itil service design
TRANSCRIPT
ITIL V3 Service Design
Eng. Rasha Ragab
IT Asst. Business partner – Project manager
Eng. Rasha Ragab AhmedPMP – ITIL Service Design certified
http://eg.linkedin.com/pub/rasha-ragab/18/8a6/839/[email protected] – [email protected] march 2014
ITIL and good practice in Service Management
ITIL Framework is a source of good practice in Service Management.
The primary objective of Service Management is to ensure that the IT services are aligned to the business needs and actively support them.
The Four Ps
Processes in Service Design
1. Service Catalogue Management
2. Service Level Management
3. Capacity Management
4. Information Security Management
5. Availability Management
6. ITSCM (disaster recovery)
7. Supplier Management
Service Level Management
• Service Level Management is responsible for defining the service targets that are used to measure value.
• The Service Level Management process purpose is to make sure that all current and planned services are delivered to agreed, achievable targets.
• To do this, Service Level Management will negotiate, agree, monitor, report and review IT service targets and achievements. They will also take corrective action when targets are not achieved, and initiate improvements to services.
Exercise
Service Level Management needs to develop templates for SLAs.Draw up your own template. What needs to be included in the document? For example, you’ll need a service description.Try and think of at least 10 things that need to be included.
Things you might find in an SLA
Service Description
Hours of operation
Incident Response
times
Resolution times
Availability & Continuity
targets
Customer Responsibilities
Critical operational
periods
Change Response
Times
Process Purpose and Objectives
• Make sure all IT services have targets in place
• Monitoring and trying to improve customer satisfaction
• Making sure IT and the customer have a clear and unambiguous understanding of the level of service to be delivered
In case of new services:
• For new services, Service Level Management will produce a set of agreed Service Level Requirements.
• These document what the customer wants, and are signed off so that everyone understands what has been agreed.
• Service Level Agreement (SLA)– Operational Level Agreements
• Internal– Underpinning Contracts (“SLAs are for service
management, contract is for the court ...”)• External Organisation• Supplier Management
– Should be clear and fair and written in easy-to-understand, unambiguous language
• Success of SLM: Key Performance Indicators(KPIs)– How many services have SLAs?– How does the number of breaches of SLA change over
time (we hope it reduces!)?
The Service Catalogue is the part of the Service Portfolio which provides a viewof live services.
The catalogue is the part of the portfolio that is visible tocustomers.
Service Catalogue Management
Service Catalogue Management Objectives:
The goal of the Service Catalogue Management process is to ensure that a Service Catalogue is produced and maintained, containing accurate information on all operational services and those being prepared to be run operationally.
Service Catalogue Management Activities Include:
•Definition of the service •Production and maintenance of an accurate Service Catalogue •Interfaces, dependencies and consistency between the Service Catalogue and Service Portfolio •Interfaces and dependencies between all services and supporting services within the Service Catalogue and the CMS •Interfaces and dependencies between all services, and supporting components and Configuration Items (CIs) within the Service Catalogue and the CMS.
What is a service?
Availability Management
The goal of the Availability Management process is to ensure that the level of service availability delivered in all services is matched to or exceeds the current and future agreed needs of the business, in a cost-effective manner.
Availability management defines, analyses, plans, measures and improves all aspects of the availability of IT services
•Service availability is at the core of customer satisfaction and
business success:
poor service performance is defined as being
unavailable.
•Recognizing that when services fail, it is still possible to achieve
business, customer and user satisfaction and recognition
•Service availability is only as good as the weakest link on the chain:
it can be greatly increased by the elimination of Single Points of
Failure (SPoFs)
•It is cheaper to design the right level of service availability into a
service from the start rather than try and ‘bolt it on’ subsequently.
Don’t forget
Availability: the ability of a service, component or CI to perform its agreed function when required. It is often measured and reported as a percentage:
(Agreed Service Time (AST) – downtime)Availability (%) = ------------------------------------------------------- X 100 %
Agreed Service Time (AST)
Reliability: a measure of how long a service, component or CI can perform its agreed function without interruption. It is often measured and reported as Mean Time Between Service Incidents (MTBSI) or Mean Time Between Failures (MTBF):
Available time in hoursReliability (MTBSI in hours) = ------------------------------------------
Number of breaks
Available time in hours – Total downtime in hoursReliability (MTBF in hours) = ----------------------------------------------------------------------
Number of breaks
How to measure it ?
situation where a 24 x 7 service has been running for a period of 5,020 hours
with only two breaks, one of six hours and one of 14 hours, would give the
following figures:
Availability = (5,020–(6+14)) / 5,020 x 100 = 99.60%
Reliability (MTBSI) = 5,020 / 2 = 2,510 hours
Reliability (MTBF) = 5,020–(6+14) / 2 = 2,500 hours
The Availability Management process depends heavily
on the measurement of service and component
achievements with regard to availability.
Availability Management
challenges
the main challenge is to actually meet the expectations of the customers, the
business and senior management.
These expectations are that services will always be available not just during
their agreed service hours, but that all services will be available on a 24-hour,
365-day basis.
Yet another challenge facing Availability Management is convincing the
business and senior management of the investment needed in proactive
availability measures. Investment is always recognized once failures have
occurred, but by then it is really too late.
Capacity Management
‘The goal of the Capacity Management process is to ensure that
cost-justifiable IT capacity in all areas of IT always exists and is
matched to the current and future agreed needs of the
business, in a timely manner’.
The purpose of Capacity Management is to provide a point of
focus and management for all capacity- and performance-
related issues, relating to both services and resources.
•Monitoring patterns of business activity and service-level plans.
•Undertaking tuning activities to make the most efficient use of existing IT
resources
•Understanding the agreed current and future demands being made by the
customer for IT resources.
•producing forecasts for future requirements
•Producing a Capacity Plan that enables the service provider to continue to
provide services of the quality defined in SLAs.
•Assistance with the identification and resolution of any incidents and problems
associated with service or component performance
The Capacity Management process
should include:
Business Capacity Management
This sub-process translates business needs and plans into requirements for service
and IT infrastructure, ensuring that the future business requirements for IT services
are quantified, designed, planned and implemented in a timely fashion.
Service Capacity Management
The focus of this sub-process is the management, control and prediction of the end-
to-end performance and capacity of the live, operational IT services usage and
workloads.
Component Capacity Management
The focus in this sub-process is the management, control and prediction of the
performance, utilization and capacity of individual IT technology components.
Capacity Management sub –
processes:
Monitoring
The monitors should be specific to particular operating systems, hardware
configurations, applications, etc.
It is important that the monitors can collect all the data required by the Capacity
Management process, for a specific component or service.
Typical monitored data includes:
•Processor utilization
•Memory utilization
•Per cent processor per transaction type
•IO rates (physical and buffer) and device utilization
•Queue lengths
•Disk utilization
•Transaction rates
•Response times
•Batch duration
•Database usage
•Concurrent user numbers
•Network traffic rates.
Information Security Management
• Confidentiality
– Making sure only those authorised can see data
• Integrity
– Making sure the data is accurate and not corrupted
• Availability
– Making sure data is supplied when it is requested
Supplier Management
• To ensure that all contracts with supplierssupport the needs of the business, and that all suppliers meet their contractual commitments:– Providing the Supplier Management Framework
– Evaluation of New Suppliers and Contracts
– Establishing New Suppliers and Contracts
– Processing of Standard Orders
– Supplier and Contract Review
– Contract Renewal or Termination
Continual service improvement in service design