Download - ITIL V3 Foundation Training - MT IMTS1 - Student Handouts3

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IT Infrastructure Library (ITIL) V3

Foundation Training

I -

The History of ITIL

• The first two ITIL versions grouped content according to process.

• In V2 there are 12 main concepts ( 11 process and 1 function) which are divided between Service Delivery and Service Support set.

• Service Support Set

– Service desk ( the only function in ITIL V2)

– Configuration Management

– Incident Management

– Problem Management

– Change Management

– Release Management

• Service Delivery Set

– Service Level Management

– Availability Management

– Capacity Management

– Security Management

– IT Service Continuity Management

– Financial Management for IT Services

I -

ITIL V2 – Processes & Function

• ITIL v3 focuses on the entire service life cycle, taking the ultimate consumer of the services – the business – into consideration.

• All the original concepts of V2 has remained in V3 and are divided between 5 life cycle phases.

– Service Strategy

– Service Design

– Service Transition

– Service Operation

– Continual Service Improvement

• In addition to the original 12 concepts, there are additional 20 new concepts (3 Functions and 17 Processes)

• In total, ITIL V3 has 28 Processes and 4 Functions.

I -

ITIL V3 – Life Cycle Phases

I -

ITIL V3 Core Framework

Service Design

Service

ITIL

Service

Strategy

Service

Operation

Service

Design

Continual Service

Improvement

Service

Transition

Service Strategy

Planning and implementation of IT Service

Management practices and their alignment to business

needs.

Service Design

Design of appropriate and innovative IT

infrastructure services

Service Transition

Validates the service design against service

requirements

Service Operation

Day to day delivery and control process activities for

required stable IT services.

Continual Service Improvement

Continuous search for improvements as part of the

promised service quality

• SS will appeal to those who have the need to understand strategic analysis, planning, positioning, and implementation with respect to service models, strategies and strategic objectives.

• It provides guidance on how to leverage service management capabilities that can effectively deliver value to customers and capture value for service providers.

• Decisions about service portfolios, capability development, operational effectiveness, organizational models and the importance of knowledge assets are some of what Service Strategies will provide guidance on.

Main Target Audience:

– Senior Leadership of customers and service providers.

Main Influencers:

– Service Managers and operations managers.

I -

Service Strategies (SS)

• SD translates strategic plans and objectives and creates the design and specifications for

execution through service transition and operations.

• SD will appeal to those whose role is to bring together the infrastructure, applications, systems,

and processes, along with partners and suppliers, to make feasible a superior service offering.


– Service Managers and providers.

Main Influencers:

– IT operational staff, service owners, service providers, vendors.

I -

Service Design (SD)

• ST will ensure that the design will deliver the intended strategy and that it can be operated and maintained effectively.

• ST is concerned with managing change, risk & quality assurance and has an objective to implement service designs so that service operations can manage the services and infrastructure in a controlled manner.


– IT Service Managers, Service Owners, operational staff.

Main Influencers:

– Customers, Service owners, support staff.

I -

Service Transition (ST)

• SO will manage a service through its production life of day-to-day management.


– Service owners, operational staff, vendors and service providers.

Main Influencers:

– Customers, end users, business and IT Management.

I -

Service Operation (SO)

• CSI will ensure that a service delivers the maximum benefits and measure its performance through its life, suggesting improvements along the way.

• CSI has an overall view of all other elements and looks for ways that the overall process and service provision can be implemented.


– Service planners, service designers, business ad IT leaders, IT service managers, service owners, operational staff.

Main Influencers:

– Business leaders, IT leaders, customers and users, service owners, quality and conformance managers.

I -

Continual Service Improvement (CSI)

• Service Strategy (5)

– Strategy Management

– Demand Management

– Service Portfolio Management

– Financial Management

– Business Relationship Management

• Service Design (8)

– Design Coordination

– Service Level Management

– Service Catalog Management

– Capacity Management

– Availability Management

– Service Continuity Management

– Information Security Management

– Supplier Management

I -

ITIL V3 Processes

• Service Transition (7)

– Transition Planning and Support

– Change Management

– Release and Deployment Management

– Service Asset and Configuration Management

– Service Validation and Testing

– Evaluation

– Knowledge Management

• Service Operation (5)

– Event Management

– Incident Management

– Request Fulfillment

– Problem Management

– Access Management

I -

ITIL V3 Processes

• Continual Service Improvement (3)

– Service Improvement (The Seven-step improvement Process)

– Service Measurement

– Service Reporting

I -

ITIL V3 Processes

• Service Desk

• Three new functions

– Technical Management

– Application Management

– IT Operations Management

I -

ITIL V3 Functions

• Benefits:

– Provision of IT services becomes more customer-focused

– Continuous improvement in the delivery of quality IT services

• Services are described better

• Better management of quality

– Improved communication and better working relationships between IT and the business

– The ability to absorb a higher rate of Change with an improved, measurable rate of success

– Processes and procedures that can be audited for compliance to “best practice” guidelines

• Risks:

– Can take a long time and require significant effort

– Over-engineered procedures can be seen as bureaucratic obstacles

– No real benefit if there is a fundamental lack of understanding

I -

Benefits and Risks

• Improve Resource Utilization

• Be more competitive

• Decrease rework / Eliminate redundant work

• Improve upon project deliverables and time

• Improve availability, reliability and security of mission critical IT services

• Justify the cost of service quality

• Provide services that meet business, customer, and user demands

• Integrate central processes

• Document and communicate roles and responsibilities in service provision

• Learn from previous experience

• Provide demonstrable performance indicators

I -

Benefits to the Organization

• Align IT Services with the business needs (current and future)

• Improve the quality of IT services

• Reduce the long-term cost of provisioning IT services

I -

ITIL Goals

• ITIL describes what needs to be done but NOT how it should be done

• ITIL does NOT define:

• Every role, job or organisation design

• Every tool, every other equipment, every required customisation

• Every process, procedure and task required to be implemented

• ITIL does NOT claim to be a comprehensive description of everything within IT, but it

instead contains “best practices” that have observed and accepted in the industry

I -

Keep in Mind

Service Management As A

Practice

19

I -


Service Design

Service

ITIL

Service

Strategy

Service

Operation

Service

Design

Continual Service

Improvement

Service

Transition

Service Strategy

Planning and implementation of IT Service

Management practices and their alignment to business

needs.

Service Design

Design of appropriate and innovative IT

infrastructure services

Service Transition

Validates the service design against service

requirements

Service Operation

Day to day delivery and control process activities for

required stable IT services.


Continuous search for improvements as part of the


“A means of delivering value to customers by facilitating outcomes customers want to

achieve without the ownership of specific costs and risks.

• What creates VALUE?

– The value of a service resides in the combined effects of two criteria:

• Its Utility

• Its Warranty

Service

Value Creation

Product Vs Service

Service Management

• Service Management is a set of specialized organizational capabilities for providing value to

customers in the form of services.

• Service Management is also a professional practice supported by an extensive body of knowledge,

experience, and skills.

• An IT organization owns 9 types of assets:

Assets Types

Capability is the ability of an organization, person, process, application configuration item or IT

services to carry out an activity.

Resources is a generic term that includes IT infrastructure, people, money or anything else that

might help to deliver an IT service.

• A set of IT capabilities and resources (including functions and process) used to

– Plan (Plan)

– Implement (Do)

– Monitor and (Check)

– Improve (Act)

• The People, Processes, Products and Partners

• That together deliver Services to Customer that add Value the Business.

Service Management : The Management

of Services

People Having the right people/mix of people, skill set, attitudes, roles and responsibilities, and leadership abilities

in place to be successful in achieving expected results.

Process

To achieve high availability, processes should be

• Appropriately documented, followed and enforced

• Able to be measured and reported on

• Have clear ownership, communicated, and updated accordingly.

Technology

• Redundancy, resilience, repeatability, flexibility, capacity in order to support the goals for achieving high

availability.

• In addition, technology needs to always be on/available and be easily supported and maintained.

I -

People, Process & Technology The fundamental principle of People, Process and Technology is the foundation for a successful ITIL

implementation.

I -

Four Ps of Service Management

Service Assets : A Service Asset is anything that could contribute to the delivery of an IT service.

• A Service provider’s capabilities & resources

• People, Processes, Knowledge and Infrastructure

Strategic Assets

• Service Assets that support strategic objectives

• Service Management is a strategic asset

Service Assets & Stragegic Assets

I -

Governance

I -

Quality : Deming’s Cycle

• Process

– A structured set of activities designed to accomplish a specific objectives.

– A process may include any of the roles, responsibilities, tools and management controls

required to reliably deliver the desired output.

• Function

– A team or group of people and the tools they use to carry out one or more process or activities.

– Functions are Self-Contained units of an organization

• Role

– A set of responsibilities, activities and authorities granted to a person or team.

– A role is defined within a process.

• Group, Team, Unit or person perform tasks connected to a relevant processes

• Scope of role & trigger is defined by relevant process, agreed by management

I -

Process - Function – Role

– They are measurable

– They have specific results

– Processes have customers

– They respond to specific events

I -

Process Characteristics

I -

RACI Model

I -

Key roles in Service Management

I -

Best Practice & Good Practice

• Best Practice provides a set of generic guidelines based on the successful experiences of a number of

organizations.

• Good practice could be either an application of best practice, or it could be an input into best practice.

• Faster incident recovery

• Fewer unplanned outages

• Better communication with users

• Information that enables better informed management decisions

I -

How ITIL best practices can help

Service Strategy

38

Service Design

Service

ITIL

Service

Strategy

Service

Operation

Service

Design

Continual Service

Improvement

Service

Transition

ITIL V3 Core Framework – Service Strategy

Service Strategy

Planning and implementation of IT

Service Management practices and their

alignment to business needs.

• To support the organization in transforming service management into a strategic asset

• To provide a clear insight into the relationships between the various

– Systems

– Process

– Functions

– Services

– Business models

– Strategies

– etc,

– and the organization's VISION

Service Strategy Goals

• SS will appeal to those who have the need to understand strategic analysis, planning, positioning, and implementation with respect to service models, strategies and strategic objectives.

• It provides guidance on how to leverage service management capabilities that can effectively deliver value to customers and capture value for service providers.

• Decisions about service portfolios, capability development, operational effectiveness, organizational models and the importance of knowledge assets are some of what Service Strategies will provide guidance on.


– Senior Leadership of customers and service providers.

Main Influencers:

– Service Managers and operations managers.

Service Strategies (SS)

• Business Case : It’s a structured document with supporting evidence and references that justifies a project on either financial or strategic grounds

• Capability : The ability of an organization, person, process, application, Configuration Item, or IT services to carry out an activity

• Process Values : A process is a set of coordinated activities combining in order to produce an outcome, which, directly or indirectly, creates value for an external customer or stakeholder

• Resource : A generic term that includes infrastructure, people, money or anything else that might help to deliver an IT service

• Risk : A possible event that could cause harm or loss, or affect the ability of achieved objectives

• Service Catalog : A database or structured document with information about all live IT services, including those available for development

• Service Portfolio : The complete set of services that are managed by a service provider

Service Strategy (SS) – Key Terms

Service Strategy : Business Values

There are many different strategies and service providers within the organization.

There are 3 main types of service providers which are:

• Type I

– Internal Service Provider

• Type II

– Shared Services Unit

• Type III

– External Service Provider

Service Provider Types

• Internal Service Provider is normally part of the enterprise that is serves.

• This type of service provider exists or can exist within an organization solely in order to deliver

service to one specific business unit

• Typically it is funded as an overhead allocation against the Business Units it supports.

• Its objective is to provide cost-optimized services in support of technology-enabled business

processes.

Type I - Internal Service Provider

• Shared Services Provider is typically grouped with other functions shared across the enterprise.

• Dedicated to service multiple business units in the same organization

• While providing its services to the enterprise it is in a position of being forced to compete directly for its customers

• Often Shared Services are not considered strategic to the enterprise so do not enjoy many of the same protections as an Internal Service Provider might.

Type II - Shared Service Unit

•External Service Provider is not part of the enterprise

•This service provider is the wider one and operates as an external service provider serving

multiple external customers

•It provides IT services to the business for a fee

•It is able to lower costs through the aggregations of demand for it service by a number of

different customers. While this allows it to drive down costs, it limits its flexibility in situations that

require flexibility in the functionality of its services

Type III - External Services Unit

• Strategy Management

• Demand Management

• Service Portfolio Management

• Financial Management

• Business Relationship Management

Processes - Service Strategy

• Deal With Complexity, Uncertainty & Conflict

• Discern Patterns & Project Trends

• Consider All factors & Their Relationships

• Understand Underlying Principles & Basic Theory

Strategy Management Fundamentals

• Strategy Management delivers guidance on formulating a Service Strategy in terms of all life

cycle phases

• To ensure the four main activities of the Strategy generation process are performed to ensure

long term success for the customer.

Strategy Management

• Four main activities of the Service Strategy process are:

– Define the Market

– Develop the offerings

– Develop Strategic Assets

– Prepare for Execution

Strategy Generation – Main activities

Define the

market

Develop

Offerings

Develop

Strategic

Assets

Prepare

for

execution

• Customers and Opportunities

– To understand the customers and opportunities in terms of services.

• Understand the Customer

– How to provide value?

– Enable / enhance the performance of business assets better outcomes

• Understand the opportunities

– Are there poorly-supported outcomes? Which outcome could be improved?

– Establish relationships : service assets and customer outcomes

• Classify & Visualize the Services

– Classify and visualize the services offered by the IT organization based on how they provide value for a specific Customer asset.

Define the Market

• Market Space

– A Market space is a set of opportunities for service providers to deliver value( by enabling or facilitating the outcomes)

• Definition of Services

– A clear service definition should specify:

• The context in which the resources apply

• The business outcomes that justify the expenses from a customer perspective.

• Breakdown the service components

– Breakdown the service components into discrete elements

• Actionable tasks that can be assigned to different groups within the IT organization.

Develop the offerings

• Strategic Assets

– Set of distinct capabilities that provide superior value to customers through services

– Distinctive performance, core competence and durable available of an IT organization

• Service Provider depends on its Strategic Assets to succeed

Develop Strategic Assets

• The aim of this activity is to formulate a Service Strategy in terms of:

– Service Portfolio

– Service Design requirements

– Service Transition requirements

– Service Operation requirements

• Service strategies are executed by delivering and supporting the Service Portfolio.

– The aim of the Service Portfolio is to fulfill the present and future needs of the business and therefore contains all the present and future commitments made to customers with respect to specific services.

Prepare for Execution

• All key concepts to Service management strategy can be allocated to one of four strategy area's

The four P's of Strategy are :

• Perspective

– Have a clear vision & focus

• Position

– Take a clearly defined stance

• Plan

– Form a precise notion on how the organization should develop itself

• Pattern

– Maintain consistency in decisions & actions

The 4 Ps of Strategy

Strategy

Perspective

Plan

Position Pattern

Service Portfolio

Service pipeline Service Catalogue Retired Service

Service Portfolio Management

• The Service Portfolio represents the commitments & investments made by a service provider

across all customers and market spaces and may include third-party services.

• The Service Portfolio includes the service catalogue and the service pipeline.

• Elements of the Service Portfolio:

• Value proposition

• Business Case

• Priorities

• Risks

• Costing and pricing

• The Service Portfolio should answer the following questions:

– Why should a customer buy these services?

– Why should they buy these services from us?

– What are the pricing or chargeback models?

– What are our strengths and weakness, priorities and risk?

– How should our resources and capabilities be allocated?

• The Service Portfolio represents a complete list of the services managed by the service

provider.

– Some of these services are visible to the customers (Business Services, defined by SLAs),

while others are not (Infrastructure Services, defined by OLAs or UCs).

Service Portfolio Methods

• Objective: To decide on a strategy to serve customers, and to develop the service provider's offerings and capabilities.

• Service Portfolio Management consists of four activities

– Define

• Deals with collecting information from all existing services as well as every proposed service.

• Every existing (or future) service in the portfolio should include a business case.

– A business case is a model of what a service is expected to achieve.

– Analyze

• The information gathered during “Define” process step is revised to maximize the portfolio value, to align and prioritize and to balance supply and demand.

– Approve

• proposals/plans of this future state/development path per service are authorized or rejected.

– Charter

• Start with a list of decisions and actions items. After communicating them clearly the organization, these are then correlated to budgetary decisions and financial plans.

Service Portfolio Management

Key Performance Indicator (KPI) Definition

Number of Planned New Services Percentage of new services which are developed, being triggered by Service Portfolio Management

Number of Unplanned New Services Percentage of new services which are developed without being triggered by Service Portfolio Management

Number of Strategic Initiatives Number of strategic initiatives launched from the Service Portfolio Management process

Number of New Customers Number of newly won customers

Number of Lost Customers Number of customers which were lost to competing service providers

KPIs - Service Portfolio Management

• Demand for services needs to be managed

– Poorly managed demand is a source of risk for service providers because of uncertainty in

demand

– Excess capacity generates cost without creating value that provides a basis for cost-

recovery

• Objectives:

– Minimize uncertainty in demand

– Provide reliable planning data for Capacity Management

– Avoid unused excess capacity and insufficient capacity

Demand Management

• What if the headcount of business staff is going to double in the next 12 months from 2,000 to

4,000?

• What if next year the company wants to launch 4 new product lines?

• What is your organization just received an order to provide service to 4 new companies?

Some Examples

• Activity Based

• Patterns of Business Activity (PBA) & Users

• Service package

Demand Management

Demand Management – Basic concepts

• PBA are used to help the IT service provider understand the plan for different levels of business

activity

• A PBA is a workload profile of one or more business activities

• If Patterns of Business Activity (PBA) are understood then:

– Service Design can optimise designs to suit demand

– Service Catalogue can map demand patterns to appropriate services

– Service Portfolio Management can approve investment in additional capacity, new

services or changes to services based on business plans

– Service Operation can adjust allocation of resources and scheduling

– Service Operation can identify opportunities to consolidate demand by grouping closely

matching demand patterns

Patterns of Business Activity (PBA)

• Identified, codified and shared in PBA attributes such as:

– Frequency

– Location

– Volume

– Duration

• PBA are sensitive to changes in

– Business processes

– People

– Organization

– Applications

– Infrastructure

Patterns of Business Activity

• Services can be designed to meet demand patterns

• Service Catalogue can be better aligned with service demand patterns

• Service Portfolio Management can make appropriate investment decisions

• Service Operations can allocate sufficient resources and respond optimally

• Incentives can be applied to influence demand where and when applicable

Benefits of Analyzing Patterns of Business

Activity

Service Package

• Objectives of Financial Management

– To account for running IT

– To facilitate accurate budgeting

– As a basis for business decisions

– Balancing cost, capacity and SLRs

– To recover costs where required (Charging)

• Some of Financial Management Key Process Activities

– Budgeting (mandatory)

• Predicting how much “money” is needed to deliver and support IT services against known and predicted customer demand (patterns)

– Accounting (mandatory)

• Keeping track of where, when, how much and by whom the “money”

– Charging (optional)

• Optionally recovering (some of) the “money” incurred with the provisioning of IT Services

– Billing customers for services

Financial Management – Objectives & Scope

Business Relationship Management

Service Design

72

Service Design

Service

ITIL

Service

Strategy

Service

Operation

Service

Design

Continual Service

Improvement

Service

Transition


Service Design

Design of appropriate and innovative

IT infrastructure services

• SD translates strategic plans and objectives and creates the design and specifications for

execution through service transition and operations.

• SD will appeal to those whose role is to bring together the infrastructure, applications, systems,

and processes, along with partners and suppliers, to make feasible a superior service offering.


– Service Managers and providers.

Main Influencers:

– IT operational staff, service owners, service providers, vendors.

Service Design (SD)

• Architecture : The structure of a system or IT service, including the relationship of the components to each other and to the environment they are in.

• Availability : Ability of a Configuration Item or IT service to perform its agreed function when required.

• Contract : A legally binding agreement between two or more parties.

• Critical Success Factor (CSF) : Something that must happen if a process, project, plan or IT service is to succeed.

• Design: An activity or process that identifies requirements and then defines a solution that is able to meet these requirements.

• Downtime : The time when a Configuration Item or IT service is not available during its agreed service time.

• Key Performance Indicator (KPI) : A metric that is used to help manage a process, it service or activity.

SD – Key Terms

• Maintainability : A measure of how quickly and effectively a Configuration Item or IT service can be restored to normal working after a failure.

• Operational Level Agreement (OLA) : An agreement between an IT Service Provider and another part of the same organization.

• Service design Package : Documents defining all aspects of an IT service and its requirements through each state of its lifecycle.

• Underpinning Contract (UC) : A contract between an IT Service Provider and a third party. The third party provides goods or services that support delivery or an IT service to a customer.

SD – Key Terms

Service Design : Business Values

• The Scope of SD extends to all IT Services, including interfaces and links to design activities

within the context of the Service Lifecycle.

• Service Design addresses five major areas:

• Service Portfolio Design

• Identification of business requirements, definition of service requirements and Design of Services

• Technology and architectural Design

• Process Design

• Measurement Design

Service Design

I -

Design Consideration: Four Ps of Service

Management

Measurement Design

• Insourcing

• Outsourcing

• Co-sourcing

• Partnership or Multisourcing

• Business Process Outsourcing

• Application Service Provision

• Knowledge Process Outsourcing

Sourcing Approaches / Delivery Model Options

• Insourcing:

– This approach relies on utilizing internal organizational resources in the design, develop, transition, maintain, operate, and/or support of a new, changed or revised services or data centre operations.

• Outsourcing:

– This approach utilizes the resources of an external organization or organizations in a formal arrangement to provide a well-defined portion of a service’s design, development, maintenance, operations, and/or support.

• Co-sourcing :

– Often a combination of insourcing and outsourcing, using a number of outsourcing organizations working together to co-source key elements within lifecycle.

• Partnership or Multisourcing:

– Formal arrangements between two or more organizations to work together to design, develop, transition, maintain, operate, and/or support IT services.

Main Categories of Sourcing Strategies

• Business Process Outsourcing (BPO) : The increasing trend of relocating entire business

functions using formal arrangements between organizations where one organization provides

and manages the other organization’s entire business processes or functions in a low cost

location. Common examples are accounting, payroll and call centre operations.

• Application Service provision : Involves formal arrangements with an Application Service

Provider (ASP) organization that will provide shared computer based services to customer

organizations over a network. Applications offered in this way are also sometimes referred to

as On-demand software/applications. Through ASPs the complexities and costs of such

shared software can be reduced and provided to organizations that could otherwise not

justify the investment.

• Knowledge Process Outsourcing : KPO is a step ahead of BPO in one respect : KPO

organizations provides domain based processes and business expertise rather than just

processes expertise and requires advanced analytical and specialized skills from the

outsourcing organization.

Main Categories of Sourcing Strategies

• Design Coordination

• Service Level management

• Service Catalog Management

• Availability Management

• Information Security Management

• Supplier Management

• Capacity Management

• Service Continuity Management

Service Design - Processes

Design Coordination

• Purpose :

– Ensure All operational Service & Performance Are Measured

• Goal :

– Ensure Agreed Levels of Service are Delivered.

• Objectives :

– Define, Document, Agree, Monitor, Measure, Report & Review the level of IT services provided.

– Provide and improve the relationship and communication with the business and customers.

• SLM provides a consistent interface to the business for all service related issues.

• It provides the business with agreed service targets and required management information to ensure that those targets have been met.

Service Level Management (SLM)

• Service level Requirements (SLR): Is a set of targets and responsibilities documented and agreed witihin and SLR for each proposed new or changed service. SLRs are based on Business Objectives and are used to negotiate agreed Service Level Targets.

• Service Level Agreement (SLA) : Is a written agreement between an IT service provider and the IT customer, defining the key service targets and responsibilities of both parties.

• Operational Level Agreement (OLA): Is an agreement between an IT service provider and another part of the same organization that assists with the provision of services.

• Underpinning Contract (UC) : Is a contract between service provider and an external supplier covering delivery of service that support the IT organization in their delivery of services.

SLM - Agreements

General

– Introduction : Parties, Signatures, Service Description

– Reporting & Reviewing : Content, Frequency

– Incentives & Penalties

Support

– Service Hours, Support, Change Procedures, Escalation

Delivery

– Availability, Reliability, Throughput, Transaction Response Time, Batch Turn-around Times, Contingency & Security, Charging

Elements of a SLA

• Design SLA Frameworks

• Determine SLRs- Negotiate SLA

• Monitor Service Performance

• Iterative Customer Satifisfaction

• Manage UCs & Service Scope

• Produce Service Reports

• Conduct Service Reviews

• Manage & Revise SLA and UCs

• Manage Contacts & Relationships

• Manage Complaints & Compliments

Service Level Management Activities

• Service-based SLA

– An SLA describing one or more services which applies to all users of the service(s).

• Email

• Customer-based SLA

– An SLA with a specific customer, describing all services specifically for that customer.

– Different customers get different deal (and different cost)

• Multi-level SLA

– A multi-level SLA structure recognizes various levels at which agreements can be made.

– Three levels can be recognized here:

• Corporate level: describes all generic Service Level Management issues that apply to every user and customer in the corporation.

• Customer level: describes all SLM issues relating to a specific customer or group of users, regardless of which services are used.

• Service level: describes the SLM issues relating to a specific service in relation to a specific customer or user group.

Types of SLA

Types of SLA - Illustration

• Nothing Should be in a SLA That Can’t be Monitored

• Review Existing Monitoring Capabilities

– Done in Parallel with SLA Negotiation

– Must Match Customer’s Perceptions

• Service Desk Included in Monitoring

– Incident Response

– Resolution

• End-to-End Service Monitoring.

SLA Monitoring

• “Soft Issues”

– Collate

• Expectations vs. Perceptions

– Measure

• Questionnaire

• Surveys

– Improve

• Service Improvement Plan (SIP)

Improving Customer Satisfaction

• Purpose :

– Single Source of Information on All Services

• Goal :

– Produce & Maintain Accurate Information on All services

• Objectives :

– Manage Information within the Service Catalog.

Service Catalog Management

• Service Portfolio

– Contains information and all future requirements for every service

– Supports all processes

– Designed by Service Design

– Owned and managed by Service Strategy

• Service Catalogue

– Is a subset of Service Portfolio

– Is a customer-facing view of the IT Services in use.

– Contains

• Details of all operational services

• Summary of all services and customer characteristics.

• Service Design Package

– Defines a set of design constraints

– Passes the package to Service Transition

• Details and requirement of the Services.

Service Portfolio & Service Catalogue

Service Archetypes and Customer Assets

Service Catalogue

• Availability Management should ensure the required level of availability is provided.

– The measurement and monitoring of IT availability is a key activity to ensure availability levels are being met consistently.

– Availability Management should continuously look for ways to optimize the availability of the IT infrastructure and supporting organization, in order to provide cost effective availability improvements that can deliver evidenced business and end user benefits.

• Availability Planning

• Availability Improvement

• Vital Business Functions

• Assessing Current Capability

• Operations

Availability Management

• Ensuring service availability meets SLAs

• Determining the cause of availability failures

• Reviewing business requirements for availability of business systems

• Cataloging business requirements

• Ensuring proper contingency plans are in place and tested

• Establishing high-availability, redundant systems to support mission-critical applications

Availability Management activities

• Availability : The ability of service, component or CI to perform its agreed function when

required

• Reliability : A measure of how quickly and effectively a service, component or CI can perform

its agreed function without interruption

• Maintainability : A measure of how quickly and effectively a service, component or CI can be

restored to normal working after a failure

• Resilience (Redundancy) : The ability of a component or service to keep running where one

or more components failed.

• Serviceability : The ability of a third party supplier to meet the terms of their contract.

Aspects of Availability

What is Availability?

Availability Measurement Metrics

Availability Calculation

• Purpose:

– Provide Focus for Aspects of IT Security

• Goal :

– Align IT & Business Security

• Objective :

– Protect the interests of those relying on information.

Information Security Management

• The Information Security Management process ensures that the security policy is implemented and supports the needs of the Business Security Policy.

• Information Security has three components (CIA)

– Confidentiality

– Integrity

– Availability

Information Security Management

• % Decrease in number and impact of breaches

• Decrease in number of non-confirming processes

• % increase in SLA conformance to policies.

Information Security Management - Measures

• Purpose :

– Obtain Value for Money Spent & Ensure Performance

• Goal:

– Manage Suppliers & Their Services

• Objectives :

– Manage Supplier Relationships & Optimize Supplier Performance.

Supplier Management

• Supplier Management manages suppliers and the services they provide to ensure they

support IT service targets and business expectations.

• Supplier Management process should include implementing and enforcing the supplier policy,

maintaining a Supplier and Contract Database (SCD), categorizing and evaluating suppliers

and contracts.

Supplier Management

• Increase in number meeting contractual targets

• Increase in number of reviews

• Reduction in supplier caused breaches

• Increase in number of suppliers with defined managers.

Supplier Management - Measures

• Purpose:

– Point of Focus for Capacity & Performance issues

• Goal :

– Ensure Cost Justified Capacity in All Areas of IT

• Objective :

– Meet Business Demand for IT Services.

Capacity Management

• Capacity Plan: A plan to ensure future requirements can be matched

• Capacity Components: A breakdown of a service provides capacity components (Capacity

Component Plan)

• Modeling: Predicting behaviour of systems under different circumstances.

• Baselining: Present day level for later comparison

• Trend Analysis: For future relevance, trends affecting future utilization of capacity components

• Analytical model: Mathematical models representing certain components eg. Amount of

memory being used in a system

• Simulation modeling: For predicting the effects of changes to systems

• CMIS: Capacity Management Information System

Capacity Management – Key Terminology

• Business Capacity Management (BCM)

– Ensuring future business requirements for IT services are planned, and current service provision is business aligned

• Service Capacity Management (SCM)

– Management of the performance of live, operational IT application services

• Resource Capacity Management (RCM)

– Management of the individual components of the IT infrastructure

• These sub-processes all share a common set of activities

– Modeling

– Service monitoring

– Performance management

– Workload management

– Analysis

– Change initiation

– Optimization

– Trend analysis

Capacity Management – Sub Process

• Business forecast accuracy

• Technology Knowledge

• Effective cost management

• Planning & implementation measurements

Capacity Management - Measures

• Application Sizing

– Application Sizing has a finite life-span. It is initiated at the Project Initiation stage for a new application or when there is a major change of an existing application, and is completed when the application is accepted into the operational environment.

• Modeling

– A prime objective of Capacity Management is to predict the behavior of computer systems under a given volume and variety of work.

– Modeling is an activity that can be used to beneficial effect in any of the sub-processes of Capacity Management.

• Some modeling techniques are:

– Trend analysis

– Analytical modeling

– Simulation modeling

– Baseline models

Sizing and Modeling

• Purpose :

– Maintain the Necessary on Going Recovery Capability

• Goal:

– Support Overall Business Continuity Management

• Objective :

– Mitigate Risks & Create and Maintain Recovery Plans

Service Continuity Management

• The objective of Service Continuity Planning is to restore IT services as quickly and as completely as possible after a disaster has taken place

• IT Service Continuity Management ensures that the required IT technical and services facilities (including computer systems, networks, applications, telecommunications, technical support and service desk) can be recovered within required, and agreed, business schedules.

• The reasons an organization should implement IT Service Continuity Management are :

– Avoid financial risks (insurance)

– Increased dependence on IT services; business protection

– Provides a competitive edge

– Legal requirements

– Customers’ demands


• Business Continuity Management (BCM) is concerned with managing risks to ensure that at all times an organization can continue operating to, at least, a predetermined minimum level.

• The BCM process involves reducing the risk to an acceptable level and planning for the recovery of business processes should a risk materialize and a disruption to the business occur.

• IT Service Continuity Management (ITSCM) must be a part of the overall BCM (Business Continuity Management) process and is dependent upon information derived through this process.

• ITSCM is focused on the continuity of IT Services to the business.

• BCM is concerned with the management of Business Continuity that incorporates all services upon which the business depends, one of which is IT.


• Audits against agreed business requirements

• Regular review and tests

• Staff readiness

• On-going communication of objectives

Service Continuity Management Measures

Service Design Package (SDP)

• Requirements: Business requirements, service applicability, service contacts

• Service Design: Service functional requirements, Service Level Requirements, service and operational management requirements

• Organizational readiness assessment

• Service Lifecycle Plan: Service Program, Service Transition Plan, service operational acceptance plan, Service Acceptance Criteria

The SDP contains:

Service Transition

120


Service Design

Service

ITIL

Service

Strategy

Service

Operation

Service

Design

Continual Service

Improvement

Service

Transition

Service Transition

Validates the service design against

service requirements

• ST will ensure that the design will deliver the intended strategy and that it can be operated and maintained effectively.

• ST is concerned with managing change, risk & quality assurance and has an objective to implement service designs so that service operations can manage the services and infrastructure in a controlled manner.


– IT Service Managers, Service Owners, operational staff.

Main Influencers:

– Customers, Service owners, support staff.

Service Transition (ST)

• The majority of IT projects do not yield desired results / outputs

• Near 80% of incidents are caused by failed changes and activities within IT

• Most IT organization need:

– Stability

– Improved Quality

– Increased Efficiency & Effectiveness

– Reduced IT Costs

ST – The Real World

• Change : The addition, modification or removal of anything that could have an effect on IT Service; scope should include all IT services, Configuration Items, Processes, documentation, etc

• Configuration Item (CI) : Any component that needs to be managed in order to deliver an IT service

• Build : The activity of assembling a number of Configuration Items to create part of an IT service. It may also refer to a Release

• Configuration Management DataBase (CMDB): Configuration Management identifies the various components of IT infrastructure as Configuration Items (CIs). All the information regarding CIs are help within the Configuration Management Database (CMDB)

• Configuration Management System (CMS) : A set of tools and databases that are used to manage an It Service Provider’s configuration data

• Definitive Media Library (DML) : One or more locations in which the definite and approved versions of all software Configuration Items are securely stored

ST – Key Terms

• Release : A collection of hardware, software, documentation, process or other components required to implement one or more approved Changes to IT Services

• Release Unit : Components of an IT service that are normally released together.

• Service Knowledge Management System (SKMS) : A set of tools and databases that are used to manage knowledge and information which includes the Configuration Management System.

• Transition : A change in state, corresponding to a movement of an IT service or other Configuration Item from one Lifecycle status to the next.

• Validation : An activity that ensures a new or changed IT service, process, plan or other deliverable meets the needs of the business.

ST – Key Terms

• How to introduce new services ( or change the existing services) with appropriate balance of :

– Speed

– Cost

– Safety

– Focus on customer expectations and requirements

ST – Purpose, Goals & Objectives

• Transition Planning & Support

• Change Management

• Service Asset & Configuration Management

• Release & Deployment

• Service Validation & Testing

• Evaluation

• Knowledge Management

ST - Processes

• Purpose :

– Plans and coordinates the resources to move a new or changed service into production within the predicted cost, quality and time estimates.

• Goal :

– Manage the planning & coordination of resource to meet requirements.

• Objectives :

– Ensure adoption of a common framework for making changes.

Transition Planning & Support Management

Goal

• To ensure that standardized methods and procedures are used for efficient and prompt

handling of all Changes, in order to minimize the impact of Change-related Incidents

Benefits

• Reduction in incidents and problems caused by unplanned change

• Communication with appropriate parties before change occurs

• Approval received from appropriate parties before change occurs

• Time spent on preparation and prevention rather than fire fighting and downtime

Change Management

• Change : Addition, modification or removal of anything that could have an effect on IT Services

• Request for Change (RFC) : A formal proposal for a change to be made.

• Change Window : A regular, agreed time when changes may be implemented with minimal impact on services.

• Change Advisory Board (CAB) : A group of people that advices the Change Manager in the assessment, prioritization and scheduling of changes.

Change Management– Key Concepts

• An organization needs to ensure that appropriate procedures and forms are available to cover the anticipated requests.

• Different types of changes may require different types of change requests.

– Normal Changes

• Changes to :

– Service Portfolios, Service definitions

– Project changes, User accesses, Operational Changes

– Standard Changes

• Change to a service or infrastructure for which the approach is pre-authorized by Change Management.

• Has an accepted and established procedure.

– Emergency Changes

• Changes that will have a high negative impact on the business.

Type of Requests and Changes

• The crucial elements of a Standard Change are that:

– Pre-authorized Changes.

– The tasks are well-known, documented and low-risk tasks.

– Authority has been in advance.

– Budgetary approval is already set or is controller by the requestor

• Example

– Installing workstation software from an proved list.

Standard Change

– Create & Record

– Assess & Evaluate

– Authorize Changes

– Coordinate Changes

– Review & Closure

Change Management - Activities

• Accept Change

– Validate Initiator

– Validate Change

• Record

– Register Request for Change

– Full History of Change

• Logging

– Unique Identification

– Registered via CMS

– Control Access

• Editing

• Viewing

Change – Create & Record

• Impact

– Business Operations

– Infrastructure

– Services

• Effect on Change

– If NOT implemented

– IT, Business & Other Resources

• Schedule

– Change Schedule (CS)

– Projected Service Outage (PSO)

• Plans

– Continuity, Capacity, Availability & Security

Change – Access & Evalute

• Formalized Acceptance

– Accountability, Responsibility

• Levels of Authorization

– Considers

• Type, Size & Risk

– Organizational Approach

• Hierarchical

• Flattened

• Acceptance Criteria

– Anticipated Business Risk

– Financial Implications

– Scope of Change

Change – Authorize Change

• The Change Advisory Board (CAB) delivers support to the Change Management team by

– approving requested changes and

– assisting in the assessment and prioritization of changes.

• Generally made up of IT and Business representatives that include

– Change Manager

– User managers and groups

– Technical experts

– Possible third parties and customers (if required)

• CAB is responsible for oversight of all changes in the production environment

• CAB is tasked with reviewing and prioritizing requested changes, monitoring the change process and providing managerial feedback

• Emergency Change Advisory Board (ECAB): It is a subset of the CAB that considers a RFC tagged as an Emergency Change.

Change Advisory Board (CAB)

• Handoff to Change Builder(s)

– Formal Tracking

– Work Orders

• Coordination Responsibility For

– Scheduled Delivery of Change

– Remediation Procedure development

– Quality Assurance Conformance

Change – Coordinate Change

• Post Implementation Review

– Technical

• Incident

• Problems

• Known Errors

– Business

• Requirements

• Desired Outcome

• No Undesirable Effects

• Time & Cost of Delivery

– Follow Up if Required

– Closure if Successful

Change – Review & Closure

• Who RAISED the change?

• What is the REASON for the change?

• What is the RETURN required from the Change?

• What are the RISKS involved with the change?

• What RESOURCES are required to deliver the change?

• Who is RESPONSIBLE for build, test & implementations of the change?

• What is the RELATIONSHIP between this change and other changes?

Change Management – The 7 R’s

• Measures link to business goals, cost, service availability, and reliability

– Percentage reduction in unauthorized changes

– Volume of change

– Frequency of change

• by service

• By business area

– Ratio of accepted to rejected change requests

– Time to execute a change.

Change Management – Measures & Outcomes

• Major IT Cultural Shift

– Perceived as Bureaucratic

– Siloed Technical Functional Areas

– Organizational Behavioral Change

• Establishment of the “New Normal”

– Attempts to Bypass

– Changes Only Made via Change Management

• Vendor/Contractor Compliance

Change Management - Challenges

• Change Review

– Meets objectives

– Users, Customers are happy

– Side effects

– Resources consumption

– Time and Cost

Review and Close Change

• Purpose:

– Establish control over the physical IT infrastructure

• Goal :

– Document the content and the context of the IT infrastructure

• Objective :

– Ensure all of the CIs are authorized and under a single processes.

Service Asset & Configuration Management (SACM)

• Asset

– Any component of a business process

• Process (Change Management)

• Organization (Experience, Reports)

• People, Infomration, Applications, Infrastructure

• Financial Capital

– Configuration Item

• “Any asset being a service component, or other item under control of Configuration

Management”

SACM – Key Concepts

Configuration Item (CI)

• System used to manage the information under SACM

– Details of all the component of IT Infrastructure

– Maintain relationships

– Configuration Management Database (CMDB)

– Automated tools

SACM – Configuration Management System (CMS)

• The CMS is the heart of Service Asset and Configuration Management

• The CMS maintains one or more CMDBs, and each CMDB stores attributes of CIs, and relationships with other CIs.

• The CMS also maintains several physical libraries, such as the Definite Media Library (DML) for the secure storage of CIs. Although this is a physical library, the CMS logically represent its content.

Configuration Management System (CMS)

• Details about CIs are stored in the Configuration Management DataBase (CMDB) from which queries about the IT Infrastructure can be answered

• The details of a CI that are mentioned in a CMDB include :

• Unique Identifier (service tag)

• Attributes (supplier, price)

• Status (ordered, testing, production, archived)

• History (past incidents, applied changes)

• Category (hardware, software)

• Relationship (is connected to, is a part of)

• The scope of the Configuration Management database is defined by the area of responsibility of the IT organization

• The level of detail is defined by the need for information of the IT management processes, the control of the information and the costs and benefits of a CMDB

Configuration Management DataBase (CMDB)

• CMDB is a database only, while the CMS also includes tools

• CMS maintains one or more CMDBs

• CMS is used by all IT Service Management processes

• CMS Components

– Secure Libraries and Secure Stores

– Definitive Media Library (DML)

– Definitive Spares (DS)

– Configuration baseline

– Snapshot

CMDB & CMS

Definitive Media Library(DML) • The Definite Media Library (DML), maintained by Configuration Management, provides a secure

repository for the definitive versions of the software the Release & Deployment Activities will use to complete its activities.

• It stores master copies of versions that have passed quality assurance checks.

• Only authorized media should be accepted into DML, strictly controlled by SACM.

• Purpose :

– Ensure the structured release and deployment of IT Services

• Goal :

– Deploy release into production & establish the effective use of the service.

• Objective :

– Project the line environment through the use of formal procedures.

Release & Deployment Management

• Release

– A collection of hardware, software, documentation, processes or other components required to implement one or more approved changes to IT services.

• Release Unit

– Components of an IT Service that are normally released together

• Release Package / release Design

– One or more release units to upgrade from “as-is situation” to “to-be situation”

Release and Deployment - Concepts

• Big Bang versus Phased approach

– Big Bang: The new or changed service is deployed to all user areas in one operation. This will often be used when introducing an Application change and consistency of service across the organization is considered important.

– Phased : The service is deployed to a part of the user base initially, and then this operation is repeated for subsequent parts of the user base via scheduled rollout plan.

• Push versus Pull deployment

– A push approach is used where the service component is deployed from the centre and pushed out to the target locations.

– A pull approach is used for software releases where the software is made available in a central location but users are free to pull the software down to their own locations at a time of their choosing or when user workstation restarts.

• Automation versus Manual deployments

– Automation will help to ensure repeatability and consistency

Release and Deployment – Releases Approaches

• Release and Deployment Manager

– Responsible for planning, design, build, configuration and testing of all software and

hardware to create the release package for the designated service

• Other roles

– Release Packaging and Build Manager

– Deployment Staff

– Early Life Support Staff

Release And Deployment Management - Roles

• Maintain integrity of release package through transition activities and ensure recording in CMS

• Comprehensive and clear release deployment plans with minimal unpredicted impact.

• Reduction in number of discrepancies

• Reduced resources and cost

• Reduced incidents against the service.

Release & Deployment Measures & Outcomes

• Purpose:

– Provide for the Structured validation & testing of IT Service

• Goal :

– Assure IT Service value is achieved for the benefit of the customer.

• Objectives

– Ensure the IT Service delivers the expected outcomes & value.

Service Validation Management

• Service Testing and Validation establishes confidence that a new or changes service will

deliver the value and outcomes expected.

• Service Testing and Validation provides a structured validation and testing process that

delivers quality assurance that the Service Design and release is fit for purpose and fit for use.

Service Validation Management

• The “Service V” model represent the different configuration levels to be built and tested to deliver a service capability.

• The left-hand side represents the specification of the service requirements down to the detailed service design.

• The right-hand side focuses on the validation activities that are performed against the specifications designed on the left-hand side.

• The V model approach is traditionally associated with the waterfall lifecycle, just as applicable to other lifecycle including iterative lifecycle, such as prototyping, RAD approaches.

The Service “V” Model

• Purpose:

– Provide consistent means of determining the performance of a service

• Goal :

– Set stakeholder & provide accurate information

• Objectives :

– Evaluate the indented effects of a service change.

Evaluation

• Evaluation provides an overarching view of Service Transition.

• Some common evaluations are:

– Service Design:

– Release and deployment

– Acceptance

Evaluation Model

• Purpose:

– Ensure the right knowledge at the right time place.

• Goal :

– Improve quality of management decisions.

• Objective :

– Ensure a clear and common understanding value of IT Services.

Knowledge Management

• Knowledge Management ensures that availability and quality of knowledge assists in the

direct support of IT Services across the entire lifecycle.

Knowledge Management

DIKW Model

• SKMS is a broader concept that covers a much wider base of knowledge, for example :

– The experience of staff

– Records of peripheral matters ( e.g., weather, user numbers and behavior, organization’s performance figures)

– Supplier and partner requirements, abilities and expectations

– Typical and anticipated users skill levels.

Service Knowledge Management System (SKMS)

Service Knowledge Management System (SKMS)

• Information, in the form of knowledge, to base

decisions on.

• Consists of:

• Staff experiences

• Peripheral records

• Supplier / Partner information

• Requirements

• Abilities

• Expectations

• User skill levels

Service Operations

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ITIL V3 Core Framework - Service Operation

Service Design

Service

ITIL

Service

Strategy

Service

Operations

Service

Design

Continual Service

Improvement

Service

Transition

Service Operation

Day to day delivery and control process

activities for required stable IT services.

• SO will manage a service through its production life of day-to-day management.


– Service owners, operational staff, vendors and service providers.

Main Influencers:

– Customers, end users, business and IT Management

Service Operation

• Execution & Ongoing Activities

– Provided Services

• Internal & External

– Service Management Processes

• Service Operation & Other Lifecycle Processes

– Technology

• Managing Technology

– People

• Consumers of Services

• Providers of Services

Scope of Service Operation

• Actual delivery of services

• Relationship with and satisfaction of customers is improved

• Provision of what is required by the business is provided and planned for

• From customer viewpoint, it is where actual value is seen.

SO – Value to the Business

• Incident Management

– Coordination of IT resources needed to restore an IT service

• Event Management

– Monitoring events throughout the IT Infrastructure

• Request Fulfillment

– Managing customer & user requests that are not the result of an incident.

• Problem Management

– Finding the root cause of events & incidents

• Access Management

– Granting authorized users the right to use a service.

The Process of Service Operation

Purpose:

– Provides the basis for Operational Monitoring & Control

Goal :

– Monitor all events to enable the achievement of normal operation.

Objectives :

– Detect, analyze & direct appropriate control actions.

Event Management

Event Management – Key Concepts

• Event - Any detectable occurrence in the IT infrastructure.

• Monitoring - Monitoring refers to the activity of observing a situation to detect changes that happen over time

• Reporting - Reporting refers to the analysis , production and distribution of the output of the monitoring activity

• Alert - A threshold has been exceeded

• Event correlation - To understand events they are analyzed against other events and their configuration items

• Event filtering - Filtering decides if the event is informational, warning or exception

• Event Information - no action required ( An IT user may be logging on to a system)

• Warning - A threshold is soon to be reached or unauthorized IT event has occurred (An IT user is using unauthorized software)

• Exception - Typically a configuration item acting abnormally or a new configuration item has been implemented (An IT user is logged onto a system where memory seems to be filling up too quickly)

• The Role of the Service desk

– Initial Support, Escalation, Communications

• Role of Technical and Application Management

– Define, Manage Events

– Deal with Incidents and Problems related to Event

• IT Operations Management

– Event Monitoring, provide initial response

Event Management Roles

Goal

– To restore normal service operation as quickly as possible with minimum disruption to the business, thus ensuring that

the best achievable levels of availability and service are maintained

Scope

– Incident management includes any Event which disrupts, or which could disrupt a service.

• Eg. Hardware failure, Software error, Network faults, Performance issues, etc

– Incident reported ( or logged) by technical staff, tools, user(s), etc

Benefits

– Minimize the disruption and downtime for our users

– Maintain a record during the entire Incident life-cycle. (This allows any member of the service team to obtain or

provide an up-to-date progress report)

– Incidents are dealt with quickly, before they become severe.

– Building knowledgebase of known issues to allow quicker resolution of frequent Incidents

Incident Management

• Incident : An unplanned interruption to an IT Service or a reduction in the quality of an IT service

• Impact : A measure of the effect of an Incident, problem or Change on Business Processes.

• Response Time : A measure of the time taken to complete an Operation

• Resolution Time : The time that elapses between acknowledged receipt of an incident and incident resolution.

• Priority : A category used to identify the relative importance of an incident, problem or change.

• Hierarchical Escalation: Informing or involving more senior levels of management to assist in an escalation

• Functional Escalation: Transferring an incident, problem or change to a technical team with a higher level of expertise to assist in an escalation.

Incident Management – Key Concepts

Incident Lifecycle The progression of an incident through a standard process flow.

The key stages in the flow are:

Incident Detecting and Recording

Initial Classification and Support

Investigation and Diagnosis

Resolution and Recovery

Closure

• Sources of Incidents

– Users

– Operations

– Network management

– Systems Management Tools

• Record Incident Information

• Alert Other IT Domains

– Operations

– Network Management

Incident Logging

• Gather additional Information

– Key Data Elements

• Classification Using

– Standard Coding Scheme

• Match to Knowledge Base

– Previous Incidents

– Problems

– Know Errors

• Assign Initial Priority

• Escalate if Necessary

Incident Categorization

• What Does It Do to the business?

– Business Impact

• How Quickly Does it Have to Be Fixed?

– Business Urgency

• Priority Assignment

– Function of Impact & Urgency

Priority = Urgency x Impact

Impact = Effort upon the Business

Urgency = Extent to which the resolution can bear delay.

Incident Priority

• Impact is defined as the number of people affected by a service outage.

• Low Impact: One customer affected, where no executive or executive staff are involved.

• Medium Impact: Several customers are affected, or an executive or executive staff are

involved.

• High Impact: Whole organization, complete department or building affected, or

revenue/financial systems affected

Impact

• Urgency is defined as the affect of the event on a customer’s ability to work.

• Low Urgency: Ability not impaired, the customer is requesting extra or additional functions or

services (a service request).

• Medium Urgency: Abilities are partially impaired, and customers cannot use certain functions

or services.

• High Urgency: Abilities are completely impaired and customers cannot work.

Urgency

Priority is based on Impact and Urgency. The priority determines how quickly the issue needs to

be addressed.

• Low Priority: Work to be completed in 4 business days.

• Medium Priority: Work to be completed in 2 business days.

• High Priority: Work to be completed in 4 hours.

• Urgent Priority: Work to be completed in 2 hours.

Priority

Incident Priority Priority = Urgency x Impact

Urgency = Extent to which the resolution can bear delay

Impact = Effort upon the Business

How quickly does it have to be fixed?

• Business Urgency

• What does it do to the business?

• Business Impact

• Coordinate Activities

– Investigation

– Diagnosis

• Escalation

– Functional

– Hierarchical

• Coordinate Development of a Workaround

• Iterative Process

– Keep User Informed

Incident Diagnosis

• Matches to Knowledge Base

– Problems

– Known Errors

• Clean Up / Restore Service

– Restore Files

– Boot Server

• Update Incident Record

• Raise RFC?

Incident Resolution & Recovery

• Incident Review

– Review the Incident against Known Errors problem, solutions, planned changes or

knowledge base

• Final Classification

– Standard Coding Scheme

– Enables Quality Analysis

• Restricted Authority

– Reduced Temptation to “Edit History”

Incident Closure Activity

Incident Management reports may include:

– Size of current Incident backlog

– Number and percentage of Major Incidents

– Percentage of Incidents handled within agreed resolution time.

– Number and percentage of Incidents incorrectly assigned

– Number and percentage of Incidents incorrectly categorized.

Incident Management Reports

• Incident Manager

– Manages Work of Incident Support Staff

• First Line Support

– Normally the Service Desk

• Second Line Support

– Generally Higher Technical Skills

• Third Line Support

– Internal Technical Support

– Third-party Support

Incident Management - Roles

• Incident must be detected as early as possible

• Convince all staff that all Incidents must be logged

• Availability of information about Problems and Known Errors, workarounds.

• Integration into the Configuration Management System

• Integration into the Service Level management process

Incident Management - Challenges

Purpose :

– Manage non-incident related customer or user requests

Goal :

– Facilitate the timely and accurate fulfillment of request for service

Objective :

– Deliver requested pre-approved standard services.

Request Fulfillment

• Service Desk Staff

– Service Desk and Incident Management staff provides initial response and handles the request

• Staff in other appropriate functions

– Responsible for ensuring eventual fulfillment of the request.

• External Suppliers, as appropriate

– As per the request from the organizations, fulfill the Service Request.

Request Fulfillment Roles

Goal

– To minimize the adverse effect on the business of incidents and problems caused by errors in the infrastructure, and to proactively prevent the occurrence of incidents, problems and errors

Scope

– Identify and resolve IT problems that affect IT services

• To minimize the impact of problems and incidents

– Pro-active problem management

• To reduce the overall number of IT incidents

– Maintain information about problems and the appropriate workarounds and resolutions

– To ensure that the right level and number of resources are resolving specific problems

– Maintaining relationships with third party suppliers

Benefits

– Identifies and escalates a problem to the highest priority.

– Ensures involvement by appropriate staff involved in providing any aspect of the service affected.

– Ensures that all possible causes are explored.

– Provides needed communication and follow up to ensure resolution.

– Learning from experience – the process provides historical data to identify trends, the means of preventing failures and of reducing the impact of failures

Problem Management

• Problem :

– “The unknown root cause of one or more Incidents”

• Workaround :

– “ A temporary way of overcoming technical difficulties (i.e., Incidents or problems”)

• Known Error

– “ Problem that has a documented Root Cause and a workaround”

• Known Error Database (KEDB)

– “Database containing all Known Error Records”

Problem Management – Key Concepts

The main activities involved in Problem Management are:

• Problem Control

– Its responsible for logging and classifying problems to determine their causes and turn them into known errors.

• Error Control

– records known errors and proposes solutions to them by means of RFCs which are sent to

Change Management. It also conducts Post-Implementation Review of these changes in

close collaboration with Change Management.

• Proactive Problem Management

– Analysis of trends from incident records provides view on potential problems before they occur

Problem Management Activities

• The main objective of Problem Control is to turn problems into Known Errors so that Error Control can propose the relevant solutions.

• Problem Control basically consists of three phases:

1. Identification and Logging

2. Classification and Allocation of Resources.

3. Analysis and Diagnosis: Known error

Problem Control

1. Identification and Logging

– One of the main tasks of Problem Management is to identify problems. The main sources of information used are:

• The incident database

• Analysis of IT infrastructure

• Service Level Degradation

2. Classification and Allocation of Resources.

– Problems are classified according to their general characteristics, such as whether they are hardware or software

problems, the functional areas affected and details of the various configuration items (CIs) involved.

3. Analysis and Diagnosis: Known error

– The main objectives of the process of analysis are:

• Determining the causes of the problem.

• Providing work-arounds for Incident Management to minimise the impact of the problem until the necessary changes are made so as

to resolve the problem definitively.

Problem Control

• Once Problem Control has determined the causes of a problem, Error Control is responsible for logging it as a known error.

– Error identification and recording

• faulty CI is detected, and known error status is assigned.

– Error assessment

• initial assessment of means required to solve the problem and raising of an RFC.

– Recording error resolution

• solution for each known error should be in the PM system, made available for incident matching

– Error closure

• After successful implementation of the change, the error is closed together with all associated Incident records.

– Monitoring problem and error resolution progress

• Change management is responsible for implementing RFCs, but error control is responsible for monitoring progress in resolving known errors.

Error Control

• Problem Management may be:

Reactive: Analysing incidents that have occurred in order to discover their causes and propose solutions to them.

Proactive: Monitoring the quality of the IT infrastructure and analysing its configuration in order to prevent incidents even before they happen.

• Proactive problem management activities are concerned with identifying and resolving problems and known errors before Incidents occur

Trend analysis

• identify “fragile” components and their reason. Requires availability of sufficient historical data.

– Targeting support action

• towards problem areas requiring most support time, or causing most impact to the business (volume of incidents, number of users impacted, cost to the business).

– Providing information to organization

• Providing insight in effort and resources spent by organization in diagnosing and resolving problems and known errors to management. Also information on workarounds, permanent fixes, and status information should be given to Service Desk.

Two major problem management sub

process

Goal :

– To grant authorized users the right to use a service, while preventing access to non-authorized users.

•Scope:

– Execute the policies & actions defined by Security & Availability.

•Benefits

Access Management

• Access

– Refers to the level and extent of a Service’s functionality or data that a user is entitled to use.

• Identity

– Information about a user that distinguishes them as an Individual, and which verifies their status within the organization. By definition, the Identity of a user is unique to that user.

• Rights ( or Privileges)

– Refers to the actual settings whereby a user is provided access to a Service or group of Services. Typical rights, or levels of access include read, write, execute, change, delete.

• Service or Service Groups

– Ability to grant each user (or group of users) access to the whole set of Services tat they are entitled to use at the same time.

• Directory Services

– A specific type of tool that is used to manage access and rights.

Access Management – Basic Concepts

• Requesting Access

– Request for access could be a Request for Change (RFC) into the Change Management System (Service Transition) or a Service Request from the Request Fulfillment System (Service Operation).

– The Security policies will define which areas and departments may request access, and the Access Management process will design the mechanisms to carry out that request.

• Verification

– The verification activity verifies a request for access to ensure that the user requesting the access is who he/she says he/she is, and that the user has a legitimate requirement for the service.

– Depending on the levels of risk to the organization, the Security policies may define different levels of verifications to access different services.

• Providing Rights

– Once it has verified a user, Access Management provides the appropriate rights to him/her.

– The Security policy defines the rights that should be available to an individual, and Access Management grants rights based on this information.

Access Management Activities

• Monitoring Identity Status

– One of the problems with many manual Access Management systems in use today is that there is no easy way to

monitor when a user changes roles or Identity Status.

– Typical events that trigger a change in Identity Status are job changes, promotions or demotions, transfers,

resignation or death, retirement, disciplinary action, dismissals.

• Logging and Tracking Access

– All Technical and Application Management monitoring activities should include reviews of Access rights and

utilization to ensure that the rights are being properly used.

– The review should direct all exceptions to Incident Management for investigation

• Removing or Restricting Rights

– Users do not stay in the same jobs or roles forever, and neither should their access rights.

– This is another place to set up standard procedures and policies to more easily identify events requiring the removal

or restriction of rights.

Access Management Activities (Cont)

• Information Security Managers

– Define and Maintain Policies for this process

• Service Desk Staff

– Handle the Requests

• Staff in other functions (e.g., Technical and Application management)

– Execution of the requests

Access Management Roles

• Service Desk

• Technical Management

• Application Management

• IT Operations Management

Functions of Service Operations

• Goal

– To act as the Single Point of Contact (SPOC) between the User and IT Service Management

– To handle Incidents and request and provide an interface for other activities such as

• Change Management

• Problem Management

• Configuration Management

• Release Management

• Service Level Management

• IT Service Continuity Management

• Benefits

– Improved User service, perception and satisfaction

– Increased User accessibility via the single point of contact

– Improved quality and faster response to User requests

– More effective and efficient use of support resources

– Better management information to make decision on support

Service Desk

• Logging ALL Incidents & Request

• First Line

– Investigation & Diagnosis

• Incident & Request Resolution

• Functional and Hierarchal Escalation

• Customer Communication

– Incident Progress

– Pending Changes ( Forward Schedule of Changes)

– Agreed Outages ( Projected Service Availability)

• Satisfaction Surveys

Service Desk - Objectives

• Call Center

– To handle large volumes of telephone based transactions like telesales or order processing

• Help Desk

– To manage and resolve incidents quickly and effectively, and to make sure all requests are followed up

• Service Desk

– To extend beyond the range of services offered by the HD to allow business processes to be integrated into Service Management infrastructure

– In addition to handling incidents, to provide an interface for managing changes, SLM, maintenance issues, software licensing, IT Service Continuity Management, Financial, Availability and Configuration Management

• All three organizations share these characteristics:

– They aim to achieve customer satisfaction

– They use technology, people and processes to provide a service to the business

Service Desk

• Logging ALL Incidents & Request

• First Line

– Investigation & Diagnosis

• Incident & Request Resolution

• Functional and Hierarchal Escalation

• Customer Communication

– Incident Progress

– Pending Changes ( Forward Schedule of Changes)

– Agreed Outages ( Projected Service Availability)

• Satisfaction Surveys

Service Desk - Objectives

• Understand the business needs and requirements

• Define clear objectives

• Obtain support, budget and resources

• Advertise and sell benefits / communicate quick wins

• Involve and educate users / train support staff

Setting up a Service Desk

• Local Service Desk

– Co-located with User Community

• Centralized Service Desk

– Consolidation of Fewer or Single Service Desk

• Virtual Service Desk

– Support Staff Geographically Dispersed

• Follow the Sun

– Two or More Geographically Dispersed Service Desks

• Specialized Service Desk Groups

– Direct Access to Technical Functional Specialist

Service Desk – Organizational Structures

• Designed to support local business needs

• Support is usually in the same location as the business it is supporting

• Practical for smaller organizations

Local Service Desks

• Designed to support multiple locations

• Service Desk is in a central location while the business is distributed

• Ideal for larger organization/economies of scale:

– Reduces operational costs

– Improves resource usage

• Could provide secondary support to local desks

Central Service Desk

• Location of Service Desk analysts is invisible to the customers

• Common processes and procedures should exist – single incident log

• Common agreed language for data entry

• Single point of contact per customer

• On-site presence may be needed for some functions

• “Workload partitioning” needed

Virtual Service Desk

• Not a type of Service Desk but an option usually applied to two or more Central Service

Desks for global operations

• Where Service Desk support switches between two or more desks to provide 24 hr global

cover.

• Telephony switching needed

• Multilingual staff usually required

• Local conditions and cultural issues need to be considered

• Clear escalation channels needed

“Follow the Sun” Option

• Gives some control to Customers, optionally:

– Log new incidents, change requests

– Self-help

– Order good or services

• Can reduce work load on Service Desk

• Particularly useful “out of hours” and for non-critical activities

• Dependant on a strong knowledge base

A Self-Service Strategy

• Potential Benefits

– Financial savings

– Economies of scale

– Access to large skill pool

– Improved staff and service cover

– Competitive marketplace

• Care Needed

– Viewing the Service Desk as an overload is damaging

– SD is the “window of service and professionalism”

– Intellectual capital should be protected

– Seek “vendor partnerships” and long-term relationships

Outsourcing the Service Desk

Service Desk

IT Operations Management

Technical

Management

Application

Management

- Incident Mgt

- Req. fulfillment

- Access Mgt - Incident Mgt

- Req. Fulfillemt

- Access Mgt

- Problem Mgt

- Event Mgt

- SACM

- Change Mgt

- Knowledge Mgt

- Release & Dev Mgt SD Processes

SS Processes

SD Processes

SS Processes

CSI - PROCESSES – COVER ALL THE OTHER LIFE CYCLES

• Staffing Levels

– Based on Business Requirements

– Customer Service Expectations

• Skill Levels

– Interpersonal

– Business Awareness

– Communication

– Technical Awareness

• Training

– New Service Introduction

– Business Awareness

• Retention

– Learning Organization

– Team Building

• Support Users

– User Liaison to Filter Requests

Service Desk - Staffing

• First Line Resolution

• Average Time to Resolve

• Average Time to Escalate

• Cost Per Incident/Request

• Customer Updates Completed on Time

• Incident/Request Volumes

– Hour of Day

– Day of week

– Week of Month

Service Desk - Metrics

Service Operation functions Service Desk

Service Operation functions

Service Desk

L 1


Operations Control

Facilities Management

L 3 Technical

Management L 3 Application

Management

- Mainframe

- Server

- Network

- Storage

- Database

- Directory Services

- Desktop

- Middleware

- Internet/Web

- Console Mgmt

- Job Scheduling

- Backup & Restore

- Print & Output

- Data Centers

- Recovery Sites

- Consolidation

- Contracts

- Financial Apps

- HR Apps

- Business Apps

L 1

L 2

Technical management is involved in all aspects of the Service Lifecycle.

Its activities include :

– Acquire and maintain require technical expertise

– Skills documentation

– Initial and on-going skills training

– Design and delivery of user training

– Standard definition

– Service Design

– Project Staffing

– Testing

– Service Transition (change, release & deployment)

– Continual Service Improvement

– Service Operation

– Diagnosis and recovery from technical failures.

Technical Management

• Role:

– Custodian of Technical Knowledge

– Support Resources to the ITSM Lifecycle

• Objectives

– Participate in Planning, Implementation & Maintaining a Stable Technical Infrastructure.

Technical Management

• Application management has the overall responsibility for managing applications throughout

their lifecycle.

• It may involve a number of different application development groups.

• Its objective is to design of cost-effective applications that meet the needs of the business

customer in support of their business process.

• Delivery of the required features and functionality needed to provide the utility and warranty

required.

• Maintenance of software applications is very important to the overall quality of the services

provided.

Application Management

• Role :

– Custodian of Application Management

– Support Resources to the ITSM Lifecycle

• Objective

– Well Designed, Resilient & Cost Effective Applications

– Deliver Required Functionality

– Demonstrate Technical Expertise in Maintenance

Application Management

• Operations Management includes the functional groups involved in day-to-day operational

activities

• Operation Control oversees and monitors the operational activities in the IT infrastructure

• Facilities Management manages the physical IT environment

• Its objective is to ensure IT service is achieved and maintained

• It is responsible for the optimization of support costs


• Role:

– IT Operations Control

• Maintain stability of day-to-day processes and activities

– Facilities Management

• Management of Physical IT environment, usually data centers or computer rooms.

• Objectives

– Achieves & Maintain Stability

– Improve Service & Reduce Costs

– Demonstrate Responsiveness to Operational Failures



230


Service Design

Service

ITIL

Service

Strategy

Service

Operation

Service

Design


Service

Transition

Continual Service

Improvement

Continuous search for

improvements as part of the


• CSI focuses on improving the services of the IT organization as well as the internal processes.

• CSI combines principles, practices and methods from quality management. Change management and capability improvement,

• CSI is not a new concept, but for most organizations the concept has not moved beyond the discussion stage.

• Fundamental to the concept of “CSI” is that improvement happens all the time.


• Make recommendations for improvements

• Review and analyze SLA results

• Identify and implement activities to improve IT Services and Processes

• Improve cost effectiveness without sacrificing customer satisfaction

• Choose and employ quality management methods

CSI - Objectives

• Improvement needs justification : the benefits must outweigh the costs.

• Benefits

– Return on Investment (ROI)

– Value on Investment (VOI)

– Intangibles

CSI – Value to the Business

• Customer benefits

– Better alignment of IT to the business needs

– Higher Reliability and Availability of IT Services

– Higher customer satisfaction

• Financial benefits

– Increased productivity

– Reduction of cost

• Innovation benefits

– Greater flexibility for the Business by faster and improved response of IT

CSI – Benefits to the Business

• People

– Improved management information

– Improved communications and teamwork

– Higher motivation of staff

• Process

– Increased process effectiveness

– Repeatable process maturity benefits

• Products

– Knowledge on tools and resources to support CSI

• Partners

– Better management of suppliers

CSI – Benefits for IT organization

• CSI defines three key processes for the effective implementation of continual improvement

– The 7-Step Improvement Process

– Service Measurement

– Service Reporting

• Models

– Deming Cycle (Plan-Do-Check-Act)

• Basis of quality management and improvement

– Continual Service Improvement Model

• High-level approach for Continual Service Improvement

CSI – Processes and Models

Deming’s Cycle

PDCA (Deming Cycle)

• PDCA provides a method for improving any

process systematically

• The goal is to identify errors or omissions that

cause the output of the process to fall short of

expectations

• Plan how to improve a service first by identifying and measuring Key Performance Indicators (KPIs)

• Do (implement) changes designed to improve the KPIs.

• Check KPI performance to evaluate if the changes are achieving the desired result.

• Act (implement) changes on a larger scale if the experiment is successful.

The CSI Model

The 7- Step Improvement Process

• Identify & Link

– Vision, Mission, Goals & Objectives

– Critical Success Factors

– Service Level Targets

– Staff Roles & Responsibilities

Step 1 – Identify the strategy for improvement

• Identify Data Collection Capabilities

– Service Managements Tools

– Monitoring Capability

– Reporting Tools

– Query Tools

– Modeling Tools

• Identify Data Structures

– Processes, Procedures & Work Instructions

– Reports & Databases

Step 2 – Define what you will measure

• Monitor

– Detecting Exceptions (….. is it down?)

– Detecting Resolutions (…..is it up?)

• Exhibit Flexibility to Accommodate Dynamic Needs

– Avoids Being Overwhelmed by Data

– Spotlight Approach

– Requires Close Cooperation Between CSI & SO

• Three Types of Metrics

– Technology – component or application-based metrics

– Process - Critical Success Factor(CSF), KPI

– Service - End to end metrics

Step 3 – Gather Data

• Frequency

• Format

• Tools

• Quality Assurance

Step 4 – Process Data

• Trends

– Positive & Negative

• Corrective Action Requirements

• Conformance to Plan

• Meeting Established Targets

• Identification of Structural Problems

• Financial Impact of Service Gap

Step 5 – Analyze the Information and Data

• Turn Information into Wisdom

• Audience

– Business Process Owners

– Service Owners

– Management

• Business & IT

– Internal IT

• Plan

• Coordinate

• Schedule

• Identify Incremental Improvement

Step 6 – Present & Use the Information

• Actions

– Optimize

– Improve

– Corrective Services

• Implement via Service

– Strategy

– Design

– Transition

– Operations

• The 7-Step Improvement Process is continual and loops back to the beginning.

Step 7 – Implement Improvement

The CSI – Vision to Measurements

Mindtree collaborates with its customers to implement smarter IT infrastructure management strategies

We engineer meaningful technology solutions to help businesses and societies flourish

Our vision for tomorrow to build technology experts who are focused on one goal: helping our clients succeed

Helping our clients succeed

Our expertise in remote infrastructure

management and operations can reduce overhead costs by over 50%. We offer flexible and SLA driven engagement models

Service availability, Reduced downtime

% Service availability, % of Critical

incidents

MIS reports, Customer Portals

• There are four basic reasons to monitor and measure, to:

– validate previous decisions that have been made

– direct activities in order to meet set targets - this is the most prevalent reason for monitoring and measuring

– justify that a course of action is required, with factual evidence or

– intervene at the appropriate point and take corrective action.

• There are three types of metrics that an organization needs to collect to support CSI activities as well as other process activities.

– Technology metrics: often associated with component and applicationbased metrics such as performance, availability.

– Process metrics: captured in the form of Critical Success Factors (CSFs), Key Performance Indicators (KPIs) and activity metrics.

– Service metrics: the results of the end-to-end service.

• Component/technology metrics are used to compute the service metrics.

Service Measurement

Service Measurement - Example

• A significant amount of data is collated and monitored by IT in the daily delivery of quality

service to the business, but only a small subset is of real interest and importance to the

business.

• The business likes to see a historical representation of the past period’s performance that

portrays their experience, but it is more concerned with those historical events that continue

to be a threat going forward, and how IT intends to mitigate against such threats.

Service Reporting

• Frameworks

– ITIL, CobiT, PMBok, Prince2

• Models

– CMM, CMMI, eSCM

• Standards

– ISO 20000, ISO27000-2005, ISO 17799-2005, ISO 15504, ISO 19770-2006

• Quality Systems

– Six Sigma & Lean Six Sigma (DMAIC)

• Define, Measure, Analyze, Improve, Control

Frameworks, Models & Quality Systems

• One Hour Exam

• Closed-book

• 40 Multiple-choice questions

• Pass mark is 65% (26 correctly answered out of 40)

• The Foundation Certificate in IT Service Management (ITIL Foundation) guarantees your understanding of the basic terms, concepts, and relationships between ITIL processes.

I -

ITIL Foundation Exam Format

I -

ITIL Certification Schemes

Download - ITIL V3 Foundation Training - MT IMTS1 - Student Handouts3

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