Uvod u ITIL i saveti za njegovu praktičnu primenu

Transcription

1 Poslovni informacioni sistemi Projektovanje informacionih sistema Uvod u ITIL i saveti za njegovu praktičnu primenu Branko Tadić IBM Tivoli EAM/ITSM Tech Sales Specialist, CEE IBM Service Management Solution Architect (SMSA) 2011 IBM Corporation

2 Agenda Part I Part II Part III Part IV Part V Q & A Introduction to Svc. Mngmt and ITIL (20 min) Closer look at selected ITIL processes (30 min) Typical Engagement Methodology (10 min) ITUP Demo (20 min) Service Management Simulator (20 min) 2 Copyright IBM Corporation 2011

3 Good Service is delivering to the customers expectation (or better) Fresh ingredients High Hygiene Polite waiter Wine cellar Clean tablecloth 3 Copyright IBM Corporation 2011

4 Terminology is key in service provider / customer dialog 4 Copyright IBM Corporation 2011

5 Don t ever expect the same menu, taste, cooking method etc. Customers are different. Service provides are different. Delivered Services are different. But they all (nearly) share common best practice. 5 Copyright IBM Corporation 2011

6 Quality is all about Managing customer expectations 6 Copyright IBM Corporation 2011

7 Honest Hotel descriptions Two cold meals per days. As bad as the law permits. Complaints not permitted. Three daily meals with wine. Everything is a bid shabby and the food is somewhat of a diet kick starter. A little more of everything, but not very comfortable. At this level you could consider to invite wife and kids. Solid middleclass. Please remember the Mrs. mink coat. Here you can invite your secretary. International first class hotels. Bath and Balcony included. 7 Copyright IBM Corporation 2011

8 Services / Process Value added Services Primary Service Pay TV Hotel Night Mini bar Room service Fast checkout Swimming Pool Casino 8 Copyright IBM Corporation 2011

9 Service Catalog Definition Product Catalog vs Service Catalog vs Technical Catalog 9 Copyright IBM Corporation 2011

10 Service Catalog Definition A Well defined Service Catalog offering is: - Defined according to customer s needs and understanding of the service - Repeatable - Specific (content, delivery method, deadlines, price, effort...) - Sustainable (financially justified based on demand information) - A simple example: 10 Copyright IBM Corporation 2011

11 Real Life example Is it: Quantified? Orderable? Documented? Financially sustainable?... Lesson Learned: Start from the customer s prospective 11 Copyright IBM Corporation 2011

12 Service Management and ITIL IT Infrastructure alignment to Services Service visibility and intelligence is vital Lines of Business Business Service 1 Business Service 2 Service ABC Business Service 4 Application Layer Middleware Layer Series System Layer Network & Device Layer

13 Service Management and ITIL IT Alignment to Services Service visibility and intelligence is vital Service ABC Statistics for 1 month (SLA Threshold is 99.9% availability) Component Downtime % Availability (min : secs) Microsoft IIS Server 0: Microsoft SQL Server 4: Microsoft Windows Server 7: Lotus Domino AIX Server 6: IBM AIX MQ Server 0: Apache Web Server 8: No Good Switch 69: CISCO Switch 9: Composite Effect/ User Experience We are meeting our Service Levels IT Perspective Business Perspective Series Series The business cannot sustain these outages

14 The history behind ITIL one contributor to Best practice service management v1 v2 v3 5 core books 10 books 2 stood out 30+ books V1: GITIM, Government Information Technology Infrastructure Management. > ITIL, Information Technology Infrastructure Library V3> ITIL 14 Copyright IBM Corporation 2011

15 The ITIL V3 publications are aligned with a service lifecycle ITIL Publications Structure Core Governance Methods - Introduction to the ITIL Service Lifecycle Continual Service Improvement - Five books Standards Alignment Knowledge & Skills Service Strategy (SS) Service Design Service Design (SD) Case Studies Service Strategies Service Transition (ST) Specialty Topics Service Operation (SO) ITIL Service Operation Continual Service Improvement (CSI) Templates Complementary Publications Scalability Service Transition - Support for particular market sector or technology Improvement Continual Service Continual Service Improvement Executive Introduction Web Quick Wins Study Aids - Value added products, process maps, templates, studies Qualifications 15 Copyright IBM Corporation 2011

16 ITIL v3 Service Lifecycle Strategy Design Transition Operation Continual Improvement Service Strategy Service Portfolio Mgmt Deployment, Decommission & Transfer Monitoring & Event Mgmt Measurement & Control Market Intelligence Organizational Change & Communications Transition Planning & Support Incident Mgmt Service Level Management IT Financial Management Service Catalog Mgmt Change Management Request Fulfillment (standard changes) Service Measurement Service Portfolio Mgmt Service Level Mgmt Service Asset and Configuration Management Problem Mgmt Service Reporting Demand Management Capacity Mgmt Release & Deployment Access Mgmt Process Assessment & Analysis Risk Management Availability Mgmt Service Testing and Validation Service Desk Improvement Planning Service Continuity Mgmt Evaluation Technology Management Information Security Mgmt (ISO 27K, ISO 20K) Knowledge Management Application Management 34 Processes & disciplines Supplier & Contract Mgmt IT Operations Management 5 Functions Facilities Management around 27 processes 16 Copyright IBM Corporation 2011

17 Service Lifecycle Processes Service Lifecycle Governance Processes Service Lifecycle Operational Processes Continual Service Improvement Processes Service Strategy Processes IT Financial management Service Design Processes Service Transition Processes Service Operation Processes Demand Management Service Reporting Service Portfolio Mgmt Strategy Generation Service Level management Service Catalog Management Availability Management Capacity Management Service Continuity Management Information Security Management Supplier Management Service Measurement Change Management Service Asset and Configuration Management Knowledge Management Transition Planning & Support Service Validation & Testing Release & Deployment Management Evaluation Service Improvement Event Management Incident Management Request Fulfillment Problem Management Access Management Operation Management 17 Copyright IBM Corporation 2011

18 Part II Most commonly implemented ITIL Processes ISO Processes Incident Management Problem Management Change Management Configuration Management Release Management Service Level Management Financial Management Capacity Management Security Management IT Service Continuity and Availability Management Supplier Relationship Customer Satisfaction Stakeholder Requirements 18 Copyright IBM Corporation 2011

19 Incident Management An incident is an unplanned interruption to an IT service, or a reduction in the quality of an IT service. Failure of a configuration item that has not yet impacted service is also an incident. The purpose of Incident Management is to restore normal service as quickly as possible, and to minimize the adverse impact on business operations. KPI examples: Number of: Severity 1,2... incidents (total and by category), incorrectly categorized/escalated, resolved by workarounds, reopened, logged, resolved, escalated; surveys sent, average survey score, queue time; avg time to restore per severity/category Lesson learned: Standardize common requests; allow Service Desk staff to easily distinguish between Incidents, SRs, Problems. Rely on Event management for automation. 19 Copyright IBM Corporation 2011

20 Problem Management A problem is a cause of one or more incidents. The cause is not usually known at the time a problem record is created, and the problem management process is responsible for further investigation. The key objectives of Problem Management are to prevent problems and resulting incidents from happening, to eliminate recurring incidents and to minimize the impact of incidents that cannot be prevented. KPI examples: Number of: repeat incidents, existing Problems, Known Errors; Average time for diagnosis of Problems, resolution of Known Errors; Number of open Problems, open Known Errors, repeat Problems, Major Incident/Problem reviews Lessons learned: Keep Incident and Problem management separate! 20 Copyright IBM Corporation 2011

21 Change Management A Service Change is the addition, modification or removal of an authorised, planned or supported service or service component and its associated documentation. The purpose of the Change Management process is to ensure that standardized methods are used for the efficient and prompt handling of all changes, that all changes are recorded in the Configuration Management System and that overall business risk is optimized. KPI examples: Number of RFCs processed/rejected, unauthorized changes detected, implemented on schedule, requiring reschedules, marked as URGENT, not tested prior to implementation, without business case, bypassing CAB, Number of SEV1/2 incidents caused by RFC implementation, Number of RFCs without a backup strategy Lessons learned: Allow for change of the change process. Start small by recording all changes, then increase % of managed ones. 21 Copyright IBM Corporation 2011

22 Asset and Configuration Management SACM supports the business by providing accurate information and control across all assets and relationships that make up an organization s infrastructure. The purpose of SACM is to identify, control and account for service assets and configuration items (CI), protecting and ensuring their integrity across the service lifecycle. KPI examples: Number of: Configuration Items logged and tracked, CIs with attribute failures, CI changes, new CIs, deleted CIs, frequency of reconcilliation missmatches, incidents caused by inaccurate configuration data, Percentage of Services tracked with Configuration Items versus known products and services Lessons learned: Start small and build up on Configuration Management System / CMDB, cover essential services fully first, then expand a lot of maintenance required! 22 Copyright IBM Corporation 2011

23 Service Level Management SLM negotiates, agrees and documents appropriate IT service targets with the business, and then monitors and produces reports on delivery against the agreed level of service. The purpose of the SLM process is to ensure that all operational services and their performance are measured in a consistent, professional manner throughout the IT organization, and that the services and the reports produced meet the needs of the business and customers. KPI examples: Customer satisfaction score/rating, Avg time to implement SLAs, Number of SLAs in renegotiation/requiring change, Number of SLA issues logged, Number of SLA targets missed, Number of SLA targets threatened, Current cost per customer for delivery of services, Percentage improvement in delivery cost per customer Lessons learned: SL management requires thorough preparation and ability to consistently measure all elements of a specific service (not just IT metrics!) 23 Copyright IBM Corporation 2011

24 Release and Deployment Management Release and Deployment Management covers the whole assembly and implementation of new/changed services for operational use, from release planning through to early life support. The goal of the Release and Deployment Management process is to assemble and position all aspects of services into production and establish effective use of new or changed services. KPI examples: number of Releases implemented: on time/late, with/witout RFC or proper testing, using standard/non-standard components, licensed/unlicensed, # of incidents caused, # of successful/failed releases Lessons learned: Involve business lines in Release Planning and management 24 Copyright IBM Corporation 2011

25 IBM Tivoli Software Part III: Typical engagement methodology Theory vs. Practice Copyright IBM Corporation 2011

26 IBM Tivoli Software 5 step Engagement methodology CIO Sponsorship is absolutely essential! 1. Define processes in scope the processes in scope for ISO is typically a good start 2. 4 group interviews with 2-3 hours with each group 2 days onsite - each interview covering 3-6 processes - every interviewee to fill in 2 surveys 3. Interview no. 5 with the CIO on the last day, - gives possibility to immediately hint key findings 4. Allow one to two weeks of internal IBM processing and preparation of the executive presentation 5. 3 hour executive presentation (CIO to decide audience) presentation will cover: Observations & Recommendations per process in scope High level plan / phases 26 Copyright IBM Corporation 2011

27 IBM Tivoli Software ITUP ITUP ITUP ITUP 27 Copyright IBM Corporation 2011

28 IBM Tivoli Software The quick survey Importance vs. ability Anonymous Low complexity brief definitions Simple 1-5 ratings No introduction Quick, shoot from the hip Provides a snapshot in time. 28 Copyright IBM Corporation 2011

29 IBM Tivoli Software Importance vs. ability Ability Importance low / ability high Importance High / Ability high Bureaucracy & lack of business understanding focus on continuous improvement to keep position Importance low / ability low Importance high / ability low indications of resignation motivated to change Importance 29 Copyright IBM Corporation 2011

30 IBM Tivoli Software Priorities Ability PRIORITY 1. Incident and Service Desk 2. Service Level Management 3. Asset Management 4. Knowledge Problem and and Knowledge Problem 5. Change and Config 6. Release 7. Performance and Availability 8. Security 9. Storage 10. Portfolio 11. Strategy Portfolio Security Strategy Performance Release Storage Config Availability Change Service Problem Incident SLM Knowledge Desk Asset Importance 30 Copyright IBM Corporation 2011

31 IBM Tivoli Software Priorities Ability PRIORITY 1. Incident and Service Desk 2. Service Level Management 3. Asset Management 4. Knowledge Problem and and Knowledge Problem 5. Change and Config 6. Release 7. Performance and Availability 8. Security 9. Storage 10. Portfolio 11. Strategy Low hanging fruit Dependencies Importance 31 Copyright IBM Corporation 2011

32 IBM Tivoli Software Priorities PRIORITY 1. Incident and Service Desk 2. Service Level Management 3. Asset Management 4. Knowledge Problem and and Knowledge Problem 5. Change and Config 6. Release 7. Performance and Availability 8. Security 9. Storage 10. Portfolio 11. Strategy Suggested PRIORITY 1. Change and Config 2. Release 3. Incident and Service Desk 4. Service Level Mgt - part1 "tactical 5. Problem and Knowledge 6. Asset Management 7. Portfolio 8. Performance and Availability 9. SLM - part2 "business alignment 32 Copyright IBM Corporation 2011

33 IBM Tivoli Software Presenting observations and recommendations The agreed order then drives the presentation of observations and recommendations for each of the processes Suggested PRIORITY 1. Change and Config 2. Release 3. Incident and Service Desk 4. Service Level Mgt - part1 "tactical 5. Problem and Knowledge 6. Asset Management 7. Portfolio 8. Performance and Availability Observations Recommendations 9. SLM - part2 "business alignment 33 Copyright IBM Corporation 2011

34 IBM Tivoli Software Priorities drives the Phases Suggested PRIORITY 1. Incident and Service Desk 2. Service Level Mgt - part1 "tactical 3. Problem and Knowledge 4. Change and Config 5. Release 6. Asset Management 7. Portfolio 8. Performance and Availability Phase 1 Phase 2 Phase 3 9. SLM - part2 "business alignment Phase 4 time 34 Copyright IBM Corporation 2011

35 Part IV: Tools we can use: Demo of ITUP 35 Copyright IBM Corporation 2011

36 IBM Tivoli Software The IBM Tivoli Unified Process (ITUP) provides our clients with detailed guidance on how to make ITIL actionable 36 Copyright IBM Corporation 2011

37 IBM Tivoli Software The need for Best Practice There is confusion about ITIL, stemming from misunderstandings about its nature. ITIL is, as the OGC states, a set of best practices. The OGC doesn't claim that ITIL's best practices describe pure processes. The OGC also doesn't claim that ITIL is a framework, designed as one coherent model. 37 Copyright IBM Corporation 2011

38 IBM Tivoli Software Is ITIL worth the effort? 2004 report by Bruton Consultancy, based on input from 125 companies Summary of main conclusions Proof that the adoption of ITIL produces, for most of those who measure it, a real improvement in service levels to the user base as customer. More than half of adopting companies measured a distinct improvement in customer satisfaction. ITIL benefits staff. Not only does their work competence increase, but so does their job satisfaction. The size of your company is no limit to or likelihood of your adopting ITIL or not. Size does not appear to make a difference. You can take up ITIL with just two people in the IT department. ITIL-based companies see one of the main benefits as being the unification of the whole of IT under common practices - but ITIL alone will not necessarily deliver this. The active participation of as many departments as possible is crucial. ITIL can be adopted exclusively within IT, without necessarily accounting for existing business practices and strategies. In nearly three quarters of cases, ITIL can be implemented with the same or ultimately fewer staff than at present. A fifth of adopting companies acknowledged that ITIL had indeed given them a competitive advantage in their company's market Despite all the processes mentioned in ITIL, it remains incomplete. Adopting companies found a need to add other processes beyond those described in the ITIL literature. There is no single way of 'being ITIL compliant' because the flexibility of the methodology renders the concept of 'compliance' irrelevant in an ITIL context. Two thirds of those using software to support ITIL adoption found that the software had to be customised even where the software was aimed at the ITIL market. ITIL is not a cure for all procedural ills or absences - its processes, though detailed, do not cover everything, as experienced implementers overwhelmingly agree. 38 Copyright IBM Corporation 2011