Management as a. Practice. Service. Front Metrics Technologies

Transcription

1 Service Management as a Practice

2 Service Management is a set of specialized organizational capabilities for providing value to customers in the form of services A set of Functions and Processes for managing Services over their Lifecycle 13

3 IT Infrastructure Library (ITIL) Best practice for IT Service Management that is in wide industry use Provides detail for other industry frameworks and standards. For example COBIT ISO/IEC 20000) First published by UK Government in late 1980s Updated to V2 in 2000/2001 Improved for international audience New types of service delivery Updated to V3 in 2007 Lifecycle model Greater focus on strategy and business outcomes 14

4 What are Good Practices? Good practices are accepted practices and ways of doing things which have been proven to be effective How are good practices created? --Innovations created by organizations as they continually learn and adapt to be successful --Innovations gradually become best practices when applied diligently --Best practices become good practices when copied by others --Good practices become commoditized, generally accepted principles, or regulatory requirements --Forces organizations to seek new innovations to differentiate themselves: new services, operating models, systems, and processes 15

5 Sources of Good Practices 16

6 Why Public Standards Over Proprietary Knowledge? 17

7 Information Technology Perspectives 18

8 Good Practices for Service Management 19

9 ITIL V1 Process Model 20

10 ITIL V2 Process Model 21

11 ITIL V3 Service life cycle 22

12 Key Difference V2 vs. V3 1. Key Evolutional Changes in ITSM Business and IT From Alignment to Integration From Value Chain Management to Value Service Network Integration From Linear Service Catalogues to Dynamic Service Portfolios From Integrated Processes to The Service Management Lifecycle 23

13 Key Difference V2 vs. V3 2.More prescriptive guidance 24

14 Key Difference V2 vs. V3 25

15 Key Difference V2 vs. V3 3.Qualification Scheme 26

16 Functions, Roles and Processes (1 of 2) A team or group of people and the tools they use to carry out one or more processes or activities Role A set of responsibilities, activities and authorities granted to a person or team 27

17 Functions, Roles and Processes (2 of 2) Process A set of activities designed to accomplish a specific objective. A process takes defined inputs and turns them into defined outputs. A process may include roles, responsibilities, tools and management controls required to deliver the outputs 28

18 A Process Model Process Control Trigger Process Process report and review Improve 29

19 Characteristics of processes Data, information & knowledge Process Desired outcome Service control & quality Trigger 30

20 How to recognize a process S.M.A.R.T Method It delivers specific results Primary results are delivered to customers or stakeholders It responds to specific events.31

21 Key Principles, Models and Concepts

22 Service Provider An organization supplying services to one or more internal customers or external customers 33

23 RACI Model A RACI model can be used to help define roles and responsibilities It identifies the activities that must be performed alongside the various individuals and roles involved RACI is an acronym for the four main roles of: R = Responsible The person or people responsible for getting the job done A = Accountable Only one person can be accountable for each task C = Consulted The people who are consulted and whose opinions are sought I = Informed The people who are kept up-to-date on progress 34

24 Expansion of RACI Model A RACI model can be expand to RASCI model: S = Supportive The people who can support for a task. 35

25 Example RACI Model Director Service Management Service Level Manager Problem Manager Security Manager Activity 1 AR C I I C Procurement Manager Activity 2 A R C C C Activity 3 I A R I C Activity 4 I A R I Activity 5 I I A C I 36

26 Process Owner Responsible for: Assisting with Process Design Documenting the process Making sure the process is being performed as documented Making sure the process meets its aims Monitoring and improving the process over time 37

27 Service Owner The Service Owner is responsible to the Customer for a particular service Initiation and transition Ongoing maintenance and support Monitoring and reporting Identifying improvement opportunities Prime customer contact 38

28 Suppliers and Contracts Supplier A third party responsible for supplying goods or services These are required by the service provider to enable them to deliver services Contract A legally binding agreement between two or more parties to supply goods or services 39

29 Service Portfolio 40

30 Service Catalog Part of the Service Portfolio Services available for deployment or use Information to be shared with customers Business Service Catalog Services of interest to customers Technical Service Catalog Underpinning services of interest to IT 41

31 Risk Management and Analysis Define a framework Embed and review Identify the risks Gain assurances about effectiveness Identify probable risk owners Implement responses Evaluate the risks Set acceptable levels of risk Define a framework Risk management Front Metrics Technologies Risk analysis 42

32 Plan, Do, Check, Act Model Business requirements Management Responsibility Business results Customer requirements Request for new or changed services Other process, business, supplier, customer Act Continuous improvement PLAN Plan service management & services DO Implement & run service management & service Customer satisfaction New or changed service Other process, Business, Supplier, customer Other teams, e.g. Security Check Monitor, measure & review Team & people satisfaction 43

33 Governance Ensures the provision of a corporate strategy and business plan. Establishes the corporate policies and enables the strategic direction, objectives, critical success targets and key results areas. Corporate Governance Corporate Compliance Assures adherence to legal, industrial and regulatory requirements. Establishes IT policy, standards and principles and assures alignment of IT strategy to corporate business strategy. IT Governance IT Compliance Assures the design and operability of IT policies, processes and key controls. IT Service Management Establishes, enables and executes the IT strategy. Establishes and operational model to assure high-quality, compliant IT service provisions. Front Ensures Metrics effective Technologies key result areas. 44

34 Governance Legal and regulatory requirements HIPAA (USA) SEC 17a-4 (USA) Canadian Electronic Evidence Act Basel II Capital Accord Electronic Ledger Storage Law (Japan) J-SOX (Japan) ISO 18501/18509 AIPA (Italy) FDA 21 CRF Part 11 GDPdU & GoBS (Germany) Sarbanes-Oxley Act (USA) Public Records Office (UK) Financial Services Authority (UK) BSI PD0008 (UK) NF Z (France) 45

35 The Service Lifecycle

36 Service Framework Continual Service Improvement Service Service Design Design Service Strategy Service Operation ITIL Service Transition 47

37 High Level Service Lifecycle Model 48

38 Service Strategy Service Strategy ITIL 49

39 Content Introduction and Key Concepts Four main activities in service stratagy Define the Market Develop the offerings Service Portfolio Management Develop strategic assets Demand Management Prepare for execution Financial Management

40 Introduction Strategy Service Strategy

41 Service Strategy The Service Strategy volume provides guidance on how to design, develop, and implement service management not only as an organizational capability but also as a strategic asset. 52

42 Service Strategy Goals To understand what services should be offered to support the organisation. To begin setting policies and objectives for the provision of services in support of the business areas. To understand how to create value for an organisation. To offer advice on strategic investments, and To understand how to define service quality. 53

43 Value to business Organizations already practicing ITIL may use this publication to guide a strategic review of their ITILbased service management capabilities and to improve the alignment between those capabilities and their business strategies. This volume of ITIL encourages readers to stop and think about why something is to be done before thinking of how. Answers to the first type of Service Strategy expands the scope of the ITIL framework beyond the traditional audience of IT Service Management professionals.

44 Service Strategy Key concepts Service Portfolio Service catalog Utility and Warranty Market Space Outcome Constraints Resource and Capability Service Value Service Model Service Provider Delivery Model Options Business Case Front Risk Metrics Technologies 55 ITIL V3 Foundation Course Ver.1.1

45 Service Portfolio 56

46 Utility, Warranty, Market Space A service is a means of delivering value to customers by facilitating outcomes customers want to achieve without the ownership of specific costs and risks. Utility: + = Warranty: Value Creation Utility is measured on the basis of the Warranty is measured in terms of the levels of Availability, Capacity, Continuity and Security The basis of differentiation in the Market Space Market Space A market space is defined by a set of business outcomes, which can be facilitated by a service. Market spaces defined in terms of outcomes desired by customers.

47 Outcome

48 Constraint

49 Resource and Capability Capability: The ability of an organization, person, process, application, configuration item or IT service to carry out an activity. Resource: A generic term that includes IT Infrastructure, people, money or anything else that might help to deliver an IT service. Capabilities Resources A1 Management A2 Organization A3 Processes A4 Knowledge Financial capital A9 Infrastructure A8 Application A7 Information A6 people A5 people

50 Service Value Service value: Customer perceptions are influenced by: --Attributes of a service that are indications of value --Present or prior experiences with similar attributes --Relative endowment of competitors and other peers -- -image or actual market position (e.g. being an innovator, market leader, and risk-taker) 62 Definition Front Metrics Technologies and differentiation of service value

51 Service Model Service models codify the service strategy for a market space. They are blueprints for service management processes and functions to communicate and collaborate on value creation. Service Models describe how service assets interact with customer assets and create value for a given portfolio of contracts

52 Service Model Graphical representation of the components that make up a service Documents workflow and dependencies Used to support design, analysis and communication 64 ITIL V3 Foundation Course Ver.1.1

53 Service Provider An organization supplying services to one or more internal customers or external customers Type 1 Internal Embedded in the business unit it serves Type 2 Shared Provide services to multiple business units Type 3 External Provide services to many customers 65 ITIL V3 Foundation Course Ver.1.1

54 Delivery Model options Delivery Strategy Description Insourcing Utilizing internal organizational resources for all stages in the lifecycle Outsourcing Utilizing the resources of an external organization or organizations Co-sourcing The combination of Insourcing and Outsourcing to co-source key elements within the lifecycle Partnership or Multisourcing Formal arrangement between 2 or more organizations to work together. Focus on strategic partnerships to leverage expertise or market opportunities Business Process Outsourcing (BPO) Formal arrangement between two organizations to relocate and manage an entire business function (for example payroll, call-centre) from a low-cost location Application Service Provision Formal agreement with an Application Service Provider (ASP) to provide shared - software/applications) Knowledge Process Outsourcing (KPO) Provision of domain based processes and business expertise requiring advanced analytical and specialist skills from the outsourcer 66 ITIL V3 Foundation Course Ver.1.1

55 Business Case A business case is a decision support and planning tool that projects the likely consequences of a business action.

56 Risk and MoR Define a framework Identify the risks Embed and review Identify probable risk owners Gain assurances about effectiveness Evaluate the risks Implement responses Set acceptable levels of risk Identify suitable responses to risk Risk management Risk analysis

57 Strategy Generation Processes Define the Market Develop the offerings Service Portfolio Develop strategic assets Demand Management Prepare for execution

58 Strategy Generation Process Define the market Understand the customer and opportunities, classify and visualize services how they create value and in what context Evaluate the services you could potentially offer, and who you may be able to offer them to! Develop the offerings define the market space and define the services based on what is valuable to the customer Continue to formulate the services you think it will be worthwhile pursuing Utility and Warranty are considered at this stage 70 ITIL V3 Foundation Course Ver.1.1

59 Strategy Generation Process (Cont.) Develop strategic assets increase the service and performance potential of the organization, treat IT service management as a strategic asset Look for opportunities to exploit your services and capabilities (to allow more services to more customers) Develop Service Management so that it becomes a strategic asset Prepare for execution do a strategic assessment to find what core differentiations already exist Take all the necessary steps to ensure that we are ready to go ahead and it is worthwhile doing so 71 ITIL V3 Foundation Course Ver.1.1

60 Define the market Services and Strategy The Customer The Opportunities Classification and Visualisation

61 Service and strategy

62 Customer and Opportunity resources Opportunity: Understand business process break outcomes into objective, metrics and desired outcome

63 Classification and visualization

64 Classification and visualization

65 Develop the offerings Market Space a set of business outcomes that customers desire, and which can be facilitated by a service Outcome-based Definition of Services involves managers planning and executing all aspects of Service Management entirely from the perspective of Utility and warranty Service Portfolio Why should a customer buy these services? Why should they buy these services from us? What are the pricing or chargeback models? What are our strengths and weaknesses, priorities and risk? How should our resources and capabilities be allocated?

66 Service Portfolio Management Objectives Basic Concepts Activities Roles 78 ITIL V3 Foundation Course Ver.1.1

67 Service Portfolio Management Objectives Decide what services to offer Understand Why should a customer buy these services? Why should they buy these services from us? Provide direction to Service Design So they can manage and fully exploit the services into the future 79 ITIL V3 Foundation Course Ver.1.1

68 Service Portfolio Management Basic concepts Business Service A service that directly supports a business process IT Service A service that the business does not think of in business context or semantics Business Service Management Considering service management in terms of business processes and business value 80 ITIL V3 Foundation Course Ver.1.1

69 Service Portfolio Management Activities Service Strategy Define Inventories Business Case Analyze Value proposition Prioritization Approve Service Portfolio Authorization Charter Communication Resource allocation 81 ITIL V3 Foundation Course Ver.1.1

70 Service Portfolio Management Roles Product Manager Own and manage a set of related services Evaluate market opportunities and customer needs Create business cases Plan new service development programs Business Relationship Manager Identify and document customer needs 82 ITIL V3 Foundation Course Ver.1.1

71 Develop strategic assets Closed loop control system Service potential and performance potential Demand management

72 Closed loop control system

73 Demand Management Objectives Basic concepts Roles 85 ITIL V3 Foundation Course Ver.1.1

74 Demand Management Objectives and business value Understand customer requirements for services and how these vary over the business cycle Ensure the provision of appropriate levels of service By varying provision or influencing customer demand Ensure that the Warranty and Utility we offer matches the customer needs 86 ITIL V3 Foundation Course Ver.1.1

75 Demand Management Basic concepts (1 of 3) Core Service An IT Service that delivers outcomes desired by one or more customers Supporting Service A service that enables or enhances a core service. For example A directory service or a backup service 87 ITIL V3 Foundation Course Ver.1.1

76 Demand Management Basic concepts (2 of 3) Pattern of Business Activity (PBA) Workload profile of one or more business activities Varies over time Represents changing business demands User Profile Pattern of user demand for IT Services Each user profile includes one or more PBAs 88 ITIL V3 Foundation Course Ver.1.1

77 Demand Management Basic concepts (3 of 3) Service Package Detailed description of a service Includes a service level package and one or more core services and supporting services. Service Level Package Defined level of utility and warranty for a particular service package Designed to meet the needs of a PBA. For example Gold, Silver or Bronze service 89 ITIL V3 Foundation Course Ver.1.1

78 Demand Management Roles Business Relationship Manager Document PBAs and user profiles Identify correct service level packages for their customers Identify unmet customer need Negotiate with Product Managers for creation of new services 90 ITIL V3 Foundation Course Ver.1.1

79 Prepare for Execution What are our most distinctive services and why? Which are the most profitable services and why? Which of our stakeholders are the most satisfied and why? Which stakeholders are the most profitable and why?

80 Financial Management Objectives Basic concepts Roles 92 ITIL V3 Foundation Course Ver.1.1

81 Budgeting, Accounting, Charging

82 Financial Management Objectives and business value Financial visibility and accountability Financial compliance and control Enhanced decision making Operational control Value capture and creation Understand the value of IT Services 94 ITIL V3 Foundation Course Ver.1.1

83 Financial Management Basic concepts (1 of 2) Service valuation Cost of providing the service Value to the customers receiving the service Service investment analysis Understand the total lifecycle value and costs of proposed new services or projects 95 ITIL V3 Foundation Course Ver.1.1

84 Financial Management Basic concepts (2 of 2) Business Case A decision support and planning tool that predicts outcomes of a proposed action Used to justify investments Business Impact Analysis Understanding the financial cost of service outages 96 ITIL V3 Foundation Course Ver.1.1

85 Cost Model Example

86 Financial Management Roles All managers have some financial responsibility Senior IT Management own budgets and are ultimately responsible for decisions Many organizations appoint a financial controller to oversee day-to-day finances Accounting department provides governance framework and support 98 ITIL V3 Foundation Course Ver.1.1

87 Summary Key concepts Generate Strategy Portfolio Management Demand Management Financial Management

88 Service Design Service Service Design Design Service Strategy ITIL 100

89 Service Design (SD) Provides guidance for the design and development of services and Service Management processes The scope includes new services, and the changes and improvements necessary to increase or maintain value to customers over the lifecycle of services 101

90 What is Service Design?(SD) How to design and develop services and service management processes, converting strategic objectives into portfolios of services and service assets --4 types of assets are IT Infrastructure, applications, information and people --Emphasis on re-use during design Solution design produced in conformance to strategies and constraints from Service Strategy Requirements extracted from Service Portfolio and are analyzed, documented and agreed 102

91 Goals of Service Design Ensure a holistic approach to service design for new or significantly changing services to ensure consistency and integration with all processes, architectures, technology, and management systems Manage risks so they can be removed or mitigated before going live Realize the strategy and facilitate the introduction of the services into the live environment Effectively design a service up-front to reduce the likelihood of improvement during the service life-cycle and ensure the service is cost-effective and supportable Produce and maintain IT plans, processes, policies, architectures and frameworks for quality IT design 103

92 Scope of SD Design of: New and changed services Service Portfolio and Service Catalog Technology architecture and management systems Processes required Measurement methods and metrics 104

93 Service Design Overview 105

94 Service Design Key concepts Four Ps Service Design Package Aspects of Service Design Processes Service Level Management Service Catalog Management Availability Management Information Security Management Supplier Management Capacity Management IT Service Continuity Management 106 ITIL V3 Foundation Course Ver.1.1

95 Service Design Activities Analyze business requirements Identify solution alternatives, with a view to re-using existing components Design the solution Develop the service acceptance criteria Evaluate total costs, agree on expenditures Confirm solution is in balance with all strategies, architectures, policies and plans Ensure governance and security controls are included Complete IT Organizational readiness assessment Align the supplier and supporting agreements Assemble the Service Design Package (SDP) 107

96 Value to business of SD Reduced total cost of ownership (TCO) Improved quality of service Improved consistency of service Easier implementation of new/changed services Improved service alignment More effective service improvement Improved IT governance More effective ITSM Improved information and decision making 108

97 Scope of Service Design People Products Processes Partners 109 ITIL V3 Foundation Course Ver.1.1

98 Service Design Key Topics 110 The Service Portfolio value Allows you to answer this question in your IT Org: --Why should a customer buy these services? --Why should they buy them from you? --What are the pricing or chargeback models? --What are my strengths, weaknesses, priorities and risks --How should my resources and capabilities be allocated? Should be part of a Service Knowledge Management System and managed in the Configuration Mgt System

99 Service Design Key Topics 111 Service Models Service Models describe the structure and dynamics of a service, serving as blueprints to communicate and collaborate on value creation Codifies: --The service strategy for a market space --The structure and dynamics of services Describes how service assets interact with customer assets and create value for a given portfolio of contracts --Service agreements specify terms and conditions under which interaction occurs with commitments and expectations each side --Outcomes define the value to be created for the

100 Service Design Key Topics Service Design Package (SDP) SDP details all aspects of the service and its requirements through all stages of its lifecycle Produced: --During the design stage for each new Service --When a major change to a Service is to be done --When a Service is removed --When the SDP itself has to be changed Passed from Service Design to Service Transition Contents: requirements, service design, organizational readiness assessment, service lifecycle plan 112

101 Service Design Key Topics Service Sourcing Approaches and Options Gap between current and desired capabilities of a Service organization need not be addressed by the organization by itself Service sourcing strategies: --In sourcing, outsourcing, co-sourcing --Partnership --Multi-sourcing --Business process Outsourcing (BPO) --Application Service Provision --Knowledge Process Outsourcing (KPO) 113

102 5 major aspects of Service Design Services Including requirements Service management systems and tools Especially the Service Portfolio Technical and management architectures And supporting tools ITSM processes Measurement systems and metrics 114 ITIL V3 Foundation Course Ver.1.1

103 Service Catalog Management Objectives Basic concepts Roles 115 ITIL V3 Foundation Course Ver.1.1

104 Service Catalog Management Objectives Create and manage an accurate Service Catalog A single source of information on all services 116 ITIL V3 Foundation Course Ver.1.1

105 Service Catalog Management Basic concepts The Service Catalog Part of the Service Portfolio Details of all operational services and those being prepared for transition Business Service Catalog Details of all of the IT services delivered to customers Visible to the customers Technical Service Catalog Details of all supporting services Not usually visible to customers 117 ITIL V3 Foundation Course Ver.1.1

106 Service Catalog Management Roles Service Catalog Manager Produce and maintain the Service Catalog Ensure all operational services and those being prepared for operational running are recorded Ensure all information in the Service Catalog is accurate and up to date Ensure all information is consistent with the information in the Service Portfolio Ensure all information is adequately protected and backed-up 118 ITIL V3 Foundation Course Ver.1.1

107 Service Level Management Objectives Scope Business value Basic concepts Activities Roles Interfaces Key metrics Challenges 119 ITIL V3 Foundation Course Ver.1.1

108 Service Level Management Objectives Negotiate, agree and document service levels Measure, report and improve service levels Communicate with business and customers 120 ITIL V3 Foundation Course Ver.1.1

109 Service Level Management Scope Ensure quality of service matches expectations Existing services Requirements for new or changed services. Expectation and perception of the business, customers and users 121 ITIL V3 Foundation Course Ver.1.1

110 Service Level Management Business value Consistent interface to the business for all IT service related issues Feedback on service failures or breaches & resolution actions taken Reliable communications channel and trusted relationship 122 ITIL V3 Foundation Course Ver.1.1

111 Service Level Management Basic concepts Customers/User s Service Level Agreements Service A Service B Service C IT Infrastructure Operational Level Agreements Underpinning Contracts Internal Organization External Organization 123 ITIL V3 Foundation Course Ver.1.1

112 Service Level Management Activities Design SLA frameworks Identify Service Level Requirements (SLRs) 124 Agree and document Service Level Agreements (SLAs) Negotiate and document Operational Level Agreements (OLAs) and Underpinning Contracts (UCs) Monitor service performance against SLA Measure and improve Customer Satisfaction Review and revise underpinning agreements and service scope Produce service reports Conduct service reviews and instigate improvements Review and revise SLAs, OLAs and UCs Develop contacts and relationships Manage complaints and compliments ITIL V3 Foundation Course Ver.1.1

113 Service Level Management Key metrics Number and % of targets being met Number and severity of service breaches Number and % of up to date SLAs Number of services with timely reports and service reviews Improvements in Customer Satisfaction 125 ITIL V3 Foundation Course Ver.1.1

114 Service Level Management Roles Service Level Manager Process Owner Understand Customers Create and Maintain SLAs and OLAs Review and Reporting Ensure that Changes are assessed for impact on service levels 126 ITIL V3 Foundation Course Ver.1.1

115 Service Level Management Challenges Identifying appropriate customer/business representatives Differing requirements at different levels within the customer community Achieving accurate monitoring of service achievements Getting SLAs signed at the appropriate level 127 ITIL V3 Foundation Course Ver.1.1

116 Service Level Management Interfaces Service Portfolio Management Service Catalog Management Supplier Management Availability Management, Capacity Management and ITSCM To understand risks, options and BIA Service Knowledge Management System Continuous Service Improvement All other service management processes To agree and document required customer outcomes 128 ITIL V3 Foundation Course Ver.1.1

117 Availability Management Objectives Basic concepts Roles 129 ITIL V3 Foundation Course Ver.1.1

118 Availability Management Objectives Ensure agreed level of availability is provided Continually optimize and improve availability of IT Infrastructure Services Supporting organization Provide cost effective availability improvements that can deliver business and customer benefits Produce and maintain an availability plan 130 ITIL V3 Foundation Course Ver.1.1

119 Availability Management Basic concepts (1 of 6) Availability Management process includes Proactive activities Design and planning activities Planning, design and improvement of availability Reactive activities Operational activities Monitoring, measuring, analysis and management of all events, incidents and problems involving unavailability 131 ITIL V3 Foundation Course Ver.1.1

120 Availability Management Basic concepts (2 of 6) Availability The ability of a service, component or configuration item to perform its agreed function when required Often measured and reported as a percentage (Agreed Service Time (AST) Downtime) Availability ( % ) = X 100 % Agreed Service Time (AST) Most important measurements are those that reflect availability from the business and user perspective 132 ITIL V3 Foundation Course Ver.1.1

121 Availability Management Basic concepts (3 of 6) Reliability Measure of how long a service, component or CI can perform its agreed function without interruption Maintainability Measure of how quickly and effectively a service, component or CI can be restored to normal working after a failure Serviceability Ability of a third party supplier to meet the terms of their contract 133 ITIL V3 Foundation Course Ver.1.1

122 Availability Management Basic concepts (4 of 6) Incident start Incident start Incident start Uptime Uptime Uptime (availability) Service available Service available Service available Availability Downtime (time to restore)(mtrs) Service unavailable Availability Downtime Service unavailable Diagnose Recover Detect Repair Restore Time between system incidents Time between failures (MTBF) Time OGC. 134 ITIL V3 Foundation Course Ver.1.1

123 Availability Management Basic concepts (5 of 6) Vital Business Function (VBF) A Function of a Business Process which is critical to the success of the Business. High Availability Minimizing or hiding the effects of a component failure Fault Tolerance Ability of an IT service, component or CI to operate correctly after component failure 135 ITIL V3 Foundation Course Ver.1.1

124 Availability Management Basic concepts (6 of 6) Continuous Operation Approach or design to eliminate planned downtime of a service Continuous Availability Approach or design to achieve 100% availability An IT service that has no planned or unplanned downtime 136 ITIL V3 Foundation Course Ver.1.1

125 Availability Management Roles Availability Manager Process owner Ensuring services deliver agreed levels of availability Creation and maintenance of an availability plan Assessing changes Monitoring and reporting availability Proactive improvement of service availability and optimization of the IT infrastructure to optimize costs Assisting with investigation and diagnosis of incidents and problems which cause availability issues 137 ITIL V3 Foundation Course Ver.1.1

126 Information Security Management Objectives Basic concepts Roles 138 ITIL V3 Foundation Course Ver.1.1

127 Information Security Management Objectives To protect the interests of those relying on information To protect the systems and communications that deliver the information Specifically related to harm resulting from failures of: Availability Confidentiality Integrity The ability to do business with other organizations through: Verifying their authenticity Non-Repudiation 139 ITIL V3 Foundation Course Ver.1.1

128 Information Security Management Basic concepts Information Security Policy Information Security Management System (ISMS) Risk analysis and risk management Security controls 140 ITIL V3 Foundation Course Ver.1.1

129 Information Security Management Roles Security Manager Process owner Develop and maintain Information Security Policy Communicate and publicize security awareness and policy Perform security risk analysis and risk management Monitor and manage security breaches and incidents 141 ITIL V3 Foundation Course Ver.1.1

130 Supplier Management Objectives Basic concepts Roles 142 ITIL V3 Foundation Course Ver.1.1

131 Supplier Management Objectives Manage supplier relationship and performance Negotiate and agree contracts In conjunction with Service Level Management (SLM) Ensure that contracts and agreements are aligned to business needs and support SLAs Manage contracts throughout lifecycle Maintain a supplier policy and a supporting Supplier and Contract Database (SCD) 143 ITIL V3 Foundation Course Ver.1.1

132 Supplier Management Supplier and Contracts Database (SCD) Service Knowledge Management System (SKMS) Supplier strategy & policy Evaluation of new suppliers & contracts Supplier & contract database SCD Supplier categorization & maintenance of the SCD Establish new suppliers & contracts Supplier & contract management & performance Contract renewal and/or termination Supplier reports and information 144 ITIL V3 Foundation Course Ver.1.1

133 Supplier Management Roles Supplier Manager Process owner Maintain and review Supplier and Contracts Database (SCD) Processes for contract disputes, expected end, early end or transfer of a service Assist in development and review of SLAs, contracts, agreements etc. Perform supplier, contract and SLA reviews Identify improvement actions and ensure these are implemented Assess changes for impact on suppliers, supporting services and contracts 145 ITIL V3 Foundation Course Ver.1.1

134 Capacity Management Objectives Basic concepts Roles 146 ITIL V3 Foundation Course Ver.1.1

135 Capacity Management Objectives To produce and maintain a Capacity Plan To provide advice and guidance on capacity and performance related issues To ensure services meet or exceed performance targets To assist in diagnosing and resolving capacity related problems and incidents To assess the impact of changes on the Capacity Plan Proactive capacity and performance measures 147 ITIL V3 Foundation Course Ver.1.1

136 Capacity Management Basic concepts Balancing costs against resources needed Balancing supply against demand Should be involved at all stages of the lifecycle Forward looking, regularly updated Capacity Plan Three levels of concern: Business Capacity Management Service Capacity Management Component Capacity Management Capacity Management Information System 148 ITIL V3 Foundation Course Ver.1.1

137 Capacity Management Roles Capacity Manager Process owner Proactive planning Service Level Manager Provides capacity requirements through discussions with the Business users Technical and Application Management Day-to-day capacity management activities Reacting to capacity incidents and problems 149 ITIL V3 Foundation Course Ver.1.1

138 IT Service Continuity Management (ITSCM) Objectives Basic concepts Roles 150 ITIL V3 Foundation Course Ver.1.1

139 ITSCM Objectives To maintain Service Continuity and IT Recovery plans that support the Business Continuity plans To complete regular Business Impact Analysis exercises to ensure that plans are current and relevant To conduct regular risk assessment and management activities To provide advice and guidance on issues related to Service Continuity To implement measures to meet or exceed Business Continuity targets To check the impact of changes on existing plans To negotiate necessary contracts with suppliers 151 ITIL V3 Foundation Course Ver.1.1

140 ITSCM Key concepts (1 of 2) ITSCM should be based on Business Continuity Appropriate protection and recovery measures Written recovery plans Lifecycle approach Initiation, Requirements & Strategy, Implementation, Operation Regular Business Impact Analysis (BIA), Risk Assessment and Risk Management to ensure plans remain valid Regular testing of plans Negotiate with suppliers as necessary Assess changes for impact on ITSCM 152 ITIL V3 Foundation Course Ver.1.1

141 ITSCM Key concepts (2 of 2) Common Recovery Options include Manual workarounds Reciprocal Arrangements Gradual Recovery (Cold Standby) Intermediate Recovery (Warm Standby) Fast Recovery (Hot Standby) Immediate Recovery 153 ITIL V3 Foundation Course Ver.1.1

142 ITSCM Roles Service Continuity Manager Process Owner for ITSCM Responsible for producing, testing and maintaining service continuity plans Part of overall Business Continuity Team 154 ITIL V3 Foundation Course Ver.1.1

143 155 Service Service Design Design Service Strategy ITIL Service Transition

144 Service Transition (ST) Plan and implement the deployment of all releases to create a new service or improve an existing service Assure that the proposed changes in the Service Design Package are realized Successfully steer releases through testing and into live environment Transition services to/from other organizations Decommission or terminate services 156

145 Service Transition Objectives Plan and manage the resources to move services into production within predicted cost, quality, time estimates Ensure minimal unpredicted impact on the production services, operations and support organization Raise satisfaction with the service transition practices --Including deployment, communications, release documentation, training, knowledge transfer Increase proper use of the services and underlying applications and technology solutions Help customer and business change projects to align their activities with the service transition plans 157

146 Scope of ST Management and coordination of processes, systems and functions to: Package, build, test and deploy a release into production Establish the service specified in the customer and stakeholder requirements 158

147 Value to business of ST Management of mergers, de-mergers, acquisitions, transfer of services Higher success rate of changes and releases Better prediction of service levels and warranties More confidence in governance and compliance Better estimating of resource plans and budgets Improved productivity of business and IT Timely savings following disposal or de-commissioning Reduced level of risk 159

148 Service Transition Overview 160

149 Service Transition Concepts V Model Configuration Item Configuration Management System Knowledge Management Data Information Knowledge Wisdom Service Knowledge Management System Definitive Media Library Processes Change Management Service Asset and Configuration Management Release and Deployment Management 161

150 Service Transition V Model Level 1 Level 2 Define Customer/Busines s Requirements 1a Define Service Requirements Service Review Criteria/Plan Contract, service Package, SLP, SPI Service Acceptance Criteria/Plan SLR Draft SLA Service Acceptance Test Validate Service Packages, Offerings and contracts 1b Level 3 2a Design Service Solution Service Operation Criteria/Plan SDP including: Service Mode. Capacity and resource plans Service Operational Readiness Test 2b Level 4 3a Design Service Release Service Release Test Criteria/Plan Release Design Release Plan 3b Service Release Package Test Level 5 KEY BL Levels of configuration and testing 4a 4b Develop Service Solution 5a Service Component Build & Test Internal & external suppliers Component And Assembly Test Front Metrics Technologies Baseline Point 5b Deliveries from internal and external suppliers 162

151 Service Transition V Model 163

152 Configuration Item (CI) Anything that needs to be managed in order to deliver an IT Service CI information is recorded in the Configuration Management System CI information is maintained throughout its Lifecycle by Configuration Management All CIs are controlled by Change Management CIs typically include IT Services, hardware, software, buildings, people, and formal documentation such as Process documentation and SLAs 164 ITIL V3 Foundation Course Ver.1.1

153 Configuration Management System (CMS) Information about all Configuration Items CI may be entire service, or any component Stored in 1 or more databases (CMDBs) CMS stores attributes Any information about the CI that might be needed CMS stores relationships Between CIs With incident, problem, change records etc. CMS has multiple layers Data sources and tools, information integration, knowledge processing, presentation 165

154 Knowledge Management (KM) The process responsible for gathering, analyzing, storing and sharing knowledge and information within an organization. The primary purpose of Knowledge Management is to improve efficiency by reducing the need to 166

155 Data, Information, Knowledge and Wisdom (DIKW) Wisdom Knowledge Information Data 167

156 Service Knowledge Management System (SKMS) Data repository which contains knowledge of services provided and includes data from the Configuration Management Database (CMDB) and Configuration Management System (CMS) Also includes information on: --Experience of staff --Records of peripheral matters --Supplier and partners requirements, abilities and expectations --Typical and anticipated user skill levels Supports informed decision making 168

157 Service Knowledge Management System (SKMS) Wisdom ability to make decisions Presentation Layer Knowledge Processing Layer Informatio n Integration Layer Data and Informatio CMDB n CMDB Service Knowledge Base Configuration Management System DML 169

158 Service Knowledge Management System (SKMS) 170

159 SKMS/CMS/CMDB 171

160 Definitive Media Library (DML) Master copies of all software assets Scripts as well as code Management tools as well as applications Including licenses Quality checked The only source for build and distribution 172

161 DML and CMDB relationship DML Physical CIs Information about the CIs Electronic CIs Release Record CMDB Build new Release Test new Release Implement new Release 173 OGC. Distribute new Release to live locations

162 Service Transition processes Transition Planning and Support Change Management Service Asset and Configuration Management (SACM) Release and Deployment Management Service Validation and Testing Evaluation Knowledge Management 174

163 Transition Planning and Support Process Process to plan appropriate capacity and resources to package a release, build, release, test, deploy and establish the new or changed service into production Goals: --Plan and coordinate the resources to ensure that the requirements of Service Strategy encoded in Service Design are effectively realized in Service Operations --Identify, manage and control the risks of failure and disruption across transition activities 175

164 Change Management Goals, objectives and purpose Scope Value to the business Basic concepts Activities Roles Interfaces Key metrics Challenges 176

165 Change Objectives and purpose Respond to changing business requirements Respond to Business and IT requests to align Services with business needs Minimize impact of implementing changes Reduce incidents, disruption and rework Optimize business risk Implement changes successfully Implement changes in times that meet business needs Use standard processes Record all changes 177

166 Change Scope Addition, Modification or Removal of Any Service or Configuration Item or associated documentation Including Strategic, Tactical and Operational changes Excluding Business strategy and process Anything documented as out of scope 178

167 Change Value to the business Prioritizing and responding to requests Implementing changes in required times Meet agreed service requirements while optimizing costs Reducing failed changes and rework Correctly estimating quality, time and cost Assessing and managing risks Managing staff time 179

168 Change Basic concepts (1 of 2) Change types Normal changes Types are specific to the organization Type determines what assessment is required Standard changes Pre-authorized with an established procedure Emergency changes Insufficient time for normal handling Should use normal process as far as possible 180

169 Change Basic concepts (2 of 2) Change, configuration, release and deployment Should be planned together Should have coordinated implementation Remediation plans Every change should have a backout plan Must still have a plan for what to do 181

170 Change Activities Update change and configuration in CMS Create RFC Initiator Requested Record the RFC Change proposal (optional) Review the Change Management RFC Ready for evaluation Assess and evaluate change Work orders Ready for decision Authorize change Authorized Change Authority Authorize change proposal Work orders Plan updates Change Management Scheduled Implemented Co-ordinate change implementation * Change Manageme nt Evaluatio Review and Front Metrics n Technologies report close change record Closed 182

171 7 Rs of Change Management Who RAISED the change? What is the REASON for the change? What is the RETURN required from the change? What are the RISKS involved in the change? What RESOURCES are required to deliver the change? Who is RESPONSIBLE for the build, test and implementation of the change? What is the RELATIONSHIP between this change and other changes? 183 ITIL V3 Foundation Course Ver.1.1

172 Change Roles (1 of 2) Change Manager Process owner Ensures that process is followed Usually authorizes minor changes Coordinates and runs CAB meetings Produces change schedule Coordinates change/built/test/implementation Reviews/Closes Changes 184 ITIL V3 Foundation Course Ver.1.1

173 Change Roles (2 of 2) Change Advisory Board (CAB) Supports the change manager Consulted on significant changes Business, users, application/technical support, operations, Emergency CAB (ECAB) Subset of the standard CAB Membership depends on the specific change 185 ITIL V3 Foundation Course Ver.1.1

174 Change Interfaces Inputs Outputs Interfaces with other processes 186 ITIL V3 Foundation Course Ver.1.1

175 Change Inputs Change policy and strategy RFCs Change Proposals Service Management Plans Assets and configuration items Existing change management documents Change schedule Projected Service Outage (PSO) 187 ITIL V3 Foundation Course Ver.1.1

176 Change Outputs Rejected and approved RFCs Changes to services and CIs Updated Change schedule Projected Service Outage (PSO) Change documents and records Management reports 188 ITIL V3 Foundation Course Ver.1.1

177 Change Process interfaces Asset and Configuration Management IT Service Continuity Management Capacity and Demand Management Release and Deployment Management Security Management 189 ITIL V3 Foundation Course Ver.1.1

178 Change Key metrics Compliance Reduction in unauthorized changes Reduction in emergency changes Effectiveness Percentage of changes which met requirements Reduction in disruptions, defects and re-work Reduction in changes failed / backed out Number of incidents attributable to changes Efficiency Benefits (value compared to cost) Average time to implement (by urgency/priority/type) Percentage accuracy in change estimates 190 ITIL V3 Foundation Course Ver.1.1

179 Change Challenges People who ignore the process Inadequate Configuration Management Scalability across large organizations 191 ITIL V3 Foundation Course Ver.1.1

180 Service Asset and Configuration Management (SACM) Objectives Basic concepts Roles 192 ITIL V3 Foundation Course Ver.1.1

181 SACM Objectives For service assets, configuration items, and (where appropriate) customer assets Protect integrity throughout their lifecycle Provide accurate information to support business and service management Establish and maintain a Configuration Management System As part of an overall Service Knowledge Management System 193 ITIL V3 Foundation Course Ver.1.1

182 SACM Basic concepts Configuration Items Logical Model 194 ITIL V3 Foundation Course Ver.1.1

183 SACM Configuration Items categories Service Lifecycle CIs Service CIs Service assets Management, organization, process, knowledge, people, information, applications, infrastructure, financial capital Organization CIs Internal and External CIs 195 ITIL V3 Foundation Course Ver.1.1

184 SACM logical model Hierarchy and relationships between CIs Services E-Banking E-Sales User Experience Application Application User Experience Availability SLA Business Logic Business Logic SLA Availability Application Infrastructur e Data Center Network Application Infrastructur e Messaging Data services Web services Network Topology Name Service Web services Data services Messaging 196 Front Metrics Technologies Authenticati on ITIL V3 Foundation Course Ver.1.1

185 SACM Roles Service Asset Manager Configuration Manager Each of these is the process owner for their area Implement policy and standards Procure and manage finances Agree scope, processes and procedures Define and procure tools Recruit and train staff Oversee collection and management of data Manage audits Provide management reports 197 ITIL V3 Foundation Course Ver.1.1

186 Release and Deployment Management Objectives Basic concepts Roles 198 ITIL V3 Foundation Course Ver.1.1

187 Release and Deployment Objectives Clear, comprehensive release and deployment plans Supporting customer and business change projects Release packages can be built, installed, tested and deployed Efficiently, successfully and on schedule. With minimal impact on production services, operations, and support teams Enabling new or changed services to deliver agreed service requirements Skills and knowledge transfer to enable Customers and users to optimize use of the service Operations and support staff to run and support the service 199 ITIL V3 Foundation Course Ver.1.1