework, lost time,
improved resource management and usage
improved time to market for new products and
services
improved decision making and optimized risk.
Standards based on ITIL
BS 15000
ISO 20000
ITIL
•BS15000 the first standard derived from ITIL
•ISO 20000: ISO standard derived from ITIL
SERVICE LIFE CYCLE APPROACH
The Four P’s
The implementation of ITIL as a practice is about
preparing and planning the effective use of The Four
Ps:
People
Processes
Products
Partners
FOCUS AREAS
Key CONCEPTS.…….
Service & Service Owner
Service Management
Process & Process Owner
Functions, Staff, Roles
Metrics, Interfaces
RACI
PDCA
Compliance & Governance
Concept of Caps
RESPONSIBILITY ACCOUNTABILITY CONSULTED INFORMED
MATRIX
Key:
R = Responsible; performs the task
A= Accountable; ultimately answerable for
completion of task (only 1 person per task)
C= Consulted; provides information or
assistance
I = Informed; kept apprised of the activity
LOS Mgr
SDM
Client
A
1.1 Internal Kick off
1.2 Offshore Resource requirement
projection/Approval
PM
A
R
I
1.3 Travel Plan
A
1.4 Resource Readiness
R
A
1.5 Knowledge Transfer (KT) Transition
C
I
C
1.6 Conduct Lesson learned
C
A
C
1.7 Sign off
R
A
R
PLAN DO CHECK ACT (Deming’s Cycle for Improvement)
Continuous step by
step improvement
Consolidated of the
level reached
(e.g. ISO 9001)
STORY TIME
1. SERVICE STRATEGY
ACTIVITIES OF SERVICE STRATEGY
Identify market & define your target area
Decide what services you want to offer & who can be
the potential customers
Develop your service offerings
Build on/improve your services
Develop strategic assets
Develop new services
Help clarify the relationships between different services,
processes, strategies etc.
SERVICE STRATEGY
1.Demand Management
2.Service Portfolio Management
3.Financial Management
SERVICE STRATEGY 1 OF 3
DEMAND MANAGEMENT
Simply Speaking
Demand Management = Know your customer and
then identify his / her requirements
BASIC CONCEPTS OF SERVICE STRATEGY
Utility – It is derived from the attributes of service which have
a positive effect on the performance
What does the service do?
Functional requirements
Features, inputs, outputs
Fit for purpose
Warranty – It is derived from positive effect being available
when needed, in sufficient capacity & magnitude &
dependably in terms of Continuity & Security
How well service does it
Fit for use
OBJECTIVES
To understand customer’s current requirements
Trend of requirements over a period/business cycle
Match the customer’s expectations with organization's
capabilities of providing services
Ensure Warranty & Utility are in alignment with customer’s
needs
KEY CONCEPTS
• Core service vs. Supporting Service
• Pattern of Business Activity (PBA), User profile
• Service Package (SP) vs. Service Level Package (SLP)
• Business Relationship Management
Core Service vs Supporting Service
Core Service is the service which actually brings ‘value’ to the
customer.
It’s a service which is KEY from organization's perspective as well
E.g. for a Banking customer, the core services provided will be all
financial services
Supporting Service ‘supports’ or enhances the core services
It’s like an added feature which may not be desired but
important to have
Many times it becomes necessity
E.g. supporting services in above case could be providing a
helpdesk which helps/troubleshoots any issues/queries faced by
users when they access the website
Pattern of Business Activity (PBA) & User Profile
Represents change in pattern of customers demands as
explained by organization
Important to track as it helps organization identify
improvements in existing services or identify future
opportunities
Also important to study customer’s business & changing
business needs
User Profile
Demand patterns shown by users
Users means people or even processes/functions etc.
Is usually associated with/is subset of PBA
SP vs SLP
Service Package is a bundle of core services and/or
supporting services which is offered to customer
SP Includes Service Level Package
SLP has a defined level of Utility & Warranty for a
given SP
E.g. Buying 100 servers is a SP deal but some of
them could be under Gold/Silver SLP
Business Relationship Management
Customer centric activities
Constant communication with customer
Helps to know the improvements & future scope for
business
Usually the First Point of contact for the customer
especially for a first time/new business
METRICS
• Accurate understanding of customer’s business needs
• Loss of Business to competitors especially for a new
services
• Improved Customer Relationships
ROLES & RESPONSIBILITIES
Business Relationship Manager
Documenting the customer’s business needs, PBAs,
User Profile etc.
Ensure SLP matches customer’s needs
Discussions with internal teams for setting up new
SLPs or establishing the existing once
Analyze potential SLP improvements ,
Look for future business opportunities with customer
He may have a team working with multiple customers
SERVICE STRATEGY 2 OF 3
SERVICE PORTFOLIO MANAGEMENT
Simply Speaking
SPM = How to bundle/package the services
OBJECTIVES
• Plan for services you can offer
• Record of all the services including current, expired &
in Pipeline
• Provide information/guidance to Service Design
KEY CONCEPTS
• Service Portfolio, It’s Components & structure
• Business Service, Business Service Management
• Business Service vs. IT Service
Service Portfolio
It describes how the services are bundled & packaged
Takes care of Marketing components such as
What is the REASON customer will buy these
services?
What is the REASON customer will buy these
services from US?
SWOT analysis for our Organization’s service
capabilities
What could be our pricing models
How best to allocate resources & capabilities
ACTIVITIES
• DAAC (Based on DMAIC cycle)
• Define
•
Take Service Strategy as input, Define Inventories, Business Case,
Validation of Data
• Analyze
•
Decide Value Proposition, Prioritization, Balance of Demand &
Supply
• Approve
•
Authorize / Finalize the Portfolio, Services, Resources
• Charter
•
•
Communicate information / decisions, Resource allocation,
Chartering of services
Continually Update/ Improve the portfolio – begins next DAAC
METRICS
• How Accurate & Up-to-Date Portfolio is
• Is the information contained is relevant from Market
perspective
• Is it in alignment with customer needs
ROLES & RESPONSIBILITIES
• Product Manager
• Create Business case
• Evaluate Marketing Opportunities
• Deploy new services/retire the old ones
• Manage a set of related services
• Business Relationship Manager
• First Point of Contact
• Document Customer needs
SERVICE STRATEGY 3 OF 3
FINANCIAL MANAGEMENT
Simply Speaking
Financial Management = Getting the Deal ($$$) right
OBJECTIVES
To serve as strategic tool to align IT services with
Financial Decisions
To balance the Cost & Price as appropriate
Accounting for IT Services
Facilitate Accurate Budgeting
Finalize Financial Policies (e.g. Charging)
Financial Review & Control
COST VS PRICE
Cost = Actual Expenditure of providing IT Services
Price = The amount at which one Sells IT Services
Hence Price – Cost = Profit
KEY CONCEPTS
Service Valuation (Previously known as Charging)
Service Investment Analysis (Previously known as
Budgeting)
Accounting
SERVICE VALUATION (CHARGING)
A mechanism which helps organization to recover at
least the expenditure incurred on providing IT services
with additional monitorial profits as applicable
Types
◦ Cost Recovery (Actual)
◦ Cost Plus Fixed Fee
◦ Cost Plus % of Costs
◦
◦
◦
◦
Cost Plus Incentives
Notional Charging
Fixed Price
Time & Material
SERVICE INVESTMENT ANALYSIS
• Was termed as Budgeting in v2
• It is a Time phased allocation of Funds
• It helps Track & Control the expenditure pattern
• Also guide how to utilize the funds
ACCOUNTING
A mechanism to track WHAT has been spent & WHERE it
has been spent
Maintain accounts of all incoming and outgoing monetary
fund
ACTIVITIES
• To design mechanisms for service
Investment Analysis & Accounting
valuation,
• To align IT Business with Finance Policies
• Ensure the accuracy in implementing financial controls
• Bill Payments & Collections
• Updating the Finance Policies as per Organizational
needs
METRICS
Accuracy in Budgeting, Forecasting & Controls
Quick & Effective financial decision making
Proper IT Accounting
Ensure Timely Bill Payments & Collections
Overall performance of Finance Dept.
ROLES & RESPONSIBILITIES
Finance Manager / Dept./ Controller
To Lay Financial Policies & document
To ensure that the policies are adhered to
Implement proper financial controls
Look for Continual Improvement
Note – Every individual manager has some financial
responsibility within his area of control
2. SERVICE DESIGN
ACTIVITIES
• Design services to meet Business Objectives
◦ Design Secure & Resilient IT Infrastructure
◦ Identify, remove the risks from the services before they go
live
◦ Create & maintain IT plans, policies, technical & process
framework (Design tool ensures standards are adhered to)
◦ Design measurement methods & metrics for assessing
effectiveness of processes
◦ Design Effective & efficient processes for design, transition
& operation phases
◦ Scope includes new services & improvements as may be
needed over a service lifecycle
SERVICE DESIGN
Service Catalog Management
Service Level Management
Availability Management
Capacity Management
Supplier Management
Information Security Management
Service Continuity Management
SERVICE DESIGN 1 OF 7
SERVICE CATALOG MANAGEMENT
Simply Speaking
Service Catalogue Management = Services Ready to Use
OBJECTIVES
Create & Manage Service Catalog
Keep Service Catalog Up to Date with latest information
Continual Improvement in Management of Service
Catalog
KEY CONCEPTS
What is Service Catalog?
Service Catalog vs. Service Portfolio
Types of Service Catalog
• What is Service Catalog?
◦ A single source of information for all the service offerings
◦ Includes Operational & in Transition Services
◦ E.g. Menu Card in a Hotel
• Service Catalog vs. Service Portfolio
◦ Service catalog is a part of Service Portfolio
◦ Service Portfolio depicts the services in their Business Value
Terms i.e. Why customer would buy it from us
◦ Service Catalog depicts what service would you like to offer to
customer (which will be based on customer needs)
◦ Service Portfolio is not usually available to be viewed by
Customer or public whereas Service Catalog may be
Types of Service Catalog
Business Service Catalog
Used by Relationship Manager to win a business
Consists list of all IT services which are important for
Customer’s Business Process
Visible to customer (or even to common public)
Technical Service Catalog
Used by Relationship Manager to know the capabilities
& limits of Business Service Catalog
Contains all the Backup/Supporting services for
services shown in BSC
METRICS
Accuracy of Information within Service Catalog
Number of corrections made
Customer Feedback
Number of successful / lost proposals
ROLES & RESPONSIBILITIES
Service Catalog Manager
Establish & maintain Service Catalog
Ensure all the information is accurate & up-to-date
Oversee all the other aspects of service catalog. E.g.
Information contains all applicable operational & in
Transit services etc.
Work on Continual Improvement of Service Catalog
SERVICE DESIGN 2 OF 7
SERVICE LEVEL MANAGEMENT
Simply Speaking
Service Level Management = Negotiate & Agree
Service Levels with client
OBJECTIVES
To Negotiate, Agree & Document the Service Levels
To balance the customer expectations & organization’s
capabilities
To measure, report & continually maintain/improve
service level
To manage the performance as per agreed service
levels
To manage the customer relationship
ELEMENTS OF SLA
Service Scope and description
Service hours
Measures of availability and reliability
Support details – who to contact, when and how
Respond and fix times
Deliverables and time scales
Change approval and implementation
Reference to IT Service Continuity Plan
Signatories
Responsibilities of both parties
Review process
Glossary of terms
SLA,OLA,UC
Customer
SLA
Organization Management
OLA
Org’s Internal Teams
UC
Vendors
METRICS
Clearly Defined SLAs, OLAs and UCs
Performance against agreed SLAs
Shortfalls in SLA and consequent SIPs
Number & severity of service breaches
Improvement in customer satisfaction
ROLES & RESPONSIBILITIES
Service Level Manager
Process Owner
Review & Reporting
Maintaining an effective Service Level Management
process by defining SLAs, OLAs and UCs
Updating the existing SLAs, SIPs, OLAs and UCs
Reviewing and improving the performance of the IT
organization to meet agreed service levels
SERVICE DESIGN 3 OF 7
AVAILABILITY MANAGEMENT
Simply Speaking
Availability Management = Ensure IT is working as
agreed
OBJECTIVES
To ensure agreed Availability Level is met or exceeded
The
Availability Management process plays an
important role in ensuring that a defined level of IT
services is continuously accessible to customers, in a
cost-effective manner
Continually Optimize & Improve the availability by
preparing Availability Plan
KEY CONCEPTS
Availability
Reliability
Maintainability
Serviceability
Vital Business Function (VBF)
High Availability
Fault Tolerance
AVAILABILITY
• The ability of a service, component or
configuration item to perform it’s agreed &
expected function when required
• Usually expressed as Percentage
Availability= (AST-DT)
X 100
----------------AST
AST = Agreed Service Time
DT = Downtime
Reliability
Implies how long the specified service is available
for the required period without any interruptions
or failures
Serviceability
Ability of the 3rd party supplier to provide the
expected service to service provider
Maintainability (or Recoverability)
How easy it is to maintain or recover a service,
component or configuration item
Availability Metrics
MTRS- Mean Time to Restore Service (Down Time) =
Relates to Maintainability (Also has an element of Serviceability)
Time
Detection
Incident
Occurred
Restoration
Repair
Recover
Diagnosis
Incident
Occurred
MTBF- Mean Time
Between Failures(Uptime)
= Availability
MTBSI – Mean Time Between system Incidents = RELIABILITY
Vital Business Function (VBF)
A critical function or business process
High Availability
Minimizing the impact of component failure
Fault Tolerance
Ability of a service to continue to be available even
after component(s) failure
METRICS
• Uptime per service or group of Users
• Downtime duration
• Downtime frequency
• Number of failures beyond ‘X’ time
ROLES & RESPONSIBILITIES
• Availability Manager
◦ Process Owner
◦ Ensure the agreed levels of service availability
◦ Create & manage Availability Plan
◦ Continual improvement in process/results
SERVICE DESIGN 4 OF 7
CAPACITY MANAGEMENT
Simply Speaking
Capacity Management = Ensure IT is sized in optimum &
cost effective manner
OBJECTIVES
Provide the required IT Infrastructure in a cost
effective manner while also meeting it’s
requirements
Ensure optimum utilization of IT infrastructure
Work on current & future needs
Produce & regularly upgrade Capacity Plan
KEY CONCEPTS
Business , Service & Component Capacity Management
Capacity Management Information System
Capacity Plan
Performance
Sizing
Management,
Modeling,
Application
• Business Capacity Management
• Trend, forecast model and developing the Capacity Plan to
understand future business needs
• Modeling to estimate the best alternative for Capacity deployment
• Service Capacity Management
• Understand the functioning of the IT services, resource usage and
variations to ensure that appropriate service agreements can be
designed
• Report on Service profile of use of services, manage demand for
service
• Component Capacity Management
• Using and monitoring of all components of the IT infrastructure
• Optimize use of the current IT resource components such as
bandwidth, network capacity etc.
• Capacity Plan
• Time (or trigger) phased plan to maintain/increase
the utilization of IT Infrastructure by maintaining or
adding IT infrastructure components
• Capacity Management Information System (CMIS)
• A system
which holds the data needed &
maintained
by
all
the
capacity
sub
processes/activities
Performance Management
–
–
Monitoring
Tuning
Modeling
–
–
Mathematical models for determining the benefits
and costs of varying capacity
Simulation and Analytical techniques
Application Sizing
–
For determining the hardware capacity required to
support new/modified applications
METRICS
Performance trends after estimates
Reduction in rushed purchases
Reduction in expensive overcapacity
Reduction
in number
performance plans
of
incidents
due
to
ROLES & RESPONSIBILITIES
Capacity Manager
Monitors the Process
Capacity Plan Creation
Update the Capacity Management Database
Supported by
Technical & Application Management
To provide capacity requirements via capacity
incidents & problems
Other day to day capacity management activities
SERVICE DESIGN 5 OF 7
SUPPLIER MANAGEMENT
Simply Speaking
Supplier Management = Manage Supplier Relationship
& Performance
OBJECTIVES
Manage supplier relationship & performance
Ensure the Right & Relevant contracts with supplier
Manage the contracts throughout their lifecycle
Create & maintain Supplier Policy, List & Contracts
Database
Supplier Selection
Requirement of 3rd party supplier
Request Supplier
Responses
Manage Suppliers
Update
supplier’s
records
Select Suppliers
Analyze Supplier
Capabilities
Contract with
Supplier (UC)
Supplier provides
Services
SCD
Supplier – Contracts Database (SCD)
Contracts categorization
According to Types of services,
Owner, expiry date, value etc.
Contracts Modification/Termination
Supplier’s performance
Against contract terms
Supplier Contracts
Database
Fresh/Renewed
Contracts
Existing
Contracts
Organization’s Supplier
Policy & Strategy
Records of
Past/Expired
Contracts
METRICS
Relevance of contracts in terms of SLM
Performance of suppliers
Accuracy of information in SCD
ROLES & RESPONSIBILITIES
Supplier Manager
Process owner
Deliver expected supplier performance
Create, establish & maintain SCD
Manage the contracts in conjunction with SLM
SERVICE DESIGN 6 OF 7
INFORMATION SECURITY MANAGEMENT
Simply Speaking
ISM = Protect your Data & Information
OBJECTIVES
To prevent Unauthorized Access (& allow Authorized
Access)
To provide effective security measures at Strategic,
Tactical & Operational organizational Levels
To enable organization to do a business “Safely”
To comply with Security Requirements as per SLA
KEY CONCEPTS
Confidentiality, Integrity, Availability, Non-Repudiation
Information Security Policy
Security Analysis & Controls
• Confidentiality
• Information is accessible to only those who are authorized to
view it
• Integrity
• Information, especially while being communicated, is protected
against unauthorized modification
• Availability
• Information is invulnerable to attacks or is recoverable in secured
way i.e. it is available (only to authorized) when it should be
• Non-Repudiation
◦ Sender of information can not deny that information has NOT
been sent by him
• Information Security Policy
• A policy of an organization which ensures the
compliance to Information Security Objectives &
Guidelines
• Security Analysis & Controls
• To Analyze the threats to organization’s
data/Information & to eliminate/minimize the
same
• To provide security controls (checkpoints) at
various levels so that reduce the impact of security
breaches
METRICS
Effectiveness of Security Measures / Controls
Number of Security Breaches , Attacks
Business Losses incurred due to security malpractices
Adherence /Compliance to Security Standards
Security Audits reports
ROLES & RESPONSIBILITIES
• Security Manager
◦ Process Owner, Planning for Security
◦ Design & Monitor Security Policy / Analysis / Controls
◦ Oversee entire security aspect of the organization
◦ Overall Improvement
• Security Officer
◦ Mediator between Security manager & Customer / Users
◦ Assist Implementation of security policies/measures etc.
SERVICE DESIGN 7 OF 7
SERVICE CONTINUITY MANAGEMENT
Simply Speaking
• Service Continuity Management = Recover from disaster
as per agreed & applicable SLA
Z
OBJECTIVES
• To create & manage IT service continuity & recovery
plans
• To reduce potential disaster occurrence
• To negotiate & manage necessary contracts with 3rd
parties
• Balance SLAs & Cost factors while planning for service
continuity
KEY CONCEPTS
Business Continuity Strategy
Life Cycle Approach to ITSCM
Assessment of Changes for impact on ITSCM
Dormant Contracts
Negotiated/Compromised SLAs
Regular Testing – Ongoing as a part of Lifecycle
approach
LIFE CYCLE APPROACH TO ITSCM
Initiate ITSCM
Gather requirements
Plan for implementation
Implementation
ORR (Operation Readiness Review)
Mock Testing
Go Live /Sign Off for ITSCM Structure
Ongoing regular testing & updates to ITSCM structure
POSSIBLE RECOVERY OPTIONS
•
•
•
•
•
•
•
•
•
Do nothing
Manual Workarounds
Reciprocal arrangements (Less Frequently used)
Immediate recovery – hot standby (24 hours)
• Mirrored business systems on an alternate site
Intermediate recovery – warm standby (24-72 hrs)
• Similar to immediate but critical systems need to be
recovered and run
Gradual recovery – cold standby (72 hrs)
• Empty facility with utilities
Fortress Approach
Dormant contracts
Insurance
• Business Continuity Strategy
• Aims at reducing risks by developing recovery plan(s) to
restore business activities if they are interrupted by a
disaster
• Assessment of Changes for impact on ITSCM
• To study & mitigate the impact of any changes in IT
Infrastructure on ITSCM
• Dormant Contracts
• Contracts with 3rd parties which become active only when
triggered by a disaster
• Negotiated/Compromised SLAs
• To negotiate appropriate SLAs with customer which will be
applicable only during disaster
METRICS
Number of shortcomings
Cost to company due to loss if no recovery Plan
Cost in Time, resources and money to restore IT
Services
ROLES & RESPONSIBILITIES
ITSCM Manager
Owns entire ITSCM process
To manage & upgrade ITSCM Plans
3. SERVICE TRANSITION
ACTIVITIES
• Plan & Implementation of all the releases /
Services (Applies to new & existing services)
◦ Ensure that the changes as proposed in Service
Design are realized
◦ Authorize, Package, Build, Test & Deploy the
releases into production
◦ Transition
of
Organizations
services
to
&
from
◦ Decommission or Termination of services
other
SERVICE TRANSITION
Service Asset &Configuration Management
Change Management
Release & Deployment Management
Knowledge Management
SERVICE TRANSITION 1 OF 4
SERVICE ASSET & CONFIGURATION MANAGEMENT
Simply Speaking
SACM = Know what you have
OBJECTIVES
Identify, Record & Provide accurate information of the
Configuration Items (CI = IT components)
Provide the Logical Model for IT infrastructure correlating
the IT services & their components
Protect Integrity of the CIs
Create & maintain Configuration Management System
Manage Service Assets (Service CIs)
Perform regular audits / status accounting activities for all
the CIs
KEY CONCEPTS
Configuration Items, Baseline, Variant
Types of CIs
Configuration Management System
• Configuration Item
• A uniquely identifiable entity/item which needs to be
controlled
• Baseline
• Snapshot of a CI or a group of CIs at a given time or stage
• Variant
• A baseline with minor differences
• Configuration Management System
• It is a system which controls & maintains the record if all CIs in
a structured manner in 1 or more databases known as CMDB
• Stores Attributes of CIs, Relationship between CIs
• Consists of Multiple layers like Integration Presentation etc.
CONFIGURATION MANAGEMENT SYSTEM
Presentation Layer /User Interface
Knowledge & Logic processing
Data/Source information gathering
NOTE – CMDB can be any Database,
or even Excel File
CMDB1
Services
CMDB2
H/W
CMDB3
Policies
TYPES OF CIs
• Service Lifecycle CIs
• Business Case, Service Portfolio, Service Design Package
• Service CIs
• Service Capability /Resource Assets, Service Model
• Organization CIs
• Organization Policies, documentations
• Internal CIs
• Internal to individual projects which are required to maintain IT
• External CIs
◦ Customer Agreements & Requirements
ACTIVITIES
Planning
Identification
Status Accounting
Control
Verification and Reporting
Planning
Defining the strategy, policy and objectives for the
process
Analyzing the information, Identifying the tools and
resources available for the process
Creating interfaces with other ITIL processes, projects
and third party suppliers
Identification
To identify the associated IT services and components, which
need to be controlled by the Configuration Management
process.
Define the Scope of the process
IT Services, Hardware, Software and Documentation,
Specific Areas
Specify the Level of Detail for information recording
Identify the Relationships of the CIs
Determine the depth of information to be recorded
Naming Conventions, Attributes covered
Status Accounting
The next activity after Identification is Status Accounting of the IT
component through its life cycle. A status code is assigned to each
of the statuses for easy identification.
Typical Statuses
New CIs
In Order, Tested, Accepted
Existing CIs
Received, RFC open for the CI new version requested,
Down, Phased Out, Undergoing maintenance
All CIs
In Stock, Order received, Under test, Released for
Installation, Live, Spare
Control
Configuration Management controls all the
components received by the organization Control.
Who can Access, who can modify
IT
Audit and Verification
• Does the CMDB reflect reality?
• The activities includes verifying and auditing the details in the CMDB.
• For example, audit tools can be used to automatically analyze workstations
and report on the current situation and status of the IT infrastructure.
• Accuracy is improved by
• Active rather than passive CMDB
• Automatic updating
• Integration with other processes
• Automatic checks
Reporting
Assess the efficiency and effectiveness
Through Regular MIS reports
Scheduled reviews of the expected growth in demand of Configuration
management activities
METRICS
Number of occasions on which a
–
–
–
–
"Configuration" was found to be unauthorized
Number of refused RFCs as a result of
incomplete data in the CMDB
Number of changes to the CMDB because of
identified errors in the CMDB
Unauthorized IT components detected in use
ROLES & RESPONSIBILITIES
Service Asset Manager
Configuration Manager
These are responsible for their own processes
Implementing policy
Agree scope, processes & procedures
Define necessary controls
Oversee collection & management of data
Audits
Produce management reports
SERVICE TRANSITION 2 OF 4
CHANGE MANAGEMENT
Simply Speaking
Change Management = Minimize the Impact of
Change
OBJECTIVES
Study the adverse Impact of change & minimize it
Create & maintain a Change Management process
Prevent Unauthorized changes
Prepare Change (& Back out) Plans via FSC & provide PSA
Post Implementation Reviews of Changes
Maintain a record of all changes
Note - Change Management does NOT implement change
KEY CONCEPTS
Scope of Change Management
Change Types , RFC, Change Classification & Prioritization,
Change Models
CAB, ECAB, FSC, PSA, Back out Plans
Scope of Change Management
Scope of Change Management process is restricted to
IMAC of IT Infrastructure Components including
documentation
Strategic, Tactical & Operational changes
Out of Scope
Business Strategy & Processes
Implementation of changes
Any other task documented as out of scope
Change Types
• Standard Changes
• Routine Changes that follow an established procedure
& do not disrupt It services
• E.g. updating the Anti-Virus software is a standard
Change
• Emergency Changes
◦ Crucial to an organization and have to be implemented
immediately.
◦ Emergency Changes are disruptive and prone to failure
◦ E.g. the some ports in critical switch has gone down.
Therefore, a new switch needs to be installed
• Request for Change (RFCs)
• Incidents, upgrades to the infrastructure, or changes
in the business requirements generate the need for a
Request for Change (RFC)
• Change Classification & Prioritization
• To classify & plan changes in the order of their impact
& urgency
• Change Models
◦ Predefined way or procedure for handling known type
or complexity
◦ Automated as far as possible
◦ Allow for scalability to create a new model
• Forward Schedule of Changes (FSC)
• Contains details of all approved changes and their
implementation dates for an agreed period
• Detailed short term schedules and less detailed for
longer term planning
• Projected Service Availability (PSA)
• To
determine the best time for a change
implementation
• Both the FSC and PSA are agreed with the customers
• Back Out Plan
• It is executed if the Change can not happen as per plan
• Usually but not necessarily the typical back out plan is
to bring the systems back to original state it was in
before the change started
Change Advisory Board (CAB)
CAB approves Changes after assessing and prioritizing the RFCs.
CAB members should have sound technical knowledge and
good business perspective.
Change Manager is the only permanent member on the CAB &
ECAB
CAB/Emergency Committee
To review urgent changes
Few members required (typically Senior Managers from
concerned dept)
Availability after shift hours
Change Management Process Flow
Request For
Change (RFC)
Problem Management
Customer
or other teams
Line Manager
Approval
SCM, Capacity, BRM,
ISM,SLM, R&D, Customer etc.
Update CMDB &
Change Records
Change
Manager
CAB
Meeting
FSC/PSA
Implement
Change
Failure
Back out Plan
Success
Customer
Sign Off
Post Change
Review
ACTIVITIES
Record RFC
Review RFC
Assess & Evaluate Change – 7 Rs of Change
Authorize Change
Issue Change Plan (to R& D Team)
Support/Coordinate Change Implementation
Post Change Review
7 Rs of Change
Who RAISED it
What is REASON for change
What is the RETURN expected from change
What could be the RISKS involved in change
Which RESOURCES are needed to implement
change
Who (which R&D Team) is RESPONSIBLE for build,
test & implement change
Is there (or what) any RELATIONSHIP between this
change & other changes
METRICS
Number of Rejected RFCs
Number of Incidents occurring due to implemented
Changes
Number of successful changes
Number of unsuccessful changes
Number of backed out changes
Average Time needed to implement a Change
Number of incidents resolved by implementation of
a Change
ROLES & RESPONSIBILITIES
• Change Manager
• Chairperson of the CAB
• Filtering and accepting RFCs
• Primary Responsibility of planning and coordinating implementation of
changes
• Obtaining authorization for change
• Reviewing Implemented Changes
• Convening emergency CAB meetings
• Generating Change Management reports
• May have Change coordinators to support
• CAB Member
◦ Belongs to the CAB and participates in all CAB meetings
◦ Helps in reviewing all RFCs to estimate impact
◦ Participates in Scheduling Changes
SERVICE TRANSITION 3 OF 4
RELEASE & DEPLOYMENT MANAGEMENT
Simply Speaking
R & D Management = Bring in the change Carefully
OBJECTIVES
Implementing the authorized changes as per
Change plan
Plan, Design, Build, Test & Install Hardware &
Software components
Skills & Knowledge Transfer to enable
Customers & users the optimum use of service
Operations & support staff to run & support the
service
KEY CONCEPTS
Release
Release Units
Release Identification
Types of Release
Release Methods
Release
A collection of authorized Changes to an IT Service
A Release is defined by the RFCs that it implements
A Release could consist of a number of Problem fixes
and enhancements to a service.
Release Units
• A Release unit describes the portion of the IT infrastructure
that should be released together.
• Depending on the type or item of software and hardware, the
size of the unit can vary. An example of hardware Release
Unit can be changes to the complete PC or Processor. An
example of a s/w release unit could be changes made to a
system, suite, program or module.
• Including too many changes in one release can be too
complex for safe implementation while too many releases
affect user dependency on the stability of the service.
Release Identification
• The status of a Release alters according to its current
environment.
Release
identification
means
determining the status of a Release in different
environments. The environments in which a Release
can be categorized are:
–
–
–
–
Development
Test
Live
Archive
•
Release Types
Depending on the number of changes that should be included in one Release, a
Release can be of the following type:
Delta Release
Just a few changes normally a quick fix
Package Release
You use a Package Release when you Release a group of software.
Each of the software in the package depends on the other software in
the group for its performance.
For example, scheduled upgrades to third-party software, such as
Systems software and Office applications are appropriate for Package
Releases.
Full Release
When a program is released in its entirety, including the parts that
were not changed.
A number of similar Changes can be implemented together in this
Release
More preparation and resources are required for a Full Release
METRICS
◦ Number of Incidents by Back Out
◦ Number of accurate and timely release at remote
sites
◦ Number of unused software that have
unnecessary costs, e.g. Licence fees
◦ Number of times unauthorised software is used
◦ Number of times CMDB status is updated/not
updated
ROLES & RESPONSIBILITIES
The Release & Deployment Manager coordinates the
implementation of the process with other teams.
◦ Prepares Release Plan
◦ Authorises the Release Build and Configuration
◦ Communicates Release to other groups
◦ Coordinated final Implementation of Release
◦ Member of the CAB.
The Test Manager ensures that the release is tested
and signed off by proper authorities.
◦ Successful testing of the release before sign-off
◦ Ensure Testing environment is same as Live
environment
◦ Preparing roll-out Plan with Release Manager
SERVICE TRANSITION 4 OF 4
KNOWLEDGE MANAGEMENT
Simply Speaking
Knowledge Management = Gather, Analyze, Store &
Share the knowledge
OBJECTIVES
Improve the efficiency by reducing the need to Re-
discover the knowledge
Create, Maintain & update Service Knowledge
Management System
Make sure that a Right & Relevant information at
Right time is available for organization’s
requirements (e.g. Customer details, contract/SLA
data)
KEY CONCEPTS
D-I-K-W Structure
DML
DML & CMDB
SKMS
Data - Information – Knowledge - Wisdom
Data
◦ A set of discrete facts about the events
◦ Usually large amount of data is/can be
collected
Information
◦ The data is arranged/sorted in appropriate
context & manner so that it’s easy to
locate/work on
◦ Answers questions like Who, what, when,
where?
Data - Information – Knowledge - Wisdom
Knowledge
Created based on the information/data or own
expertise
Answers How?
Is dynamic & context based
Helps in decision making
Wisdom
Gives detailed understanding
Arriving at the judgment
Helps finalize future decisions/actions
Definitive Media Library
Store Master copies of all the S/W assets
In house, external, Trail, Commercial Of The Shelf
Licenses, Scripts & codes
Is controlled by Service Asset & Configuration
Management process
Serves as the only source for build & distribution for
Release & Deployment process
DML & CMDB
CMDB stores the information about all the
CIs (H/W & S/W)
DML stores the actual CIs (S/W only)
(earlier DSL and DHS)
Both are controlled by SACM process
Both form part of SKMS
Service Knowledge Management
System - SKMS
Presentation Layer /User Interface
Knowledge & Logic Processing
Service Knowledge Base
CMS
Services
H/W
DML
CDB
Policies
SCD
4. SERVICE OPERATION
ACTIVITIES
Keeping services into Operations
◦ Ongoing day to day activities
◦ Ensure that services are delivered at agreed levels
(SLA)
◦ Continual Improvement in meeting the SLAs &
management of operations
Involves Management of
◦
◦
◦
◦
Services
Service Management Processes
People
Technology
SERVICE OPERATION
Service Desk (FUNCTION)
Incident Management
Event Management
Request Fulfillment
Access Management
Problem Management
Technical Management (FUNCTION)
IT Operations Management (FUNCTION)
Application Management (FUNCTION)
SERVICE OPERATION 1OF 9
SERVICE DESK (FUNCTION)
Simply Speaking
Service Desk = Single & the First Point Of
Contact
OBJECTIVES OF SERVICE DESK
To serve as FIRST Point of Contact (FPOC)
Play a vital role in achieving Customer Satisfaction
First Level Fix (FLF) & First Level Diagnosis (FLD)
To coordinate the activities between End User & IT
Service Provision Teams
To OWN the Logged Request & ensure the Closure.
Escalate as appropriate
To support other IT Provision Activities on need basis
Help Desk Versus Service Desk
Help Desk
Help Me!!
Reactive
Culture
Focus on
Restoration
Agent
End User
Help Desk Versus Service Desk
Help Me!!
Business
Focus
Service Desk
Inform Me!!
Educate
Me!!
Proactive
Culture
Focus on
Preventative
Awareness
Change
Me!!
Service
Me!!
End User
Inspire
Me!!
Agent
KEY CONCEPTS OF SERVICE DESK
Logging the call with service desk
Types/Models/Structures of Service Desk
Skills required for Service Desk Personnel
LOGGING THE CALL WITH SERVICE DESK
Who – End users, All other relevant teams, Events, Service
Desk Team itself
NOTE: Not every call logged is an incident
Why – As a part of responsibility, as a proactive measure
How – Telephone, Emails, Alerts, Web Console etc.
What is an Incident?
An occurrence of event(s) which disrupts or can
potentially disrupt the normal service operation
What is problem?
Unknown underlying cause of one or more incidents
TYPES / MODELS / STRUCTURES OF
SERVICE DESK
Central Service Desk
Local or Distributed Local Service
Desk
Virtual Service Desk
Follow the Sun Model
Specialized Service Desk
CENTRAL SERVICE DESK
Single Service Desk at a possible central location
Can be a group of service desks Integrated at a
single location
Advantage
Cost cutting
Centralized control
Disadvantage
Some Local presence may still be required for
Physical support
Centralized Service Desk
ABC Ltd.
Delhi
ABC Ltd.
Hyderabad
Helpdesk
011-232425
ABC Ltd.
Pune
ABC Ltd.
Bangalore
LOCAL OR DISTRIBUTED SERVICE DESK
The desk is co-located within or physically
close to user premises
Advantage
◦ Useful in case of multilingual / multi location
organizations
◦ Faster response wherever Physical presence is
necessary
Disadvantage
◦ May prove Expensive
◦ Difficult to manage multiple desks
Local or Distributed Service Desk
ABC Ltd.
Delhi SD
ABC Ltd.
SD
ABC Ltd.
SD
Hyderabad
Bangalore
ABC Ltd.
SD
Pune
VIRTUAL SERVICE DESK
By using the extensive technology, an appearance of a
single / centralized desk
Primarily used in Off-shoring kind of services
Advantage
Maximum use of technology so minimum personnel
involvement
Less number of requests go Unregistered
Disadvantage
Expensive to use
Physical support may not be possible
Virtual Service Desk
SD
New York
ABC Ltd.
Delhi
Answer to
3rd Caller
ABC Ltd.
Hyderabad
2nd Caller
1800XX
1st Caller
Network
Cloud
3rd Caller
1800XX
ABC Ltd.
Bangalore
1800XX
4th Caller
1800XX
SD
Beijing
Answer to
2nd Caller
SD
London
ABC Ltd.
Pune
Answer to
1st Caller
SD
Sydney
FOLLOW THE SUN MODEL
24 Hrs of Desk
Team which is in Day time picks up the call
Advantage
◦ Best for 24 Hrs kind of support
◦ Less desk staff attrition due to working time
Disadvantage
◦ Expensive due to use of technology
◦ Multiple control points so difficult to manage
Follow the SUN
Responding SD Region
USA
EST
IND
UK
USA
PAC
AUS
5 AM
10 AM
3 PM
8 PM
Indian Standard Time
1 AM
SPECIALIZED SERVICE DESK
Expert Staff specialized in their respective fields
Advantage
◦ Faster & accurate resolution of request
Disadvantage
◦ Difficult to get skilled staff
Specialized Service Desk
DBA
Network
Admin
Service Desk
Menus
Windows
Team
User
calls
Email
Team
NOTE
In practical world, most of the
organizations use a mixture of service
desk types/models/structures.
SKILLS REQUIRED
Communication
Interpersonal Skills
Business / IT Understanding
Professionalism
Customer Focus
Subject Knowledge (for a Specialist Service Desk)
ACTIVITIES OF SERVICE DESK
Receive & Log the calls from End Users, events etc.
Provide Preliminary level of diagnosis as applicable
Categorize the incident as possible
Assign to relevant Incident Team
Follow up with Incident Team
Update status regularly & communicate to user as
applicable
Keep an eye on agreed SLAs
Escalate as & when appropriate
Confirm with user before closing the incident
Provide Service Desk Metrics Reports to Service Desk
Manager
METRICS FOR SERVICE DESK
Average call resolution/duration
% of calls picked up in 3 rings, % Unattended
Accuracy of updating ticket status
Number of SLA breaches
Timely Escalations
Customer Satisfaction
ROLES & RESPONSIBILITIES IN SERVICE DESK
Service Desk Staff
◦ To Perform all the activities of Service Desk as
applicable
Service Desk Manager
◦ To Oversee the functioning of Service Desk
◦ To build Service Desk Team for new services
◦ To Monitor the performance of Service Desk on
regular basis
◦ To identify & work on the Continual Improvement of
Service Desk
SERVICE OPERATION 2 OF 9
INCIDENT MANAGEMENT
Simply Speaking
Incident management = Restore Service ASAP
OBJECTIVES
To restore NORMAL service operation as quickly as
possible
◦ NORMAL means as agreed in SLA
To log & Track incidents wherever applicable (e.g.
Proactive measure)
To deal with all incidents consistently
To assist Problem Management team as required
To assist Service Desk/ Release Team for any RFCs
KEY CONCEPTS
Incident
◦ An occurrence of event(s) which disrupts or can
potentially disrupt the normal service operation
Problem
◦ Set of incidents with similar underlying
“unknown” cause(s)
◦ (A root cause of one or more incidents)
Priority
Escalation Mechanism
Incident Lifecycle
Priority = Impact X Urgency
Impact
Evidence of effect upon business activities
Urgency
Evidence of effect upon business deadlines
Escalation Mechanisms
Functional Escalation
Through various functions or support group levels
Hierarchical Escalation
Through organizational hierarchy
INCIDENT LIFE CYCLE
Incident Detection & Recording
Incident Life Cycle
Classification & Initial Support
YES
Is it a
Request?
Ownership,
Monitoring,
Tracking &
Communication
Request Fulfillment Procedure
NO
Investigation & Diagnostics
Resolution & Recovery
Incident Closure
MAJOR INCIDENTS
These are incidents which have a short
timescale target & higher urgency
Major Incident NEED NOT BE A Problem
METRICS
Number/Percentage of proactively recorded
Incidents
Average time to resolve Incidents
Number of Incidents/workstation within
SLAs
Percentage of Incidents resolved at First
Line, Second Line Support
Total no. of Remote resolution of Incidents
INTERFACES
ROLES & RESPONSIBILITIES
Incident Manager : who is the overall in-charge of the Incident
Management process and is responsible for:
Creating Process Reports
Organising Management Information
Recommending measures
Usually this role is assigned to Service Desk Manager
Support Groups
Level 1 to Level n
Tech Specialist Group
Super Users
They act as a link between IT & Service Desk
Manage expectations of users in terms of SLAs & Service Desk
Training & Encouraging users for minor incident resolutions
Involvement in new releases/roll outs
SERVICE OPERATION 3 OF 9
EVENT MANAGEMENT
Simply Speaking
• Event Management = Detect Events & decide appropriate
Actions
OBJECTIVES
Detect Events, Make Sense/Analyze them & Decide
the appropriate action
Monitor, Record & filter the relevant events
Trend Analysis as a Proactive Measure/Study purpose
Contributes to maintain SLAs.
• Event
• A notification or alert created by IT Service, CI or
Monitoring Tool
• Event Management
• A process of managing the events throughout their
lifecycle
• Typically done by IT Operation Staff
• Alerts
• An occurrence of something which triggers event or a
call for action or a human intervention
Types of Events
Information
An event which is only meant to provide
information
E.g. Backup job completed
Usage
To check status of activity, device
To get statistics
Informational events are usually recorded for a
pre-determined period
Type of Events….contd
• Warning
• Event meant as a proactive measure to indicate that
service or device is reaching a threshold
• E.g. Network traffic reaching a congestion point
• Exception
• Event which indicates that a service or a device is
behaving abnormally (against a defined behavior)
• E.g. Hdd1 in RAID has failed
ACTIVITIES
• Recording, Filtering Events
• All Events usually get recorded in a log file
• Events are filtered according to their types either automatically
or manually
• Prioritization of Events
• Events are prioritized based on their importance & their types
• Based on SLAs, some events can always get high priority
• Exceptions Management
• Exception is usually converted into Incident or problem or RFC
• Exception does NOT necessarily represents Incident/problem
METRICS
• Effectiveness of Event Management
• How best are the events designed
• Are they in alignment with SLAs?
• Are they monitored, recorded, filtered correctly?
• How well the events data is maintained
• How many incidents are logged proactively based on
Warnings/Exception
ROLES & RESPONSIBILITIES
• Usually NOT a dedicated role such as Event Manager
• Event Management is conducted by staff in
• Service Desk
Less Involvement.
• Typically involved for logging incidents based on Exceptions
• Technical & Application Management
• Both Application & Technical Management value add to
event management during Service Design, Service Transition
& Service Operation
• IT Operations Management
• Usually clubbed with Technical or Application management
• Typically do Monitoring & First-Lie responses
•
SERVICE OPERATION 4 OF 9
REQUEST FULFILLMENT
Simply Speaking
• Request Fulfillment = Provide a quick response to
standard service requests.
OBJECTIVES
• To communicate (or make available) the information regarding
existing Standard services & the procedures
• To provide channel & mechanism for users to avail these
standard services
• Users need to raise a Service Request for the same
• To provide the standard services to users
• May need to work in background as well for e.g.
procurement of h/w (like mouse) for standard services
• To assist for general queries, updates on standard services
NOTE - Request Fulfillment derives guidance from Change Management
KEY CONCEPTS
Service Requests & Standard Service
Components of Standard Services
Request Model
• Service Request
• A request from users for Standard service
• Standard Service
• Typically involves a routine type of change
• Although may be managed by Service Desk, it is NOT treated
as Incident
• E.g. Change of Mouse, Resetting password
• Components of Standard Service
• Pre-defined process
• Some changes can be pre-approved (or Auto Approved) e.g.
Requesting stationary
• Some changes may require additional or special approvals
• Request Model involves a process-flow for Request
Management
• Make Self-Help available
• Typical process flow would be
• User initiates request
• Request is accepted (or rejected as per process) by Service
Desk
• Necessary Approvals (if not pre-approved) are sought by SD
• SD may also order the components (h/w or s/w) if out of
stock
• When approvals and components are ready, SD delivers the
service to user
• Service request is closed by SD
METRICS
User Satisfaction Survey feedback
Number of Requests fulfilled
ROLES & RESPONSIBILITIES
Usually NOT a dedicated role such as Request
Manager
Request Fulfillment is managed by staff in
Service Desk, Incident team or other team as
designated by organization
Typical responsibilities as per Request Process
Flow
Mostly Service Desk Manager is accountable
SERVICE OPERATION 5 OF 9
ACCESS MANAGEMENT
Simply Speaking
Access Management = Manage the Access to Services
OBJECTIVES
• Granting authorized users the access to their Required
services
• Ensure that the access provided is of Right level
• Revoke the access after getting the necessary & relevant
approvals
• Prevent non-authorized access (from possible sources)
NOTE – Access management derives guidance from Information Security Management
KEY CONCEPTS
Access
Level & Extent of functionality that users can enjoy
Identity
Unique Information about the user which confirms his status
within the organization
Rights
Actual settings which ensure that users get the required access
Service & Service Groups
Set of services to which users can get the access in one go
Directory Services
A specific type of tool to help manage the Access or Rights
ACTIVITIES
• Request Access
• Users can request access via, RFC or Service Request via
Request Fulfillment or Helpdesk Menu
• Verify User Identity
• Access Management Team ensures that users are who
they say are & they have legitimate requirement for
service
• Provide Rights
• Access team provides the rights to users as per Policies of
the organization
Monitor Identity Status
Monitor users identity status, their change of roles,
expiry of valid account etc.
Log & Track the Access
Ensure
the Accesses are logged & data is
maintained as per organizations policies
Revoke or Restrict Access
Revoke/Restrict or modify the rights as per user
status & as directed by policies
METRICS
Meeting Access SLAs
Accurate levels of Access Management
Any other metrics as asked by Information Security
management
ROLES & RESPONSIBILITIES
• Usually NOT a dedicated staff
• Typically carried out by Service Desk staff
• May also be managed by
• IT Operations Management Staff
• Technical Management Staff
• Applications Management Staff
SERVICE OPERATION 6 OF 9
PROBLEM MANAGEMENT
Simply Speaking
Problem Management = identify Root Cause of the
incident(s)
OBJECTIVES
To ensure that problems are identified and resolved
To eliminate recurring incidents
To minimize the impact of the incidents or problems
that can not be prevented
KEY CONCEPTS
• Problem
• A root cause of one or more incidents
• Problem Model
• A model/ set of guidelines to deal with the problems which
can not be prevented
• Workaround
• A temporary solution / Quick Fix which enables to user to
continue using the service even though the root cause is not
identified/removed
• Usually Problem Team suggests workaround & Incident team
implements it
KEY CONCEPTS…CONTD
• Known Error
• A Problem for which the root cause is identified and
a temporary Work-around has been made available
• A Known Error is resolved by eliminating the root
cause permanently (E.g. via RFC)
• Known Error Database
• The purpose of this database is to maintain a record
of all the previous incidents, problems & known
errors
PROBLEM MANAGEMENT TYPES
• Reactive Problem Management :
• The Reactive Problem Management activities help in
identifying the root causes of the Incidents.
• Then, these help in suggesting permanent solutions
so that these Incidents do not recur.
• Proactive Problem Management :
• The Proactive Problem Management activities aim at
preventing Incidents before they occur. This activity
helps identify weaknesses in the IT infrastructure
and suggests methods to eliminate these
METRICS
Number of Incidents reduced by resolving Problems
Time needed to resolve Problems
% of Problems re-occurred
Well maintained KEDB
ROLES & RESPONSIBILITIES
• Problem Manager : who is the overall in-charge of the Problem
Management process and is responsible for:
•
•
•
•
•
Developing and maintaining the process
Assessing effectiveness of the process
Managing the Problem Support staff
Providing MIS to management
Allocating resources to the Support activities
• Support Groups : Are the Support Group Personnel who help the
Problem Manager in Reactive and Proactive Problem Management
through
•
•
•
•
•
Identifying and recording problems
Advising Incident Management team about workaround and fixes
Identifying trends and potential sources of problems
Submitting RFCs to prevent the occurrence
Prevent the replication of problems to multiple systems
SERVICE OPERATION 7 OF 9
IT OPERATIONS MANAGEMENT (FUNCTION)
Simply Speaking
IT Operations Management = Support day-to-day basic
level operational activities
OBJECTIVES
Ensure the Infrastructure Stability by performing basic
level jobs
Support day to day operational activities
Identify the opportunities to improve overall
operational performance & saving costs
Initial level diagnosis (& resolution) of operational
incidents
ACTIVITIES
• Basic level activities such as
• Backup & Restore jobs, Tape Management
• On call (telephone) or Remote Control (Vnc, netmeeting)
resolution
• Outlook configuration
• Facilities Management (e.g. Printer management)
• Basic H/W & S/W installations/configurations
ROLES & RESPONSIBILITIES
• IT Operation Manager
• Leadership/Management activities
• Management Reports
• Shift Leader
• Overall in-charge of shift activities
• Roaster plans, reports, updates etc.
• Analysts
• Senior staff with more important workload
assigned
• Operators
• All basic level jobs/ activities
SERVICE OPERATION 8 OF 9
TECHNICAL MANAGEMENT (FUNCTION)
Simply Speaking
Technical Management= Maintain Technical Knowledge &
Expertise
OBJECTIVES
Design of efficient, resilient & cost-effective IT Infrastructure
for the organization
Maintain Technical Knowledge & Expertise as required to
manage this IT Infrastructure
Ensure availability of actual technical resources when
required especially during failure
Other activities/roles within other ITIL processes or as
directed by organization
Provide technical resources for complete lifecycle i.e. design,
build , test, transition , implement & improve
KEY CONCEPTS
Technical Management Alignment
Alignment as per Technical lines for e.g.
Mainframes, Networks etc.
Activities
Manage lifecycle of Organization's IT
Infrastructure
Maintain Knowledgebase
Constantly update Technical expertise
ROLES & RESPONSIBILITIES
Technical Managers/ Leads / Analysts / Operators / Specialists
Leadership/management activities
Arranging Trainings, other activities to update the technical
knowledge
Reporting to senior management
Ensure policies/processes are in place for maintaining the
technical data/knowledge
SERVICE OPERATION 9 OF 9
APPLICATION MANAGEMENT (FUNCTION)
Simply Speaking
Application Management = Managing Application throughout their
Lifecycle
OBJECTIVES
Identify the requirement of Applications
Design efficient, resilient & cost effective applications for
managing IT Infrastructure
Ensure availability, security of the applications
Maintain the operational applications & their day-to-day
activities
Provide support during Application Failures
Improve the functionality of applications as per organization’s
needs
ACTIVITIES
Manage applications throughout their lifecycle
Assist Design, Build, Test & implement applications
Maintain knowledge & expertise for Managing the
applications
Make Application resources available
May be involved in Development project but it’s
not their primary responsibility
ROLES & RESPONSIBILITIES
• Application Managers / Team Leaders
• Leadership & management activities
• Reporting to Senior Management
• Trainings & other activities to improve expertise &
knowledgebase
• Application Analysts / Architect
• Work with first level users to capture & manage their
requirements
• Created & maintain standards for Application sizing,
performance modeling etc.
• Coordinate with Technical Management team as
applicable
5. CONTINUAL SERVICE IMPROVEMENT
KEY CONCEPTS
CSI Model
Service Measurement
VDJI Structure
Types of Metrics
7 Step Improvement Process
Continual Service Improvement Model
Service Measurement
Ability to capture the performance of an End to End
service against Targets/Standards
Also helps in prediction of future performance
Produces management reports for comparison /
Trend
Why do we measure?
To Validate
Changes
Corrective
Actions
Organization’s
Measurement
Framework
Targets
Metrics
To Direct
Factual
Evidence
To Justify
To Intervene
Strategic
Vision
Types of Metrics
• Technology based Metrics
• Typically used for applications, components etc.
• E.g. Performance, Downtime
• Process based Metrics
• Focused on Customer, Processes
• E.g. KPI, CSF
• Service based Metrics
• End to End services
• Focused on Supplier
• E.g. Gold/bronze package service
ROLES & RESPONSIBILITIES
• Service Manager
◦ Oversee the development, implementation, Evaluation
& Ongoing management of all new & existing products
& services
◦ Develops Business Case, Product Line strategy &
Architecture
◦ New Service Deployment & lifecycle Schedules
◦ Perform Service Cost Management
◦ Instill a Market Focus
7 Step Improvement Process
2.Define What
You can
measure
3.Gather the
Data
4.Process the
Data
1.Define What
You should
measure
Goals
5.Analyze the
Data
7.Implement
corrective
Actions
6.Present & use
the Information
ROLES & RESPONSIBILITIES
• CSI Manager
• Drive, Communicate & Coordinate CSI Vision & Initiatives
in organization throughout service lifecycle
• Oversee & be Accountable for the success of all
Improvement initiatives
• Constantly work with Process/Service owners to identify
Scope of Improvement
• Build effective relationships with the Business & IT
managers
• Ensure Monitoring is in place to gather Data
SUMMARY OF ITIL v3 PROCESSES & FUNCTIONS