ITIL Session
Col T L Sharma
Head – Quality & Processes
Acknowledgements & Disclaimer
Some of the information and slides may/ appear
to have been reproduced from different sources.
We hereby acknowledge their direct / indirect
contribution.
2
What will this course give me?

An introduction to IT Service Management.

Familiarity with

The key processes and responsibilities.

BS 15000 standard.

ITIL Service Support and Service Delivery processes.

An understanding of the relevance of Service Management to an Organization.

A common language to describe Service Management processes.

Preparation for ITIL Foundation Certification Examination (ISEB/EXIN) – own time study
required

A certificate from Company – after on-line test

Training Material : - Knockout
Intranet Home
HR
- 6 ITIL eBooks – eLearning Portal
3
ITIL
IT Service Management Courses HP Model
ITIL Essentials Workshop
3 Days
Control – IT Simulation
1 Day
Foundation
Certificate Exam
IT Manager’s Courses
1. Service Support (5 Days) - SM1 (Exam)
2. Service Delivery (5 Days) - SM2 (Exam)
3. Prep. Workshop (2 Days)
Specialist Courses
(8 courses of 2 Days each)
(Not yet in India)
Exam Option
Exams
ITIL Implementation Course
(Not started)
4
ITSM OV Products
(OV Service Desk,
OV Service Desk
(Implementation &
Process Design)
Good Service Management Means Simply…
5
Service Management Means…..
 Going from a technology focus – to a customer service focus.
 Managing service levels from the customers’ perspective instead
of insular technology or infrastructure perspective
 Going beyond reactive break/fix – to proactive management of
service requests and service support
 Actively managing infrastructure components (assets) and
systematically managing changes (planned and un-planned)
6
Business View of IT Service
 IT is a Support function
 IT is a Cost Center
 Costs are Opaque
 IT Budgets are out of Control
 Quality of Service is Poor
 Not Responsive to Business
7
Communication?
8
What do we Do?

Improve Communication between Business & IT

IT is a Service - vital to Business

Convince Business to focus on Value not Cost

Invest in IT Service Management – it is not optional

Focus on Processes and People not just Technology

ITIL provide solid frame work and will achieve ROI
9
Challenges to the IT Organization

Contribution to solving business challenges

This means contributing earlier in the planning cycle.

A measurable contribution to the business value chain.

Service provision as opposed to IT product delivery.

A business like relationship

A consistent and stable service

Less emphasis on technology.
10
What is Service Management ?
A dynamic balance between:
Demand for
IT Services:
Supply of
IT Services:
• Need to know and understand :
- the requirements of the business as a whole
- the capabilities of IT to deliver to its customers
• ITSM : Application Development - CMM
Application Maintenance
- CMM + ITIL
Infrastructure Management - ITIL
11
Elements of IT Service Management?
A set of disciplines, embracing
What to do
How
Where
When
People
Process
Culture
Organisation
Competence
Tools
Systems
Artefacts
- Monitor
Managed
services
Partners
- Detect – Protective, Alert
- Analysis – Root Cause
- Action - Automated
that together allow us to develop & deliver high
quality IT services.
12
Process + people >>>>> tools
Don’t underestimate
the commitment
the people factor
You have my full
commitment…..
Apart from money, time
resources and attention
and just so long as I don’t
have to be involved
Change the people or change the people
“Toimproveistochange. Tobeperfect istochangeoften.”
WinstonChurchill
13
Benefits of IT Service Management

Improved quality of service – more reliable business support

Clearer view of current IT capability & better information on current
services.

Enhanced Customer Satisfaction as service providers know and
deliver what is expected of them.

System led benefits in terms of security, accuracy, speed & availability,
cycle time, success rate, operating cost.

Profit margin will improve.

Efficiency will improve – as staff will work more effectively as teams.

IT department will become more effective at supporting the needs of
the business and will be more responsive to changes in business
direction.
14
What does ITSM cover?
EVERYTHING!
Not just about managing technology - though we need
Systems/Network Management
Not just about managing “live services”
but
managing the complete lifecycle from initial idea through to
decommissioning of obsolete solutions.
BITA
Service Delivery Assurance
-
Service Design
-
Service Development
-
Service Deployment
-
Service Operations & Management
15
Integrated Quality Systems
Quality
Objectives
Act
Maturity
Plan
Check Do
- means this
ITIL - tells you how to do it
ISO
QMS
Support
t
16
What is ITIL?…
ITIL is the application of the science of management
to
information
technology.
This
knowledge
is
captured in a library of over forty books that outline a
process-based set of best practices for IT Service
Management.
Information Technology
Infrastructure Library
17
What is ITIL
 Was gathered from Users, Suppliers, Consultants
 Proven in practice
 Is under constant development
 Is supported by tools
 Has been the world wide de facto standard for IT
Service Management
 Offers certification of consultants and practitioners
 Has its own international user group (IT Service
Management Forum)
18
Best Practices?


What do you understand by the term?

“An industry accepted way of doing something, that
works”

The most effective way of understanding a process
or procedure
What does it consist of?

Principles

Agreement on specific processes

Usually put into writing

Reviewed and updated
19
Why Implement Best Practices?
•
Avoid reinventing the wheel
•
Professionalism
•
Managing complex infrastructures and services
•
Understand the core processes and capabilities
•
Clear responsibilities and points of contact
20
ITIL Books
•Service Support
•Service Delivery
•Managers’ Set
•Complementary Guidance
•Software Support Set
•Environmental Set
•Business Continuity
Management Set
•Business Perspective Set
(ITIL Enhanced)
•Configuration Management
•Incident Management
•Problem Management
•Change Management
•Release Management
Service Desk Function
•Service Level Management
•Availability Management
•Capacity Management
•IT Service Continuity Management
•Financial Mgmt for IT Services
21
ITIL Philosophy
ITIL –
 Adopts a “process driven” approach which is scalable to fit
both large and small IT organizations
 Considers ITSM to consist of “a number of closely related
and highly integrated processes.”
22
Process
“It is a bundle of logical activities combined to achieve
certain goal (result)”
Input
Department A
Department B
Department C
Output
Process
Materials,
Machines,
Information,
Labor
Goods,
Information,
Services
23
Various Terms
Procedure
 Describe the way the organization carry out routine tasks
 What is to be done, who will do, when he will do
Process
 Set of interrelated or interacting activities which transforms
inputs into outputs
System
 A combination of Interacting Processes
24
Customers and Users
Customers
 Recipient of the Service
 Those who pay for and own IT Services (Business)
 SPOC – Customer Relationship Manager
Users
 Users of the Service on a day-to-day basis
 SPOC – Service Desk
Customers & Users Needs
 May be contradictory e.g. high availability vs value for money.
 Balancing Act
 SLAs
25
ITIL Principles
ITIL is all about which processes need to be
realized
within
management
and
the
organization
operation
of
the
for
IT
infrastructure to promote optimal service
provision to the customer at justifiable
costs.
26
BS 15000 Milestones






BS 15000/ISO 20000 is the first standard for IT Service Management.
Heavily based upon the ITIL framework.
Has 13 Processes.
Comnet is 5th company in the world to be certified.
1st Satcom Service Provider in the World to be certified.
AMD OMC is the First Client OMC in the World to be certified.

Phase 1 : Target – Nov 04. - COMPLETED
 Global Management Centre (GMC)
 OMC AMD
Phase 2: Target – Jul 05. - COMPLETED
 Global Telecom Infrastructure
 IS Infrastructure
 Global OMC
 SOC
Phase 3: Target – Feb 06. - COMPLETED
 Satellite Hub Operations
Phase 4
 Cummins
 Deutsche Bank



27
ITIL – BS 15000 Correspondence
ITIL
BS 15000
Service support
1.
Incident Management
1.
Incident Management
2. Problem Management
2.
Problem Management
3. Configuration Management
3.
Configuration Management
4. Change Management
4.
Change Management
5. Release Management
5.
Release Management
6. Capacity Management
6.
Capacity Management
7. Availability Management
7.
Availability & Service continuity
Management
9. Service Level Management
8.
Service Level Management
10. Financial Management for IT Services
9.
Budgeting & Accounting of IT services
- Service Desk
Service Delivery
8. IT Service Continuity Management
10. Service Reporting
11. Business Relationship Management
12. Supplier Management
13. Information Security Management
28
ITIL – BS 15000 Relationship
Achieve this
BS 15000
Specification
PD 0005
Code of Practice
ITIL
(IT Infrastructure Library)
In-house procedures
29
Management
Overview (Guide)
Process
Definition
Deployed
solution
IT Service Management Processes
BS 15000
Service Delivery Process
(Clause 6)
Capacity Management Service Level Management
Information Security
(6.1)
(6.5)
Management (6.6)
Service Reporting
Service Continuity &
Budgeting & Accounting
(6.2)
Availability Management
for IT Services
(6.3)
(6.4)
Control Process
(Clause 9)
Configuration Management (9.1)
Change Management (9.2)
Release
Process
(Clause 10)
Release Management
(10.1)
Resolution
Processes
(Clause 8)
Incident Management
(8.1)
Problem Management
(8.2)
30
Relationship
Processes
(Clause 7)
Business Relationship
Management (7.1)
Supplier Management
(7.2)
ITIL PROCESSES
31
Service Delivery
“What service the business requires of the provider
in order to provide adequate support to the business
users.”
Covers the following processes:
 Capacity Management
 Financial Management for IT Services
 Availability Management
 Service Level Management
 IT Service Continuity Management
* Also called TACTICAL ITIL Processes
32
Service Support
“Ensuring that the Customer has access to the
appropriate services to support business functions.”
Covers the following processes/functions:
 Service Desk
 Incident Management
 Problem Management
 Configuration Management
 Change Management
 Release Management
* Also called OPERATIONAL ITIL Processes
33
ITIL Model
Release Management
IT Customer
Relationship
Management
Service Support
Change Management
Configuration Management
Service Level
Management
Capacity Management
Financial Management
for IT Services
IT Service
Continuity Management
Service Delivery
Availability
Management
Security Management
Enhanced ITIL ?
34
Problem Management
Incident Management
Service
Desk
Incident
Management
Problem
Management
SERVICE SUPPORT
Operational ITIL Processes
Configuration
Management
Change
Management
35
Release
Management
Different Desks
 Call Center
 Handling large call volumes of telephone-based transactions,
registering them and refering them to other parts of the organization
 Help Desk
 Managing, coordinating and resolving Incidents as quickly as possible
 Service Desk
 Allowing business processes to be integrated into the Service
Management infrastructure. It not only handles Incidents, Problems
and questions, but also provides an interface for other activities
36
Types of Service Desk
 Local
 Centralized
 Virtual – “Follow the Sun”
37
Service Desk Goals
 Single point of contact for customers
 Facilitate
restoration
of
normal
operational
service
 Deliver high quality support to meet business
goals
 Support changes, generate reports, communicate
& promote IT
38
Service Desk Activities / Responsibilities
 Receiving, Recording, Prioritizing and Tracking service
calls
 Monitoring and Status Tracking of all registered calls
 Escalation and Referral to other parts of the organizations
 First Line Support
 Coordinating second-line and third-party support groups
 Keeping customers informed on request status and
progress
 Closing incidents and confirmation with the customer
39
Service Desk Inputs and Outputs
Walk-in
Email/Voice
Requests
Telephone
Requests
Internet/
Browser
Requests
Service Desk
External
Service
Support
Product
Support
Sales &
Marketing
40
Fax
Requests
Hardware/
Application
Events
Management
Information & Monitoring
Contract
Support
Internal
Service
Support
Incident Management
What is an Incident ?
Any event which is not part of the
standard operation of a service and
which causes, or may cause, an
interruption to, or a reduction /
degradation in, the quality of that
service
KEDB !
41
Problem Management
What is a problem ?
The unknown root cause of one or more
incidents (not necessarily - or often - solved at
the time the incident is closed)
A Problem is a condition that has been defined,
identified from one or more incidents exhibiting
common symptoms, for which the cause is
unknown.
42
Configuration Management
To manage the IT Infrastructure by -
 Identification
 Recording
 Reporting
of IT components, (Configuration Items – CI)
including their versions, constituent components and
relationships
CMDB !
43
Change Management
A Change is an action that results in a new
status for one or more CIs.
Standardized methods and procedures for
implementing approved changes efficiently
and with acceptable risk, to the IT
Infrastructure while minimizing change related
incidents and their impact on service quality &
business continuity.
• Assessing impact of change
• Authorizing change
44
Release Management
Undertakes
• Planning
• Preparation
• Scheduling
of a Release to many Customers and Locations.
Ensures
that only Authorized and Correct versions of
software are made available for operation.
45
IT Service
Continuity
Management
Service Level
Management
SERVICE DELIVERY
Tactical ITIL Processes
Capacity
Management
Financial
Management
46
Availability
Management
Capacity Management
To ensure that cost-justifiable IT Capacity
always exists and that it is matched to current
and future identified needs of the business
It efficiently deploys the resources of IT
organization and guarantees the performance of
the services.
47
Availability Management
To optimize the capability of
• IT Infrastructure
• Services
• Supporting organization
to deliver a Cost effective and sustained level of
Availability that enables the business to satisfy
its business objectives.
48
IT Service Continuity Management
Business Continuity Management (BCM) is
concerned with the management of Business
Continuity that incorporates all services upon
which the business depends, one of which is IT
IT Service Continuity Management
the IT Services required to support
business processes. It delivers
Infrastructure to enable business
following a service disruption
49
focusses on
the critical
required IT
to continue
Service Level Management
To maintain and gradually improve IT Service
quality through a constant cycle of
• Agreeing
• Monitoring &
• Reporting
upon IT service achievements and instigation of
actions to eradicate poor service – in line with
business or cost justification.
50
Financial Management
To be able to account for the spend on IT
Services, attribute the costs to the services
delivered to the Organization's Customers
and manage the costs.
51
INCIDENT MANAGEMENT
52
Incident
Any event which is not part of the
standard operation of a service and
which causes, or may cause, an
interruption to, or a reduction /
degradation in, the quality of that
service
KEDB !
53
Service Request
Every Incident not being a failure in the IT
Infrastructure
 Request for information
 Change Request
54
Incident Management Objectives
 Restore Normal Service Operation Within Service
Level Agreements (ASAP)
 Minimize the adverse impact on business operations
 Keep
communication
going
with
customer
(escalation, estimated time for resolution)
 Aim Plus : Evaluate incident to determine whether
likely to recur or is a symptom of chronic problem
Problem Manager
55
Incident Management Activities / Responsibilities
 Registration
 Classification – Prioritization, Categorization and Matching
 Investigation
 Resolution and recovery
 Incident Control
 Closure
 Ownership, monitoring, tracking and communication
Escalation and Referral !
Horizontal/Vertical (Hierarchical)
56
Incident Life Cycle
Incident Control
Incident Detection
And Recording
Process Control
Reporting
Communication
Ownership
Classification and
Initial Support
Service
Request ?
Yes
No
Investigation
And Diagnosis
Resolution
And Recovery
Quality Control
Incident Closure
57
Service Request
Procedure
Incident Classification
 Prioritization
 Calculate from Impact and Urgency – refer to SLA
 Factors
 Potential cost of non-resolution
 Threat of injury to customer or staff
 Legal implications
 Disruptions to customers and staff
 Prioritize Resources
58
Incident Classification
 Categorization
 Application
 Hardware
 Service Request – password forgotten
 Security Incident – Virus
 Matching
 Refer to Known Error Data Base
 Resolution / Workaround
 P1 : KEDB
P2 : KEDB
Workaround
Solution
Solution
Problem Mgmt.
59
Problem Mgmt.
Incident Management
Ownership, Monitoring, Tracking & Communication
Incident Detection & Recording
RFC
Classification & Initial Support
Known
Error
Database
Resolution
Service Yes Service Request
Request
Procedure
Change Management
Process
Yes
Changes?
No
Direct
Solution
Resolution
or
Work
around
No
Investigation & Diagnosis
Resolution & Recovery
Incident Closure
Error Control
60
Problem / Error
Database
Routing Incidents
First Line
Detect and
Record
Service
Request
Procedure
Service
Request?
Initial
Support
Resolved?
Yes Resolution,
Recovery
Incident
Closure
No
Second Line
Investigation
Diagnose
Resolved?
Yes
Resolution,
Recovery
No
Third Line
Investigation
Diagnose
Resolved?
Yes Resolution,
Recovery
No
An Incident “Never” becomes a Problem
61
Benefits of Incident Management
• Improved monitoring against SLAs
• Improved management information on aspects of
service quality
• Better staff utilization
• Elimination of lost or incorrect Incidents
• Improved User and Customer satisfaction
62
PROBLEM MANAGEMENT
63
Problem
The unknown root cause of one or more incidents (not
necessarily - or often - solved at the time the incident is
closed)
A Problem is a condition that has been defined, identified
from one or more incidents exhibiting common symptoms,
for which the cause is unknown.
64
Problem Management - Goals
 To minimize the adverse impact of Incidents and Problems on the
business that are caused by errors within the IT Infrastructure
 To prevent recurrence of Incidents related to errors
 To prevent new incidents
 Improve productive use of resources
65
Problem Management Activities
 Problem Control
 Known Error Control
 Proactive Problem Management Prevention
 Management Information
66
Problem Identification
 Incident closed with a “workaround”
 Incident solved with considerable impact
 Trend Analysis – similar symptoms
 Discovery of a source of potential incident
 Problem forwarded from another domain
67
Problem Control
Problem Control
Error Control
Identification and
registration
Error Identification
and Recording
Classification
Error Assessment
Assigning
Resources
Recording Error
Resolution (RFC)
Investigation
and Diagnosis
RFC
Successful completion
Error Closure
Establish
Known Error
68
Change
Management
Proactive Problem Management

Activities arrived at identifying and resolving Problems before
Incidents occur

Trend Analysis
 Post change occurrences of a particular type
 Initial faults of a particular type
 Recurring incidents with particular CIs
 Need for staff or customer training

Targeting Support Action
 Identification of faults and actions
 General problem areas needing attention

Informing the organization / customers
69
Proactive Problem Management
Trending Activities
Data Mining
Historical Incident Data
New Problem
Record Defined
• Similarities?
• Like Symptoms?
• Incident Groupings?
1-1
M-1
Relationships
70
Problem Candidate Ranking
I
M
P
A
C
T
71
Reactive
Proactive
Reactive
Proactive
Prevention of problems on
other systems and
applications
Monitoring of Change Management
Initiating changes to combat :
• Occurrence of incidents
• Repetition of incidents
Identification of trends
Problem identification
Problem diagnosis
Supplying 2nd / 3rd line incident support
72
Incidents versus Problems
Problem Management
Problem
Known
Errors,
Known
Workarounds
 1%
Investigate
KE
No
Change Management
Investigation
& Diagnosis
No
Solution
Found?
Change
RfC
Yes
 29%
Incident (s)
Match?
Yes
 70%
Get
Solution
73
Solve Incident
Incident
Resolved
Benefits of Problem Management
 Permanent solutions.
 Incident volume reduction
 Improved IT service quality
 Improved organizational learning
 Better first-time fix rate at the Service Desk
74
Day 2 : Session
75
ITSM - Summary

ITIL Covers everything – Service Design, Service Development,
Service Deployment, Service Operations & Management.

Going from Technology or Process focus to Customer Service
focus

Clear definition of Service provider’s deliverables - SLAs

Brings in professionalism.

BITA

Cost effective provision of Quality IT Services.
•
Deming’s Cycle.
76
Service Desk - Summary
 Acts as the central point of contact between the Customer
and the IT service (the buffer between users and IT staff)
 Handles incidents, problems, and questions
 Provides an interface for other activities such as Change,
Configuration, Release, Service level, and Service
Continuity Management
 Requires staff with appropriate attributes and skills.
 Provides business support
 Good communication
 Value of metrics on events / incidents / calls
77
Incident Management - Summary
 Incident : (Expected) disruption to agreed service
 Manage the Incident life-cycle
 Restore service ASAP
 Priority determined by business impact and urgency
 Correct assessment of priorities enables resources to be
deployed in the best interests of the customer.
 Escalation and referral
 Incident closure
 Scripts, diagnostic aids, forward schedule of change.
 Comprehensive KEDB and CMDB invaluable
78
Problem Management - Summary

Problem and Known Error definitions

Objectives
 Manage the problem life-cycle (others will implement solutions)
 Stabilizing services through :
 Removing the root causes of incidents
 Preventing occurrence of incidents and problems.
 Minimizing the consequences of incidents (the quick fix)
 Improving productive use of resources

Activities
 Problem Control, Error Control (incl. raising RFCs), Management
information

Reactive to proactive (stop problems occurring / recurring)

Priorities determined by business impact and urgency
79
CONFIGURATION MANAGEMENT
80
Configuration Management
To Manage the IT infrastructure by
• Identification
• Recording
• Controlling
• Reporting
of IT components (Configuration Items - CI), including
their
versions,
constituent
components
and
relationships
CMDB !
81
Configuration Management - Goals
 Enabling control of the infrastructure by
 All the resources needed to deliver services
 Configuration (CI) status and history
 Configuration Item relationships
 Providing information on the IT infrastructure
 To all other processes
 IT Management
82
Assets Vs Configuration Items

Asset
 Component of a business process

Configuration (CI)
 Component of an infrastructure – or an item associated with an
infrastructure – which is (or is to be) under the control of Configuration
Management

Asset Register
 Book Value
 Relationships not captured

Configuration Management Database (CMDB)
 A database, which contains all relevant details of each CI and details
of the important relationships between CIs
83
Configuration Item (CI)
Configuration Item
• Is needed to deliver a service
• Is uniquely identifiable
• Is subject to change
• Can be managed
• Physical / Logical
A Configuration Item has
• A Category - H/W, S/W, application, document
• Relationships
• Attributes
• A Status
Is SLA a CI ?
84
Payroll System
Payroll System
Payroll
Application
LAN
PC
Hardware
85
Software
Configuration Management :
Activities
• Planning – purpose, scope, objectives, policies / procedures
• Identification & Naming - Configuration Management
Database (CMDB)
• Control – only authorized & identifiable CIs
• Status accounting – current & historical data of CIs like live,
obsolete etc & traceability
• Verification and audit – correct recording in CMDB
86
CIs – Scope and Details
DETAILS
Service
Hardware
Documentation
Software
Environment
Network
printer
Bundled
s/w
PC
No break
power
Local
printer
VDU
-IT Users/ Staff
- Incidents
/ Known errors
/ Problems
Keyboard
CPU
SLA
SCOPE
87
DBMS
W.P.
E-mail
Benefits of Configuration Management
• Providing accurate information on Configuration item (CI)
and their documentation.
• Helping with financial and expenditure planning.
• Making Software Changes visible.
• Supporting and improving Release Management.
• Allowing the organization to perform impact analysis and
schedule Changes safely, efficiently and effectively.
88
CHANGE MANAGEMENT
89
Change Management
A Change is an action that results in a new status for one
or more CIs.
Standardized methods and procedures for implementing
approved changes efficiently and with acceptable
risk, to the IT Infrastructure while minimizing change
related incidents and their impact on service quality &
business continuity.
• Assessing impact of change
• Authorizing change
90
Change Management
• High percentage of problems related to IT Service
quality result from some change(s) made to the
system
• Change Management
 Does not take over the powers; it only Controls
 Does not take over anybody’s responsibilities
(e.g. Project Manager)
 Is not Bureaucratic; it takes a holistic view.
91
Change Management - Responsibilities
Accepting,
Recording & Filtering
Changes
Assessing Impact,
Cost, Benefit, and
Risk of Proposed
Changes
Review
and Closure
Change
Management
Monitoring
& Reporting
Chairing
CAB and
CAB/EC
Justification &
Approval of
Change
Manage &
Coordinate
Implementation
“Not responsible for Implementing changes
only controls”
92
Prioritization
 Urgent
 Change necessary now (otherwise severe business impact),
approval by CAB / Emergency Committee (CAB / EC)
 High
 Change needed as soon as possible (potentially damaging)
 Medium
 Change will solve irritating errors or missing functionality (can be
scheduled)
 Low
 Change leads to minor improvements (that are not contractually
necessary)
93
Impact of Change

Standard
 The change may be executed without prior contact with the Change
Manager

Category 1
 Little impact on current services. The change Manager is entitled to
authorize this RfC

Category 2
 Clear impact on the services. The RfC must be discussed in the CAB. The
Change Manager requests advise on authorization and planning

Category 3
 Significant impact on the services and the business. Considerable
manpower and / or resources needed. Management is involved in the
decision process
94
The Change Advisory Board (CAB)
Change Manager
(Chair)
Others &
required
Finance Manager
Service Level
Manager
CAB
Application
Manager
Release Manager
Problem Manager
Senior Business
Representation
Ensures appropriate & timely communication
95
Change Management Process
Project
Change Mgmt
Monitoring
Planning
Registration
Classification
Build
Approval
[Change Advisory
Board (CAB)]
Authorization
Implementation
Test
Backout
Implementation
Update CMDB
Evaluation (PIR)
(Post Implementation
Review)
96
RfC
Refusal
Refusal
Change Management Relationships
Change
Management
Change
Management
Release
Management
Assesses impact
Authorizes Change
Controls release of
new versions of
Software or
Hardware if
Required to
Implement Change
Capacity
Management
Assesses impact
On Business &
IT Performance
Configuration
Management
Identifies areas
impacted
Configuration
Management
Updates
records
97
Benefits of Change Management
• Increased visibility and communication of changes
• Reduced adverse impact of changes on the quality of
services and on SLAs
• Better assessment of the cost and risk of proposed
changes before they are incurred
• Greater ability to absorb a large volume of Changes
98
RELEASE MANAGEMENT
99
Release Management
Undertakes
• Planning
• Preparation
• Scheduling
of a Release to many Customers and Locations.
Ensures
that only Authorized and Correct versions of software
are made available for operation.
“Every Release is a Change”
100
Release Management - Goals
•
Plan and oversee the SW & HW rollouts
•
Design and implement efficient procedures
•
Ensure that changes to hardware and software are controlled
•
To manage expectations of the customer during rollout
•
To agree the content and rollout plan for a release
•
To implement new software releases or hardware into the
operational environment
•
Secure all software masters in the definitive software library (DSL)
•
Use services of configuration management to ensure that all
hardware being rolled out or changed is secure and traceable (DHS)
101
Release Management Activities
•
Release policy and planning
•
Release design, build and configuration
•
Release acceptance
•
Rollout planning
•
Communication and training
•
Audits prior to and following the implementation of changes
•
Release, distribution and installation of software
•
Maintain Definitive Software Library (DSL) and update CMDB
102
Releases
Full, Package
And Delta Release
Emergency
Release
Release
Policy
Release
Frequency
Version
Numbering
103
Operational Processes
Change Management
Request
for change
Impact analysis
Release
Management
DSL
authorization
Request
for change
Release
Strategies
Problem
control
Error
control
Problem Management
Configuration
Management
CMDB
Incident
Management
incidents
104
Service Disk
Operational
IT-Services
Operational ITIL Processes
The business, Customers or Users
Difficulties
Queries
Enquiries
Management
Tools
Incidents
Incident
Management
Incidents
Communications
Updates
Work-arounds
Service Desk
Change
Customer
Survey reports
Service reports
Incident statistics
Audit reports
Problem
Management
Problem statistics
Trend analysis
Problem reports
Problem reviews
Diagnostic aids
Audit reports
Incidents
Releases
Change
Management
Release
Management
Change schedule
CAB minutes
Change statistics
Change reviews
Audit reports
Problems
Known errors
Release schedule
Release statistics
Release reviews
Secure library
Testing standards
Audit reports
Changes
CMDB
105
Releases
Configuration
Management
CMDB reports
CMDB statistics
Policy/standards
Audit reports
CIs
Relationships
CAPACITY MANAGEMENT
106
Capacity Management
To ensure that cost-justifiable IT Capacity
always exists and that it is matched to current
and future identified needs of the business
It efficiently deploys the resources of IT
organization and guarantees the performance of
the services.
107
Capacity Management - Goals
Balancing Act.
• Cost against Capacity
• Supply against Demand
To achieve Service Levels at the Right Time
108
Capacity Management
Activities/Responsibilities
•
Business Capacity Management – Current and future Business
requirements
•
Service Capacity Management – management of existing IT Services
•
Resource Management – monitoring & measuring of IT infrastructure
components.
•
Demand Management
 Customer awareness & education
 Charging
 QoS
•
Best Value for Money – Monitoring, tuning etc.
•
Capacity Planning
•
Capacity Management Database (CDB)
109
Capacity Management Process
Inputs
Business Strategy & Plans
Financial Plans
IT Strategy & Plans
Service Level Management Process
Incident & Problem Management Processes
Change Management Process
New Technologies
Sub-processes
Business Capacity Management
Service Capacity Management
Resource Capacity Management
110
Outputs
Capacity Management Process
111
Sizing & Models
• Application Sizing
To estimate the resource requirements to support a
proposed application change to ensure that it meets
its required service levels
• Modeling
– Trend analysis
– Analytical modeling
– Simulation modeling – queing theory
– Baseline models
Used to answer the “What if . . .” questions
112
Inputs and Outputs – Capacity plans
and reports
Business
data
Service
data
Technical
data
Financial
data
Utilisation
data
Capacity DataBase (CDB)
Management
Reports
Technical
Reports
113
Capacity
Plan
Capacity Management Planning
Reactive
Predictive or Planned
Actual Demand Tuning
114
Continual Improvement
Capacity Management Benefits
• Increased efficiency and cost savings
– Deferred expenditure
– Economic provision of services
– Planned buying
115
AVAILABILITY MANAGEMENT
116
Availability Management
To optimize the capability of
• IT Infrastructure
• Services
• Supporting organization
to deliver a Cost effective and sustained level of
Availability that enables the business to satisfy its
business objectives.
117
Availability Management
Allows organizations to sustain the IT service availability,
in order to support the business at a justifiable cost.
Availability
Maintainability
Resilience
Reliability
Serviceability
Security
118
Availability Management Goals
To predict, plan for and manage the availability of
services by ensuring that:
• All services are underpinned by sufficient, reliable and
properly maintained CIs
• Where CIs are not supported internally there are
appropriate contractual arrangements with third party
suppliers
• Changes are proposed to prevent future loss of service
Only then can IT organizations be certain of
delivering the levels of availability agreed with
customers in SLAs.
119
Availability Management Responsibilities
• Optimize availability by monitoring & reporting
• Determine availability requirements in business
terms
• Predicting & designing for expected levels of
availability & security – Resilience
• Producing the Availability Plan
• Collecting, analyzing and maintaining data
• Monitoring availability levels to ensure SLAs & OLAs
are met
• Continuously reviewing & improving availability
120
Service Unavailability
“An IT service is
not available
to a customer if the functions required during
Service Hours at that particular Location
cannot be used eventhough the
agreed SLA conditions
are being met”
121
Unavailability Life Cycle
MTTR – Mean Time To Repair (Downtime) =>
MAINTAINABILIY or SERVICEABILITY
Response Time
Recovery Time
*
Incident
Incident
Time Between
Failures or “Uptime”
Repair Time
MTBF – Mean Time
Between Failures (Uptime)
= AVAILABILITY
Time Between System Incidents
MTBSI – Mean Time Between System Incidents = RELIABILITY
Time
Vital Business Function (VBF)
122
Availability Formula
Availability = Total Time – Downtime x 100
Total Time
Service Availability = Agreed Service Time (*) – Down Time (*) x 100
Agreed Service Time (*)
* During Service Window
123
Availability Calculations
Series
Parallel
Avail = 80%
Monitor
Device A
CPU
Resilience
Avail = 85%
Avail = 80%
Device B
Overall Availability = ?
Avail = 85%
Overall Availability = ?
Resilience ?
124
Security Management
•
Goal : To manage a defined level of security on a
service, including managing the reaction to security
incidents
•
CIA
•
Relevance of Security
•
Computer Risk Analysis & Management Methodology
(CRAMM)
125
Risk Analysis
Value of
Assets
Risk analysis
Threats
Risk
Vulnerabilities
Risk ~ f(Asset, Threat, Vulnerability)
Risk Management
Countermeasures
Planning
For potential
outage
Residual Risk !
126
Managing outage
IT SERVICE
CONTINUITY MANAGEMENT
127
IT Service Continuity Management
Business Continuity Management (BCM) is
concerned with the management of Business
Continuity that incorporates all services upon
which the business depends, one of which is IT
IT Service Continuity Management
the IT Services required to support
business processes. It delivers
Infrastructure to enable business
following a service disruption
128
focusses on
the critical
required IT
to continue
Business Continuity Management Process
129
Business Continuity Plan
• Administration
• The IT infrastructure
• IT infrastructure management & operating procedures
• Personnel
• Security
• Contingency site
• Return to normal
130
Risk Analysis
Value of
Assets
Risk analysis
Threats
Risk
Vulnerabilities
Risk ~ f(Asset, Threat, Vulnerability)
Risk Management
Countermeasures
Planning
For potential
outage
Residual Risk !
131
Managing outage
Countermeasures
• Do nothing
• Manual workarounds
• Reciprocal arrangements
• Gradual Recovery (cold standby)
• Intermediate Recovery (warm standby)
• Immediate Recovery (hot standby)
IMPORTANT : HAVE YOU PLANNED TO RESTORE THE
NORMAL SERVICE….
132
Availability vis a vis Business
Continuity Management
Availability Management
Bus Continuity Management
1.
2.
Normal
Plan + Implement
1.
2.
3.
Control risks
Processes
SPOF
Infrastructure / old /
new
Knowledge
3.
4.
No Downtime
4.
133
Disaster
Only plan (To Implement
when essential in disaster)
Cannot Control risks
Fire
War
Terror
Earthquake
Hurricanes/Tsunami
If we arrange to control any of
the above, it migrates to
Availability Management.
Downtime is there but within
accepted limits
SERVICE LEVEL MANAGEMENT
134
Service Level Management
To maintain and gradually improve IT Service quality
through a constant cycle of
• Agreeing
• Monitoring &
• Reporting
upon IT service achievements and instigation of actions to
eradicate poor service – in line with business or cost
justification.
135
Service Level Management Goals
• Business-like relationship between customer and supplier
• Improved specification and understanding of service
requirements
• Greater flexibility and responsiveness in service provision
• Measurable service levels
• Quality improvement (continuous review)
136
Service Level Management
Responsibilities
Service
Catalogue
Service Level
Requirements
Service Level
Agreement
Customer
relationship
management
Service Level
Management
Service
Improvement
Programs
Operational
Level Agreements
& Contracts
Service
Specsheet
Monitor, Review &
Report
Service Quality
Plan
137
Service Level Management
Process
Six Sigma - example
Established Function
Implement SLAs
Manage ongoing process
Periodic reviews
DEFINE
MEASURE
IMPROVE CONTROL
138
ANALYZE
Agreements & Contracts
Customer
Service Level Agreements
(SLA)
Service Catalogue
IT Organization
Operational Level Managements
(OLA)
Underpinning Contracts (UC)
Internal suppliers
Underpinning Contracts (UC)
External suppliers
Hardware
Software
Environment
139
Network
Elements of Service Level Agreement
General
Support
Delivery
•
•
•
•
•
•
•
•
•
•
Introduction
•
•
•
•
•
Parties
Signatures
Service Description
Reporting & reviewing
Content
Frequency
Incentives & Penalties
•
Service Hours
Support
Change
Procedures
Escalation
140
Availability
Reliability
Throughput
Transaction response times
Batch turnaround times
Contingency & Security
Charging
Benefits of Service Level Management
• Designed to meet service level requirements
• Focused on key business areas
• Clear and consistent expectation of the required
level of service
• Identification of weak areas
• Demonstration of value of Money for customers
141
FINANCIAL MANAGEMENT
142
Financial Management
To be able to account for the spend on IT
Services, attribute the costs to the services
delivered to the Organization's Customers
and manage the costs.
143
Financial Management Activities
Budgeting
Predict and control
IT spend
IT Accounting
Charging
Identify Cost by customer,
service, activity
Bill customer for
services
144
Budgeting
• Ensuring that the correct monies are set aside for the
provision of IT services
• Key influence on strategic and tactical plans
• Budget could have
– Limits on capital and operational expenditure
– Limits on variance between actual and predicted
spend
– Guidelines on how the budget must be used
– An agreed workload and set of services to be
delivered
– Limits on expenditure outside the enterprise or
group of enterprises
145
IT Accounting
• Base decisions on assessments of cost-effectiveness,
service by service
• Make more business-like decisions about IT services
• Provide information to justify IT expenditures &
investments
• Plan and budget with confidence
• Demonstrate under- or over-consumption of service in
financial terms
• Understand the costs of not taking advantage of
opportunities for change
146
Types of Costs
• Fixed
Costs fixed for a reasonable period of time
• Variable
Costs that will vary with usage or time
• Direct
Costs that can be directly allocated
• Indirect
Costs apportioned across a number of Customers
• Capital
Assets that are depreciated over time
• Operational
Day to day running costs
147

Cost of Ownership
Charging
• Recover from customers the full costs of the IT
services provided in a fair manner
• Ensure that customers are aware of the costs they
impose on IT and influence customer behavior –
Demand Management
• Make formal evaluations of IT services and plan
for investment based on cost recovery and
business benefits
148
Charging & Pricing Options
Charging
• No charging
• Notional Charging
• Actual / Real Charging
Pricing
• Recover costs
• Cost price plus
• Going Rate
• Market prices
• Fixed Price
149
Benefits of Financial Management
• Accurate cost information
– support IT investment decisions
– determine cost of ownership for services
• Efficient use of IT resources throughout
the organization
• User Awareness
150
ITIL Q & A Session
Q&A
SESSION
151
Question 1
A user experienced a ‘problem’ in the application and reported
to the IT department. After a root cause analysis it was found to
have a bug and was resolved through an upgrade. Which
process of ITIL were involved:
a)
b)
c)
d)
Problem, Release and Configuration
Incident, Problem, Change and Configuration
Incident, Problem, Change , Release and Configuration
Problem, Change, Release and Configuration
152
Question 2
Which of the following is not a Configuration Item (CI)
a)
b)
c)
d)
A Call
Documentation
Windows 2003
Printer
153
Question 3
“Do Nothing” is an option in:
a)
b)
c)
d)
Incident Management
Problem Management
IT Service Continuity Management
Capacity Management
154
Question 4
What is a “Problem”
a)
b)
c)
d)
A question to be considered
An inconvenience
Unknown underlying cause of one or more incidents
Any event which causes an interruption or reduction in the
quality of service
155
Question 5
To restore normal service operation within Service Level
Agreements is the objective of
a)
b)
c)
d)
Service Level Management
Availability Management
Incident Management
IT Service Continuity Management
156
Question 6
Service Request is part of
a)
b)
c)
d)
Incident Management
Service Level Management
Change Management
Problem Management
157
Question 7
All Changes will involve
a)
b)
c)
d)
Problem Management & Change Management
Configuration Management & Change Management
Incident Management & Configuration Management
Incident Management & Change Management
158
SERVICE REPORTING
159
Service Reporting
Objective
To produce agreed, timely, reliable,
accurate reports for informed decision
making and effective communication.
160
Service Reporting
Clear description of each service report
 Identity
 Purpose
 Audience
 Details of the data source.
161
Service Reporting
Service reports shall meet identified needs and customer
requirements. Service reporting shall include:
1. performance against service level targets;
2. non-compliance and issues, e.g. against the SLA, security
breech;
3. workload characteristics, e.g. volume, resource utilization;
4. performance reporting following major events, e.g. major
incidents and changes;
5. trend information;
6. satisfaction analysis.
Mgmt decisions and corrective actions shall consider the findings in the
service reports and these shall be communicated to relevant parties.
162
BUSINESS RELATIONSHIP
MANAGEMENT
163
Business Relationship Management
Objective
To establish and maintain a good
relationship between the service provider
and the customer based on
understanding the customer and their
business drivers.
164
Business Relationship Management
• Customer Satisfaction
• Customer Complaints
• Periodic Meetings
165
Business Relationship Management

The service provider shall identify and document the stakeholders and
customers of the services.



The service provider and customer shall attend a service review

to discuss any changes to the service scope,

SLA,

contract (if present) or the business needs at least annually
Shall hold interim meetings at agreed intervals to discuss

Performance

Achievements

Issues

action plans
These meetings shall be documented. Other stakeholders in the service may
also be invited to the meetings. These changes shall be subject to the change
management process.
The service provider shall remain aware of business needs and major changes
in order to respond to these needs.
166
SUPPLIER MANAGEMENT
167
Supplier Management
Objective
To manage third party suppliers to ensure
the provisions of seamless, quality
services.
168
Supplier Management
169
Supplier Management
- Documented supplier management processes,named contract
manager responsible for each supplier.
- The requirements, scope, level of service and communication
processes to be provided by the supplier(s) shall be documented
in SLAs or other documents,
- SLAs with the suppliers shall be aligned with the SLA(s) with
the business.
- The interfaces between processes used by each party shall be
documented and agreed.
- All roles and relationship between lead and subcontracted
suppliers shall be clearly documented.
- Lead suppliers shall be able to demonstrate processes to
ensure that subcontracted suppliers meet contractual
requirements.
170
Supplier Management
A process shall be in place
- Major review of the contract or formal agreement at least
annually.
- Changes to the contracts(s), if present, and SLA(s) shall
follow from these reviews as appropriate or at other times as
required. Any changes shall be subject to the change
management process.
- To deal with contractual disputes.
- To deal with the expected end of service, early end of the
service or transfer of service to another party.
Performance against targets shall be monitored and
reviewed.
Actions for improvement identified during this process shall
be recorded and input into the service improvement plan.
171
INFORMATION SECURITY
MANAGEMENT
172
Information Security Management
Objective
To manage information security effectively
within all service activities.
173
Information Security Management
Information security policy shall be communicated to all
relevant personnel and customers where appropriate.
Appropriate security controls shall operate to:
1. implement the requirements of the information security
policy;
2. manage risks associated with access to the service or
systems.
- Security controls documented.
- Documentation shall describe the risks to which the
controls relate, and the manner of operation and
maintenance of the controls.
- Impact of changes on controls shall be assessed.
174
Information Security Management
- Third-party access to information systems and services shall be
based on a formal agreement .
- Security incidents shall be reported and recorded in line with
incident management procedure as soon as possible.
- Procedures shall be in place to ensure that all security incidents
are investigated, and management action taken.
- Mechanisms shall be in place to enable the types, volumes and
impacts of security incidents and malfunctions to be quantified
and monitored, and to provide input to the service improvement
plan.
175
REVISION
176
Configuration Management - Summary
 Single source and repository for information about the IT
infrastructure & services – more than an asset register (CMDB)
 Activities
 Planning, Identification, status Accounting, Control, Verification,
Management Information
 Role in assessing impact of changes
 Configuration Item:
 Categories, Attributes, Relationships, Status, Unique Id., Version,
Owner
 Scope and detail (Value of the information and level of
independent change)
 Baselines and Variants
 Supports all other processes.
177
Change Management - Summary

Objective
 Only approved changes made, risk and cost assessed, benefit maximised

Applies to all configuration items

Activities
 Manage / Filter RFC; Manage Change Record; Assess impact, risk, urgency,
priority & resources; Approve & schedule changes; Oversee change building,
testing & implementation; Review; Business Support

CAB and CAB/ emergency Committee
 Membership, Advisory role, Urgent changes

Testing of changes and Backout

Change models and standard changes

Links to Configuration and Release Management

Process always ends with a review of the change and closure of the
Change Record.
178
Release Management - Summary
 Objectives
 Take an holistic view of changes to the infrastructure
 Ensure all aspects of a release are considered together
 Manage rights and obligations
 Activities
 Control DSL & DHS, define release, build release, manage release,
distribute s/w CIs, software audits
 Safeguard software and hardware Configuration items (CIs)
 Ensure only tested, authorised software is in the live environment
 DSL and DHS
 Reliable versions of all software and associated CIs (source & object)
 Logical / physical storage
179
Release Management - Summary
 Releases
 Normal Release Unit, Full / package / delta releases,
Numbering, Frequency, Version control for
development, testing, live, archive
 Urgent releases – backouts / testing / documentation
180
Capacity Management - Summary

Business CM – trend, forecast, model, prototype, size, document
future business requirements.

Service CM – Monitor, analyse, tune and report on service
performance; establish baselines and profiles of use (incl. peaks &
troughs and throughput) of services; manage demand for service

Resource CM – Monitor, analyse, tune and implement / report on the
utilisation of components; be aware of technologies innovation

Application Sizing and Modeling

Capacity Planning

Defining thresholds and monitoring

Capacity Management is a balancing act
 Cost against Capacity : Supply against Demand
181
Availability Management - Summary

Purpose


Plan and manage CI availability to meet Customers’ business
objectives
Scope

hardware, software, environment etc.

Assessing risk

Calculating and monitoring availability


MTBSI, MTTR, MTBF, % availability formulae, thresholds, autodetection
Aspects

Reliability, Maintainability, Serviceability , Security (CIA)

Resilience – redundancy, duplexing, fault tolerance

Techniques – CFIA, FTA

Incident life-cycle – occurrence, detection, diagnosis, repair, recovery,
restoration.
182
IT Service Continuity Management Summary

Disasters will happen and will affect services

Assets / Threats / Vulnerabilities / Risks / Countermeasures

Part of service planning & design

The IT Service Continuity Plan
 Based upon Business Impact Analysis
 Assists in fast, controlled recovery
 Must be given wide but controlled access
 Contents (incl. admin, Infrastructure, People, Return to normal)
 Options – gradual (cold), intermediate (warm), immediate (hot), reciprocal,
manual work-around, do nothing
 Standby options may only be available for limited periods (or not at all!!).
Fixed vs. Portable
 Must be tested frequently – without unacceptably impacting the live service.
183
Service Level Management – Summary

We need to understand what we mean by ‘Service
Management’ and by ‘a service’


Objectives

Improve service quality (customer dependence)

Measurable service levels

Balance between customer demand and IT capabilities
Activities

Manage customer relationships

Create / maintain Service Catalogue

Determine SLRs; Negotiate, prepare & monitor Service Charter, SLAs
& OLAs, Service Reviews


Service Improvement / Quality plans
Minimum requirements for an agreement

Service description, service hours, response times, availability,
security & continuity targets, critical periods.
184
Financial Management - Summary
 Budgeting
 Predict, understand and control the budgets and the
spend
 Accounting
 Calculate the cost of IT services and apportioning
 Help identify and justify the cost of changes e.g. ROI
 Input cost units and Input cost types (F/V, D/I, C/O)
185
Financial Management - Summary

Charging (but not policy)
 Determine charges in SLAs (cost recovery, cost +, market rate, etc)
 Influence customer behavior
 Charging does not affect costs directly but is an expensive process

General
 Sound stewardship
 Minimise risk in decision making
 Basis of business estimating, planning , budgeting / forecasting
 Often used in targets & measures / metrics
186
IT SERVICE MANAGEMENT
BENEFITS
187
Benefits
 IT Service is a Core and Vital part of the Business
 Think of End-to-End Service
 IT Service Management is not optional
 Quality process-driven approach and Professional
Staff delivers Value
 Business can / will reap Benefits and achieve ROI
on IT
 ITIL / BS 15000 provide solid framework and will Do
it for YOU
188
Benefits realisation
itSMF survey - 70% achieving “tangible & measurable” benefits
Meta
- 85% resolution on target
- cost per call down 30%
- 50% reduction in new product cycle
IDC survey - 79% reduction in downtime & other factors
- total savings per user $800 p.a.
- ROI up 1300%
Barclays
- Downtime reduced from 60 to 15 mins
Proctor & Gamble - $125 million p.a. savings (10% of IT Budget)
- 10% reduction in ITSD calls
Gartner
- 48% reduction in cost of IT
Shell Oil
- $5 million savings (6000 man days) in Software
upgrades in less than 72 hours.
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AMD Strategic Benefits

Improved Client Satisfaction
 Robust CSAT measurement and Continuous improvements based
on Survey feedbacks
 Survey respondents increased from 4% to 20%
 CSAT increased from 88% to 96% and continuously improving

Standardization Service levels




Service based SLAs rather than component based SLAs
Consistency in Service delivery
Facilitates roll-out of Shared Services globally
Service Quality Enhancement


Improved SLAs and Staff productivity
Monitoring Tickets rejections,Ticket hops
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Continued…

Integrated Event management
 Pro-active Management – a key for Remote Infrastructure Management
 Reduction in Incidents in specific areas due to root cause analysis

Right Skill-ing
 Clear definition of L1, L2 and L3 roles
 Optimal role assignments and utilization of the staff resulting in cost
savings

Deliver New capabilities to Business
 Increased AMD focus on strategy and new services
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Thanx !
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