ITIL Stage 3 – Service TRANSITION ITIL Stage 4 – Service OPERATION ITIL Stage 5 – CONTINUAL Service IMPROVEMENT

Lecture Four

ITIL Stage 3 – Service TRANSITIONTRANSITION

TRANSITIONTRANSITION

•BuildBuild•TestTest•User acceptanceUser acceptance•DeploymentDeployment•Bed-inBed-in

Good service transitionGood service transition

•Set customer expectationsSet customer expectations•Enable release integrationEnable release integration•Reduce performance variationReduce performance variation•Document and reduce known errorsDocument and reduce known errors•Minimise riskMinimise risk•Ensure proper use of servicesEnsure proper use of services

S. Transition at a glanceS. Transition at a glance

Knowledge managementKnowledge management

• Vital to enabling the right information to be provided at the right Vital to enabling the right information to be provided at the right place and the right time to the right person to enable informed place and the right time to the right person to enable informed decisiondecision

• Stops data being locked away with individualsStops data being locked away with individuals• Obvious organisational advantageObvious organisational advantage

Data ► Information ► Knowledge ► Data ► Information ► Knowledge ► WisdomWisdom

Data Information - who, what , where?

Knowledge- How?

Wisdom - Why?

Wisdom cannot be assisted by technology – it only comes with experience!

Service Knowledge Information Management System is crucial to retaining this extremely valuable information

Service Asset and ConfigurationService Asset and Configuration

• Managing these properly is keyManaging these properly is key• Provides Logical Model of Infrastructure and Accurate Provides Logical Model of Infrastructure and Accurate

Configuration informationConfiguration information• Controls assetsControls assets• Minimises costsMinimises costs• Enables proper change and release managementEnables proper change and release management• Speeds incident and problem resolutionSpeeds incident and problem resolution

Configuration Management SystemConfiguration Management System

Painting the ForthPainting the ForthBridge ...Bridge ...

• A A BaselineBaseline is a “last known good configuration” is a “last known good configuration”• Current configuration Current configuration will always be the most recent will always be the most recent

baseline plus any implemented approved changesbaseline plus any implemented approved changes

• The CMS will always be a “work in progress” and probably The CMS will always be a “work in progress” and probably always out of date. But still worth havingalways out of date. But still worth having

... just ... just somesome parts of a parts of a theoreticaltheoretical CMDB CMDB

HARDWARE

Specification

Location

Owner

Financials

Software

SOFTWARE

Licenses

Versions

APPLICATIONS

Users

Hardware

USERS

Applications

Contracts

Incidents

INCIDENTS

Applications

Hardware

Resolutions

KNOWN ERRORS

Incidents

PROBLEMS

Incidents

Resolutions

CHANGES

Applications

Users

Equipment

O/S

Equipment

INFRASTRUCTURE

SOFTWARE

e.g. Oracle

RELEASES

Applications

NETWORK

Linkages

Dependencies

SLA

Applications

Users

Contracts

DEFINITIVE SOFTWARE LIBRARY

SERVICES

Applications

DEFINITIVE HARDWARE STORE

B C P

DOCSAVAILABILITY

STATISTICS

Change ManagementChange Management

•Respond to customers changing business Respond to customers changing business requirementsrequirements

•Respond to business and IT requests for Respond to business and IT requests for change that will align the services with the change that will align the services with the business needs & with the IT state of the artbusiness needs & with the IT state of the art

•RolesRoles• Change ManagerChange Manager• Change AuthorityChange Authority

• Change Advisory Board (CAB) Change Advisory Board (CAB) approving requested changes and assisting in prioritization

• Emergency CAB (ECAB) Emergency CAB (ECAB) the same, for emergency changes

Change TypesChange Types

•Normal• Non-urgent, requires approvalNon-urgent, requires approval

•Standard• Non-urgent, follows established path, no approval Non-urgent, follows established path, no approval

neededneeded

•Emergency• Requires approval but too urgent for normal procedureRequires approval but too urgent for normal procedure

Change Advisory BoardChange Advisory Board

• Change Manager (VITAL)Change Manager (VITAL)• One or more ofOne or more of

• Customer/UserCustomer/User• User ManagerUser Manager• Developer/MaintainerDeveloper/Maintainer• Expert/ConsultantExpert/Consultant• ContractorContractor

• CAB considers the 7 CAB considers the 7 R’s’s• Who Who RAISED?, ?, REASON, , RETURN, , RISKS, , RESOURCES, ,

RESPONSIBLE, , RELATIONSHIPS to other changes to other changes

Release ManagementRelease Management

• Release is a collection of Release is a collection of testedtested and and authorisedauthorised changes ready for deploymentchanges ready for deployment

• A rollout introduces a release into the live A rollout introduces a release into the live environmentenvironment

• Full ReleaseFull Release• e.g. Office 2007e.g. Office 2007

• Delta (partial) releaseDelta (partial) release• e.g. Windows Updatee.g. Windows Update

• PackagePackage• e.g. Windows Service Packe.g. Windows Service Pack

Release test & deployRelease test & deploy

•Release Manager will produce a release Release Manager will produce a release policypolicy

•Release MUST be tested and NOT by the Release MUST be tested and NOT by the developer or the change instigatordeveloper or the change instigator

•Deploy can be manual or automaticDeploy can be manual or automatic•Automatic can be push or pullAutomatic can be push or pull

ITIL Stage 4 – Service OPERATIONOPERATION

OPERATIONOPERATION

•MaintenanceMaintenance•ManagementManagement•Realises Strategic Objectives Realises Strategic Objectives and is where the Value is seenand is where the Value is seen

Service Operation BalancesService Operation Balances

Processes in Service Operationin Service Operation

1.1. Request FulfilmentRequest Fulfilment2.2. Access ManagementAccess Management3.3. Event ManagementEvent Management4.4. Incident ManagementIncident Management5.5. Problem ManagementProblem Management

P#1 – Request FulfilmentP#1 – Request Fulfilment

•Information, advice or a Information, advice or a standard changestandard change

•Should not be classed as Should not be classed as Incidents or ChangesIncidents or Changes

P#2 – Access ManagementP#2 – Access Management

• Right things for right users at right time• Concepts

• Access• Identity (Authentication, AuthN)• Rights (Authorisation, AuthZ)• Service Group• Directory

P#3 – Event ManagementP#3 – Event Management

• 3 Types of events• Information• Warning• Exception

• Need to make sense of events and have appropriate control actions planned and documented

P#4 – Incident ManagementP#4 – Incident Management

• Incidents are a subset of Events• IM deals with unplanned interruptions to IT Services or

reductions in their quality• Failure of a configuration item that has not impacted a

service is also an incident (e.g. Disk in RAID failure)• Reported by:

• Users• Technical Staff• Monitoring Tools

Incident Management (1/3)Incident Management (1/3)An incident defined as an unplanned, unexpected or unexplained disruption in service (any event which is not part of the standard operation of a service and which causes or may cause an interruption to or a reduction in the quality of the service that is provided).

• Objective is to restore normal service operation as quickly

as possible and minimize the adverse impact on business operations.

• The process responsible for managing the life-cycle of all incidents.

Incident Management (2/3)Incident Management (2/3)Incident Management input and output of the process, and its activities

Incident Management (3/3)Incident Management (3/3)ESCALATION = the mechanism that assists timely resolution of an Incident

Levels of support are specific to technical expertise

P#5 – Problem ManagementP#5 – Problem Management

• Don’t confuse a Problem (the cause) with an Incident (the effect)

• Aims to prevent problems and resulting incidents• Minimises impact of unavoidable incidents• Eliminates recurring incidents• Proactive Problem Management

• Identifies areas of potential weakness• Identifies workarounds

• Reactive Problem Management• Identifies underlying causes of incidents• Identifies changes to prevent recurrence

Problem Management (1/2)Problem Management (1/2)

A Problem is defined as the unknown underlying cause

• Problem Management aims to Stabilize IT services through:

•Minimizing the consequences of incidents•Removal of the root causes of incidents•Prevention of incidents and problems•Prevent recurrence of incidents related to errors•Both reactive process and proactive process.

Problem Management (2/2)Problem Management (2/2)

Problem Management takes time to identify the cause and eliminate it.

Functions in Service Operationin Service Operation

•Service DeskService Desk•Technical ManagementTechnical Management•IT Operations ManagementIT Operations Management•Applications ManagementApplications Management

Service Desk (1/3)Service Desk (1/3)

• Local, Central or Virtual• Single point of contact (POC)• “Call Centre” & “Help Desk”: particular instances of

S.D.• Skills for operators

• Customer Focus• Articulate• Interpersonal Skills (patient!)• Understand Business• Methodical/Analytical• Technical knowledge• Multi-lingual

• Service desk often seen as the bottom of the pile, but … most visible to customers so important to get right!

Service Desk (2/3)Service Desk (2/3)

Change Management

ReleaseManagement

Incident Management

Configuration Management

Problem Management

ServiceSupport

•Integrated function, not a process, to all of the “operational” process.

•Serves an intended purpose

•Single point of contact between service providers, customers and users.

•Manages incidents and escalates according to agreed service levels.

•Manage requests, incidents, service requests and communications with customer and users.

Service Desk (3/3)Service Desk (3/3)

Service Desk

TelephoneRequests

Internet/browserrequests

Faxrequests

Email/voice/videorequests

Hardware/application

events

Management Information, Reports, Metrics

Networks

Learning Technologies

Distributed Computing

Computing Services

EnterpriseApplications

Security

Telecommunications

Operations

Project and Service Management

Contracts and Licensing

IT Training

Loca lCen tra lVi r tua l

single POC

ITIL Stage 5 – CONTINUALCONTINUAL Service IMPROVEMENTIMPROVEMENT

CONTINUAL IMPROVEMENTCONTINUAL IMPROVEMENT

• Focus on Process Owners and Service OwnersFocus on Process Owners and Service Owners• Ensures that service management processes Ensures that service management processes

continue to support the businesscontinue to support the business• Monitor and enhance Service Level AchievementsMonitor and enhance Service Level Achievements• PDCA (Deming cycle: PDCA (Deming cycle: Plan, , Do, , Check, , Act))

W. Edwards Deming

Service MeasurementService Measurement

• Technology (components, MTBF etc)Technology (components, MTBF etc)• Process (KPIs - Critical Success Factors)Process (KPIs - Critical Success Factors)• Service (End-to end, e.g. Customer Satisfaction)Service (End-to end, e.g. Customer Satisfaction)• Why?Why?

• Validation – Soundness of decisionsValidation – Soundness of decisions• Direction – of future activitiesDirection – of future activities• Justify – provide factual evidenceJustify – provide factual evidence• Intervene – when changes or corrections are neededIntervene – when changes or corrections are needed

7 Steps to Improvement7 Steps to Improvement