Business Service. Front cover. ibm.com/redbooks. All you need to understand Business Service Management

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1 Front cover Business Service Management Best Practices All you need to understand Business Service Management Business process mapping to monitoring and service level Integration of IBM TBSM and IBM TSLA Budi Darmawan Kimberly Cox Bahaeldin Ragab ibm.com/redbooks

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3 International Technical Support Organization Business Service Management Best Practices June 2004 SG

4 Note: Before using this information and the product it supports, read the information in Notices on page vii. First Edition (June 2004) This edition applies to IBM Tivoli Business Systems Management V2.1.1 and IBM Tivoli Service Level Advisor version Copyright International Business Machines Corporation All rights reserved. Note to U.S. Government Users Restricted Rights -- Use, duplication or disclosure restricted by GSA ADP Schedule Contract with IBM Corp.

5 Contents Notices vii Trademarks viii Preface ix The team that wrote this redbook ix Become a published author xi Comments welcome xi Chapter 1. Introduction to Business Service Management IT organization evolution The IBM on demand Automation Blueprint Business Service Management Discussion scope Chapter 2. Business Service Management concepts Business Service Management concept Service Level Management Implementation considerations IBM Tivoli product mapping Overview of IBM Tivoli Business Systems Manager IBM Tivoli Business Systems Manager components IBM Tivoli Business Systems Manager servers Important concepts in IBM Tivoli Business Systems Manager IBM Tivoli Business Systems Manager distributed object types Overview of Tivoli Data Warehouse Benefits of using Tivoli Data Warehouse Tivoli Data Warehouse structure Tivoli Data Warehouse components Overview of IBM Tivoli Service Level Advisor How IBM Tivoli Service Level Advisor works Inside the IBM Tivoli Service Level Advisor IBM Tivoli Service Level Advisor databases The Service Level Management life cycle with TSLA Chapter 3. Planning for Business Service Management Overview Sources of information Information collection Business process decomposition Copyright IBM Corp All rights reserved. iii

6 3.3.2 Documentation of Service Level objectives Understanding the current monitoring environment Designing the solution Solution structure Hardware and software configuration Monitoring standard and required modification IBM TBSM object type selection Business System View design Data collection design Service Level management design Chapter 4. Business Service Management sample implementation Sample environment Constructing the solution Solution structure Solution configuration Monitoring architecture Object class selection Business System View design Data collection design Service Level monitoring Implementation overview IBM Tivoli Monitoring profiles Profile Managers and IBM Tivoli Monitoring profiles Detailed profile setting IBM Tivoli NetView monitoring Web transaction response time monitoring Quality of Service monitoring Synthetic Transaction Investigator monitoring Defining TEC rules Adding IBM Tivoli Monitoring rules IBM Tivoli Monitoring for Transaction Performance rules IBM Tivoli NetView rules Assembling a new TEC rule base IBM Tivoli Business Systems Manager customization Defining TBSM object types Setting object hierarchy Defining business systems Defining TBSM operators Configuring Tivoli Data Warehouse Collecting information from IBM Tivoli Monitoring Collecting information from Web Services Courier Enabling ETL in Tivoli Data Warehouse iv Business Service Management Best Practices

7 4.9 Customizing IBM Tivoli Service Level Advisor Defining the operation Abbreviations and acronyms Related publications IBM Redbooks Other publications How to get IBM Redbooks Help from IBM Index Contents v

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9 Notices This information was developed for products and services offered in the U.S.A. IBM may not offer the products, services, or features discussed in this document in other countries. Consult your local IBM representative for information on the products and services currently available in your area. Any reference to an IBM product, program, or service is not intended to state or imply that only that IBM product, program, or service may be used. Any functionally equivalent product, program, or service that does not infringe any IBM intellectual property right may be used instead. However, it is the user's responsibility to evaluate and verify the operation of any non-ibm product, program, or service. IBM may have patents or pending patent applications covering subject matter described in this document. The furnishing of this document does not give you any license to these patents. You can send license inquiries, in writing, to: IBM Director of Licensing, IBM Corporation, North Castle Drive Armonk, NY U.S.A. The following paragraph does not apply to the United Kingdom or any other country where such provisions are inconsistent with local law: INTERNATIONAL BUSINESS MACHINES CORPORATION PROVIDES THIS PUBLICATION "AS IS" WITHOUT WARRANTY OF ANY KIND, EITHER EXPRESS OR IMPLIED, INCLUDING, BUT NOT LIMITED TO, THE IMPLIED WARRANTIES OF NON-INFRINGEMENT, MERCHANTABILITY OR FITNESS FOR A PARTICULAR PURPOSE. Some states do not allow disclaimer of express or implied warranties in certain transactions, therefore, this statement may not apply to you. This information could include technical inaccuracies or typographical errors. Changes are periodically made to the information herein; these changes will be incorporated in new editions of the publication. IBM may make improvements and/or changes in the product(s) and/or the program(s) described in this publication at any time without notice. Any references in this information to non-ibm Web sites are provided for convenience only and do not in any manner serve as an endorsement of those Web sites. The materials at those Web sites are not part of the materials for this IBM product and use of those Web sites is at your own risk. IBM may use or distribute any of the information you supply in any way it believes appropriate without incurring any obligation to you. Information concerning non-ibm products was obtained from the suppliers of those products, their published announcements or other publicly available sources. IBM has not tested those products and cannot confirm the accuracy of performance, compatibility or any other claims related to non-ibm products. Questions on the capabilities of non-ibm products should be addressed to the suppliers of those products. This information contains examples of data and reports used in daily business operations. To illustrate them as completely as possible, the examples include the names of individuals, companies, brands, and products. All of these names are fictitious and any similarity to the names and addresses used by an actual business enterprise is entirely coincidental. COPYRIGHT LICENSE: This information contains sample application programs in source language, which illustrates programming techniques on various operating platforms. You may copy, modify, and distribute these sample programs in any form without payment to IBM, for the purposes of developing, using, marketing or distributing application programs conforming to the application programming interface for the operating platform for which the sample programs are written. These examples have not been thoroughly tested under all conditions. IBM, therefore, cannot guarantee or imply reliability, serviceability, or function of these programs. You may copy, modify, and distribute these sample programs in any form without payment to IBM for the purposes of developing, using, marketing, or distributing application programs conforming to IBM's application programming interfaces. Copyright IBM Corp All rights reserved. vii

10 Trademarks The following terms are trademarks of the International Business Machines Corporation in the United States, other countries, or both: Eserver Eserver Redbooks (logo) e-business on demand ibm.com z/os AIX 5L AIX CICS Database 2 Domino DB2 Universal Database DB2 IBM IMS Lotus Notes Lotus NetView Notes Redbooks Redbooks (logo) Tivoli Enterprise Tivoli Enterprise Console Tivoli TME WebSphere The following terms are trademarks of other companies: Intel, Intel Inside (logos), MMX, and Pentium are trademarks of Intel Corporation in the United States, other countries, or both. Microsoft, Windows, Windows NT, and the Windows logo are trademarks of Microsoft Corporation in the United States, other countries, or both. Java and all Java-based trademarks and logos are trademarks or registered trademarks of Sun Microsystems, Inc. in the United States, other countries, or both. UNIX is a registered trademark of The Open Group in the United States and other countries. Other company, product, and service names may be trademarks or service marks of others. viii Business Service Management Best Practices

11 Preface This IBM Redbook discusses Business Service Management best practices. Business Service Management is a key component of IBM s on demand Automation Blueprint. It is the top layer of the system management discipline, enabling IT management to be related to the business. The ultimate goal of the IT infrastructure is to leverage its value to support the business. IT infrastructure management should then be aimed at minimizing disruption to the business processes and functions. This goal is realized with the Business Service Management (formerly also called Business Impact Management). Using Business Service Management, IT resources management is aligned with the business processes and functions: Establishing a Service Level Agreement with IT users Understanding how IT resources impact business processes Ensuring IT resources fulfill the Service Level Agreement and minimizing disruption to business functions This redbook describes the relevant concepts, as well as planning for and implementing Business Service Management. The implementation is described using a sample business function of an e-business solution. The team that wrote this redbook This redbook was produced by a team of specialists from around the world working at the International Technical Support Organization, Austin Center. Budi Darmawan is a Project Leader at the International Technical Support Organization, Austin Center. He writes extensively and teaches IBM classes worldwide on all areas of systems management. Before joining the ITSO four years ago, Budi worked in IBM Global Services in IBM Indonesia as Lead Implementer and Solution Architect. His areas of expertise include Tivoli core product implementation, database systems and business intelligence, z/os systems management and general performance management. He currently specializes in Business Service Management. Kimberly Cox is a Senior IT Specialist for the US IBM Tivoli Business Systems Manager services team. She has worked at IBM for five years. She holds a Copyright IBM Corp All rights reserved. ix

12 Masters degree in Computer Science and Engineering from Pennsylvania State University. Her areas of expertise include the architecture and implementation of IBM Tivoli Business Systems Manager / Distributed. She has also developed and taught a course for training services in the deployment of IBM Tivoli Business Systems Manager / Distributed. Bahaeldin Ragab is a Tivoli Certified Enterprise Consultant for the IBM/IT Service and Solution in Germany. He has six years of experience in the area of Information Technology. He holds a degree in Electrical-Biomedical Engineering from Dresden University of Technology. His areas of expertise include designing, implementing and troubleshooting systems management solutions. In the last five years, he has implemented more that 20 Tivoli deployments for most of the big business companies in Germany and Austria. Thanks to the following people for their contributions to this project: Editor, Edson Manoel International Technical Support Organization, Austin Center Debbie Bandera, Mark Masercola, JB Baker, Marianne Haerdth Tivoli Systems x Business Service Management Best Practices

13 Become a published author Join us for a two- to six-week residency program! Help write an IBM Redbook dealing with specific products or solutions, while getting hands-on experience with leading-edge technologies. You'll team with IBM technical professionals, Business Partners and/or customers. Your efforts will help increase product acceptance and customer satisfaction. As a bonus, you'll develop a network of contacts in IBM development labs, and increase your productivity and marketability. Find out more about the residency program, browse the residency index, and apply online at: ibm.com/redbooks/residencies.html Comments welcome Your comments are important to us! We want our Redbooks to be as helpful as possible. Send us your comments about this or other Redbooks in one of the following ways: Use the online Contact us review redbook form found at: ibm.com/redbooks Send your comments in an Internet note to: redbook@us.ibm.com Mail your comments to: IBM Corporation, International Technical Support Organization Dept. 0SJB Building 003 Internal Zip Burnet Road Austin, Texas Preface xi

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15 1 Chapter 1. Introduction to Business Service Management This chapter provides an introduction to Business Services Management and describes how IBM Tivoli answers this challenge with the IBM Tivoli products portfolio. The following topics are discussed in this chapter: 1.1, IT organization evolution on page 2 discusses the changes in the IT organization over time from the traditional glass house to the on demand environment 1.2, The IBM on demand Automation Blueprint on page 4 shows the on demand infrastructure components and the automation blueprint as one of its main structure 1.3, Business Service Management on page 8 introduces the Business Service Management definition and concepts 1.4, Discussion scope on page 9 details the structure and scope of the discussion in this redbook Copyright IBM Corp All rights reserved. 1

16 1.1 IT organization evolution As shown in the IBM automation blueprint, Business Service Management is the top level of the necessary automation platform that delivers the on demand operating environment. The IT organization is an evolutionary journey from a technology focused organization to a business driven organization. IT organizations have implemented several management models to increase their productivity. These models have always been somewhat driven by market development and the need for more productivity. The mainframe era was about administrative productivity while the PC and client-server era was about personal productivity. Increasing productivity has always meant more complexity for both business management and IT service delivery. This complexity has introduced rigid business processes, proprietary and fragmented applications and under-utilized, inflexible IT infrastructures. Both IT service delivery and Business Process Management were focused on technology and technology trends; the results were complexity, autonomy, redundant capabilities and fragmented management views with no integration between enterprises resources. Figure 1-1 shows the IT organization evolution path. FUTURE Business Value Value-net optimized Enterprise optimized PRESENT Organizational Productivity Process optimized PAST Fragmented infrastructure Figure 1-1 IT service delivery evolution Integrated infrastructure IT Infrastructure Dynamic infrastructure 2 Business Service Management Best Practices

17 Table 1-1 Business evolution Recently, e-business has changed the rules for Business Process Design and IT Service Delivery. Boundaries between systems and applications have begun to correspond with the business boundaries in the extended enterprise. This offers the opportunity to understand the dependency between business and system and increase flexibility and dynamics in each area to improve the organizational productivity. Successful IT service organizations have changed the way they are running their business accordingly. They are now focused on business responsibilities, dependencies and measurement systems. This enables them to align their management approach with the next era, the e-business on demand era. The trends of business organization, business process, application, data and infrastructure in comparison to the aforementioned business and IT service delivery approaches is summarized in Table 1-1. Past Present Future Organization/ Business Design Independent operation of divisions and business processes Limited coordination with supplies or partners Constant reinvestments in skills with lower ROI on resources Bias toward own and operate for majority of processes; limited/no outsourcing Shared services for back-office activities such as IT, HR and procurement Cross division & geographic harmonization of critical processes Focus on core business processes; outsource non-core (process, applications. and infrastructure Targeted global brand/customer coordination Business Process Business processes operate independently Viable application providers rare Re-engineering movement takes some hold Heavy focus on common IT-driven enterprise processes to drive standards Business process adapts to packaged application Highly efficient but very rigid processes prevail Optimization at division level - selective trading partner collaboration efforts Full value chain visibility Account-specific services Composite software and Web Services tie together cross-function processes and workflow Dynamic, flexible business processes Chapter 1. Introduction to Business Service Management 3

18 Past Present Future Applications Applications focused on spot solutions Limited cross-application integration Highly inefficient to operate or change Process logic limited to specific applications Wide-scale adoption of packaged solutions designed to meet the business needs Bias toward own and operate majority of core applications; limited/no outsourced management Leading application functionality delivered online, as needed Smart business integration applications provide alerts, monitoring, triggers and trade partner orchestration Architecture will enable application flow and logic to uncoupled Data Data is isolated in individual areas with limited functional communication Duplicate systems and multiple versions and copies of non-shared data No standards or common structures Incomplete view of consumer behavior Harmonization of customer and product data (for example, master files) driven by applications and cross-divisional efforts Importance of data integrity and management sophistication Standards movement emerging Open and core data standards adopted universally Radio Frequency identifier standards adopted & operational Data and insights shared internally and with partners 360 view of consumer, value chain Infrastructure Internal data centers support each division within an enterprise Bias toward own vs. rent capabilities In-house technical management; inflexible and cost inefficient Remote data centers support divisions Limited outsourcing of some IT capabilities such as legacy applications. Lack of open, adaptable and flexible operability to accommodate complex IT Intelligent infrastructure with enhanced remote data centers capabilities Partnership between IT environment and business requirements; rapid adoption of emerging technologies On demand services 1.2 The IBM on demand Automation Blueprint In the e-business on demand environment, enterprises need to shift their operation to the on demand state. Resource allocation, process modelling and cost structure need to be flexible with unparalleled connectivity. Also required is the ability to adapt to changes in the marketplace quickly and without a huge 4 Business Service Management Best Practices

19 investment in time, money and resources. Operations needs to be streamlined to achieve lower costs and improved quality of service. The on demand operation needs the IT operation to be managed as one cooperative entity. IT operations need to align with business strategy and to be more responsive, to focus on core competencies, to benefit from variable cost structures and to be resilient to external threats. The value within the IT infrastructure is unlocked to be applied to solving business problems. It is an integrated platform, based on open standards, to enable rapid deployment and integration of business applications and processes. Combined with an environment that allows true virtualization and automation of the infrastructure, the on demand operating environment enables delivery of IT capability on demand. The on demand solution offerings can be categorized to address three main capabilities: Integration: the efficient and flexible combination of resources to optimize operations across and beyond the enterprise Virtualization: the pooling of IT resources for simplified access and improved utilization Automation: the capability to reduce the complexity of management to enable better use of assets, improve availability and resiliency and reduce costs based on business policy and objectives. The IBM Tivoli solution is the base of providing the automation. Automation is extremely critical to allow businesses to achieve resiliency, efficiency, responsiveness and flexibility. The IBM automation platform shows the structure of the automation component in providing on demand automation capability. The IBM automation blueprint is shown in Figure 1-2 on page 6. Chapter 1. Introduction to Business Service Management 5

20 Business Service Management Policy Based Orchestration Availability Assurance Optimization Provisioning Virtualization Software Resources System Resources Figure 1-2 IBM automation blueprint The IBM Automation Blueprint is a game-changing plan for reducing the complexity of technology to allow focus on the business goals, allowing the application of resources to business objectives rather than the management of technology. The blueprint enables enterprises to implement automation in an evolutionary fashion that acknowledges the heterogeneous nature of the infrastructure. At the bottom of the blueprint is the foundation the software and system resources with native automation capabilities required for higher level automation functions. Many of these resources may be virtualized to the other capabilities. Here, the key point is that in order to achieve the highest levels of on demand automation, resources need to be virtualized so that they can be dynamically provisioned as business policies require. Above the resources are the key automation capabilities: Availability helps ensure that systems are available 24x7. Reliance or security keeps your systems protected from threats and provides the functions for a great user experience in accessing applications and data they need, while keeping out unwelcome users. 6 Business Service Management Best Practices

21 Optimization provides tools to make the most of the resources you have, so that they are running at peak performance and efficiency and providing you with the maximum return on your investment. Provisioning focuses on the self-configuring, dynamic allocation of individual elements of your IT infrastructure, so that identities or storage or servers are provisioned as business needs dictate. The next layer, Policy-Based Orchestration, helps customers automatically control all the capabilities of the four areas we just discussed so that the entire IT infrastructure is responding dynamically to changing conditions according to defined business policies. This orchestration builds on the best practices of the customer s collective IT experience, and helps to ensure that complex deployments are achieved with speed and quality on demand. Finally, Business-driven Service Management capabilities provide the tools you need to manage Service Levels, meter system usage and bill customers for that usage, as well as model, integrate, connect, monitor and manage your business processes end-to-end for complete linkage of IT and business processes. Being able to view IT resources in the context of business systems is a unique capability that we need. Now let s understand how the Business Service Management relates to other components of the IBM Automation Blueprint. The Business Service Management manages Service Level attainment and uses the Policy-Based Orchestration to modify the environment should there be any potential that the Service Level cannot be met with the current configuration. Let s use an example. A Web Services environment, a configuration with a set of Web servers and Web application server, working with a load balancer. Due to a very popular seasonal offering, it is experiencing a large number of additional requests. When it has detected that the number of requests are high enough to warrant new servers, the Policy Based Orchestration requests those from the resources pool. The new servers resource is initialized using the Provisioning tower and configured by the Optimization tower. The Policy-Based Orchestration should also modify security from the Reliance tower and initiate monitoring of the new servers from the Availability tower. Now the new servers should be available to handle the additional load from the Web requests. Chapter 1. Introduction to Business Service Management 7

22 Business Service Management measurement indicates that the surge of requests can now be handled within the promised Service Level. The basic implementation of Business Service Management that we cover in this redbook basically involves the Availability monitoring tower and the Business Service Management layer. We do not cover the Policy-Based Orchestration or the other tower that is needed to present a fully autonomic computing. 1.3 Business Service Management Service Management is defined as the management of an IT infrastructure of hardware, software, communications equipment and facilities, documentation, and skills used to provide the required service at the required level of quality. Business Service Management is an application of service management principles to manage the Service Levels for a business function. IT operations should manage IT infrastructure to support the business functions as dictates by the application of Service Level Agreements. The Service Level Agreement is the key factor in Business Service Management. It addresses the business consumer of IT resources and also dictates the scope of IT systems management. A Service Level Agreement is defined as an agreement or contract between a service provider and a customer of that service, which sets expectations for the level of service with respect to availability, performance, and other measurable objectives. The business entity is typically responsible for a business process. A business process can be perceived as a collection of IT resources that make up the business process. Each IT resource in the business process may belong to one or more business processes. Each IT resource needs to be monitored and measured in order to ensure its availability and calculate the Service Level attainment. Figure 1-3 on page 9 shows a sample business process. 8 Business Service Management Best Practices

23 These Resources combined DB2 WebSphere CICS = Web Catalog Order Processing Figure 1-3 Defining Business Systems Thus, Business Service Management can be viewed as the task to manage the Service Level with the business consumer for a specific business process to ensure that the Service Level Agreement is fulfilled. The following are several aspects of Business Service Management: It consists of identifying the components of a business system It involves measuring the performance and availability of those components It ensures that the components are performing within the Service Level objective It alerts to any deviation or potential deviation from the Service Level objective 1.4 Discussion scope This redbook discussion will cover concepts, planning and implementation samples of Business Service Management. The ultimate objective of Business Service Management is to have a defined Service Level Agreement (SLA) with all IT consumers; the IT systems management tools are then geared toward achieving and measuring it. The concept and planning discussion presents a generic discussion of the Business Service Management. Full implementation of Business Service Management takes a long period of time and typically is implemented gradually, Chapter 1. Introduction to Business Service Management 9

24 one business element at a time. However, in our implementation discussion, due to time constraints, we show a single business element implementation. Also, the implementation of Business Service Management in this redbook is geared towards a distributed environment instead of a mainframe-centric environment. There are some differences in the mainframe environment on the basis of the products and components used. This book is divided into the following chapters: Chapter 1, Introduction to Business Service Management on page 1 introduces Business Service Management and provides a general introduction to this book. Chapter 2, Business Service Management concepts on page 11 explains the basic concepts of the Business Service Management: the scope and reach of the Business Service Management, what its components are, its implication on your business. Chapter 3, Planning for Business Service Management on page 43 shows some important aspects of planning the implementation of Business Service Management: what is the necessary information that you need to gather? Who are the important source of information that you need to talk to? How do you process these pieces of information and select the important ones? Chapter 4, Business Service Management sample implementation on page 87 illustrates a sample implementation of an e-business system s implementation of Business Service Management. The implementation spans the Service Level commitment and further use of the tools. 10 Business Service Management Best Practices

25 2 Chapter 2. Business Service Management concepts This chapter discusses concepts, design considerations and implementation of Business Service Management. The discussion is based on the following: 2.1, Business Service Management concept on page 12 defines Business Service Management. We also describe Service Level Management issues and show a glimpse of the planning and implementation process. 2.2, IBM Tivoli product mapping on page 18 shows the available IBM software that delivers Business Service Management today and how it maps to the IBM on demand Automation Blueprint. 2.3, Overview of IBM Tivoli Business Systems Manager on page 20 provides an overview of IBM Tivoli Business Systems Manager. 2.4, Overview of Tivoli Data Warehouse on page 28 provides an overview of Tivoli Data Warehouse. 2.5, Overview of IBM Tivoli Service Level Advisor on page 36 provides an overview of IBM Tivoli Service Level Advisor. Copyright IBM Corp All rights reserved. 11

26 2.1 Business Service Management concept In Chapter 1, Introduction to Business Service Management on page 1, we have seen that Business Service Management is the top level of the IBM Automation Blueprint. Business Service Management aligns IT operations with business objectives. It gives business functions the maximum leverage from IT resources. Business Service Management includes the following components: Business: The term business or business process has relative scope depending on the person that uses it. Typically, it represents the process or processes that someone has a stake in. For a Sales Manager, business may mean the sales quota calculation; for a Warehouse Supervisor, the inventory application may be his or her business. Service: The term service in this context means Service Level. It is the level of service that needs to be maintained for the business so it can operate optimally. It guarantees that the business process is available when it is needed. Management: The term management indicates that the Service Level for the business process must be planned, monitored, measured and maintained. Business Service Management integrates systems management information from heterogeneous environments and different technologies in the overall business context to be consistent with the mental models used to make decisions about the direction and operation of the business. This means that every piece of the delivered IT services and resources should be manageable, measurable and defined in a business context. A holistic Business Service Management must deliver a solution that helps organizations to gain the following: Align IT-infrastructure with business goals Leverage the existing systems management infrastructure Simplify end-to-end management Reduce support and licensing costs Satisfy line of business customers with quality service delivery Meet Service Level commitments and ensure peak business system performance With Business Service Management, the value of IT can be communicated to line-of-business executives to enable them to know exactly how well their business function performs from the IT perspective, either using a real-time status or historically. The achievement of the IT operation for the line-of-business executives is their attainment of the Service Level Agreement. 12 Business Service Management Best Practices

27 In order to understand more about Business Service Management, let s put the basic concept in place. The next section will discuss Service Level Management Service Level Management Service Level Management is the process of negotiating, defining, and managing the levels of IT Service that are required and cost-justified. The Service Level Management goal is important because it emphasizes quantification of services. Therefore, the objectives of the Service Level must be quantifiable, measurable and realistic. Important: It is not enough to define a Service Level as: A good response time on transaction A The following definition is more suitable: 90% of the response time of transaction A, measured from the Quality of Service endpoint, should be below 3 seconds The latter definition: Is quantifiable, 3 seconds response time Identifies the measurement method Is realistic as it accommodates small deviations only: measures 90% of transactions The definition of Service Level objectives requires that: IT Services be catalogued. IT Services be quantified in terms that both customer and IT provider understand. Internal and external targets of IT Services be defined and agreed upon. Achievement of agreed service targets be reached. The quantification of objectives applies to all aspects of the management of IT Services between: The customer organization and the IT Services organization The IT Services organization and its external suppliers The IT Services organization and its internal departments According to this, Service Level Management (SLM) can also be thought of as an iterative, disciplined, proactive methodology and procedures used to ensure that Chapter 2. Business Service Management concepts 13

28 adequate levels of service are delivered to all IT users in accordance with business priorities and at acceptable cost. A key to the success of Service Level Management is correctly quantifying the services being provided. Unless there is an agreed-upon method of how services are to be measured, there is no way of knowing whether targets have been met or not. Service Level Management is responsible for understanding and documenting the customer requirements and translating them into a set of understandable measures. Service Level Management is a means for the lines of business (LOB) and IT organization to explicitly set their mutual expectations for the content and extent of IT Services. It also allows them to determine in advance what steps will be taken if these conditions are not met. The concept and application of Service Level Management allows IT organizations to provide a business-oriented, enterprise-wide service by varying the type, cost, and level of service for the individual LOB. In order to accomplish Service Level Management and really manage the quality of service provided by an internal IT organization or by an external service provider, establishing Service Level Agreements is a must. Depending on the maturity of the IT organization, SLA may be formally defined and signed since SLA exists as an objective for the IT provider team to maximize its service. It is imperative in the full implementation of Business Service Management that SLA be formally defined. For the context of this redbook, we define Service Level Agreement (SLA) as follows: an agreement or contract between a service provider and a customer of that service, which sets expectations for the level of service with respect to availability, performance, and other measurable objectives. Service Level Management is the key factor in a successful Business Service Management solution for the following reasons: Client satisfaction measures The IT Service provider must understand what the customer perceives as good service. The customer must understand what it is reasonable to expect from the IT Service provider given limitations in hardware, network performance, staff, and so on. Communication between an IT service provider and a customer is an essential part of Service Level Management. There must be an agreement of what constitutes acceptable service against which Service Levels can be measured. When IT service providers meet expectations, customers can clearly see their expectations are being met and confidence increases. 14 Business Service Management Best Practices

29 Managing expectation Often, customers who were satisfied with service yesterday want better service today, and even better tomorrow. Some savvy ones may just want to maintain Service Levels knowing that more users are receiving IT services. To manage such a situation, an IT service provider and customer must negotiate an SLA. Both parties may later renegotiate the agreement as needed. Regulating resources When both the IT service provider and customer monitor Service Levels closely, they can become aware of developing problems in overcapacity or lack of resources and can be proactive by taking corrective actions. Marketing for IT services In the old days, the only contact between the IT service provider and customer happened when something went wrong. This situation was always seen as a roadblock to achieving business goals. With a Service Level Management process in place, an IT service provider can document the fact that it is providing good services, supporting the business. Controlling costs With a Service Level Management process in place, IT service providers can clarify which areas if of its services need improvement and requires investment, and which areas still perform at satisfactory levels. This helps with the decision-making process and justification as to whether investments are necessary to upgrade Service Levels Implementation considerations Deploying Business Service Management solution is a big challenge that can be achieved using several different approaches. The following are some important implementation considerations: Implementation is performed in stages. This means that you implement Business Service Management for critical business processes first and build on that for other business processes. The first part of the implementation typically take longer as users are getting used to the concepts and requirements. The critical business processes are implemented first to get a larger participant to the project that can accelerate the acceptance of the solution and building the mindshare of how the solution should be configured. Implementation is performed in iteration. The first take of designing a business system from a business process is rarely complete nor accurate. The decision and reasoning behind the component selection and criteria should be documented so that perfecting the implementation into a complete, Chapter 2. Business Service Management concepts 15

30 accurate and usable solution can be done without destroying what has been considered before. The Business view of IT resources is dynamic since the resources are allocated and re-allocated every day or every hour. Change management must be considered in the implementation process. Depending on the nature and scale of the business, some change process can be a manually initiated operation or an automatic one. Business Service Management solution are driven by the Service Level Agreements. IT service delivery goals should be aligned with the SLA. The Business Service Management solution should start with the consolidation of Service Level Agreements. Figure 2-1 shows the conceptual components of Business Service Management. Service Level Agreement Components Metrics Target DB2 Database Availability 98% # of transaction 100/sec response time < 2sec Real time status Event based Aggregated business system Monitors Database availability Transaction rate Response time Historical data Collected in database Measured against SLA Ensure SLA Attainment Measure SLA Attainment Figure 2-1 Business Service Management components Implementation of Business Service Management includes a lot of planning and data gathering. This planning and data gathering relates to understanding the business systems and its interaction and how IT resources are used within the business system. Also, the planning needs to collect and consolidate Service Level Agreements (if they exist) to understand how the business systems metrics are committed from both the IT organization and users. We found it useful in planning for the deployment Business Service Management solution to use the following top-down approach: Business process decomposition 16 Business Service Management Best Practices

31 Identifying in the customer environment how business processes are structured is key to performing the Business Service Management implementation. Hence, the first phase is to understand the business processes and try to decompose it into its components: Components that are business critical for the service delivery process (databases, application server) Critical sub components (business critical Servlets or JSPs) Service Level Agreement analysis and consolidation A key to the success of Business Service Management implementation is precisely quantifying all (internal and external) delivered services. Once we get the business process structure and its components, the Service Level needs to be analyzed and consolidated. The Service Level information needs to be documented. The documentation must reflect a clear description of the following: Delivered services and their components Service level objectives Measurement metrics and method Current system monitoring environment and historical data collection The current environment needs to be evaluated for monitoring reuse, excessive monitoring and for identifying additional monitoring requirements. Historical data is needed to perform Service Level reporting; this data needs to be collected from the monitoring subsystem. Detailed design The most critical factor to the design of a Business Service Management solution is the monitoring and event management design. A failure in the implementation can be caused by a design flaw in the monitoring and event management level due to lack of information about the target business functions. The component decomposition level provides you with the appropriate information that helps you to get around such drawbacks. Equipped with component decomposition data, you can now proceed to a level of detail that supports you to select the appropriated monitors and events. Once you have determined the appropriate monitors, you have to find out which events can deliver precise information about the health and performance of the target business system. You must also define correlation matrixes and rules to route these events to the right destinations (TEC, TBSM). In addition, each event should unambiguously be associated with clear defined actions, so that your help desk can easily execute the appropriate tasks. The following details should also be included in the detailed design. TBSM configuration (Business System Views) SLM configuration details (offerings, order, ETLs, peak time) Chapter 2. Business Service Management concepts 17

32 The above steps are discussed in more detail in Chapter 3, Planning for Business Service Management on page 43. Once all the necessary planning information is received, we are ready to deploy the solution. This solution deployment is discussed in Chapter 4, Business Service Management sample implementation on page 87. The deployment of Business Service Management includes the deploy Service Level Management components and the business monitoring components. 2.2 IBM Tivoli product mapping From the Automation Blueprint, let s see what products we can use to achieve the Business Service Management. The IBM Tivoli product for the Business Service Management is shown in Figure 2-2. Business Service Management Real time Management IBM Tivoli Business Systems Manager Predictive Management IBM Tivoli Service Level Advisor Tivoli Data Warehouse Availability Event Correlation and Automation IBM Tivoli Enterprise Console IBM Tivoli NetView Monitor Systems and Applications IBM Tivoli Monitoring IBM Tivoli Monitoring for Figure 2-2 Product mapping The Business Service Management layer contains solutions that help organizations more closely align IT with business goals, meet Service Level commitments and ensure peak business system performance while reducing support and licensing costs. This helps customers increase their ability to 18 Business Service Management Best Practices

33 execute by ensuring that they can focus their limited resources on the most important areas of their business. There are two groups of products in this layer: Real-time monitoring group, which evaluates the business function health in real time to alert operation personnel of any degradation. The product in this group is: IBM Tivoli Business Systems Manager Predictive monitoring group, which collects performance metrics from the Availability subsystem and measures them against the Service Level. The products in this group are: IBM Tivoli Service Level Advisor Tivoli Data Warehouse The Availability layer contains a solution that performs the monitoring of Software and System resources to ensure their availability. There are two groups of products in this layer: Event Correlation and Automation group consolidates tools that work across multiple environments to identify the root cause of problems, based on the information gathered across individual systems and platforms, and either notify support staff or correct the problem automatically. IBM Tivoli has developed the following products to address this layer: IBM Tivoli NetView Family IBM Tivoli Enterprise Console Monitor System and Application group provides tools that help continuously gather information about, configure, and monitor individual middleware elements, applications and the supporting IT infrastructure, which includes hardware, databases, software and networks. Some examples are: IBM Tivoli Monitoring IBM Tivoli Monitoring for Database IBM Tivoli Monitoring for Application IBM Tivoli Monitoring for Business Integration IBM Tivoli Monitoring for Web Infrastructure To understand the Business Service Management implementation further, we will present important concepts for the IBM Tivoli Business Systems Manager, Tivoli Data Warehouse and IBM Tivoli Service Level Advisor in the following sections since they hold key concepts on the solution that we deploy later. More information on other Availability layer product that we used can be read about in the respective product documentation or the following Redbooks: Chapter 2. Business Service Management concepts 19