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. 189 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 190 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 191 192 Thanx ! 193