04 mod04 csi methodsandtechniques c.02

8/12/2019 04 Mod04 CSI MethodsAndTechniques c.02

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Copyright 2013 Hewlett-Packard Development Company, L.P.

The information contained herein is subject to change without notice.

CSI Methods and

Techniques

Module 4HF441S C.02


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HF441S C.02 2013 Hewlett-Packard Development Company, L.P.2

Continual service improvement methods and

techniques

Assessments Gap analysis

Benchmarking Service measurement

Metrics

Balanced Scorecard, SWOT Analysis Return on investment

Service reporting

CSI and other service management processesAvailability management techniques

Capacity management techniques

Consideration for ITSCM requirements

Problem management

Knowledge management


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Assessments


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Assessments

Assessments are the formal mechanism for comparing the

operational process environment to the performance standards for

the purpose of measuring improved process capability and/or to

identify potential shortcomings that could be addressed

Provide an approach to sample particular elements of a process of

the process organization (effectiveness and efficiency) Covers people, process and technology

Based on a defined or selected maturity model (e.g. CMMI, COBIT

or ISO20000)


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When to assess

Assessments can be carried out at any time

Assessment timing is in line with the improvement lifecycle

Plan (project initiation): Assess the targeted processes at the

inception of process introduction to form the basis for a process

improvement project

Plan (project midstream) A check during implementation orimprovement activities serves as validation that process project

objectives are being met and provide tangible evidence

Do/check (process in place) Upon the conclusion of a processproject, it is important to validate the maturation of process and

the process organization through the efforts of the project team


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What

Process only

People, process and technology

Full assessment

How

Self assessment

External organization

What to assess and how


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What Process only

People, process and technology

Full assessment How

Self assessment

External organization

Using external resources for assessments

Pro: Objectivity; expert ITIL knowledge; broadexposure to multiple IT organizations; analyticalskills; credibility; minimal impact to operations

Con: Cost; risk of acceptance; limitedknowledge of existing environments;improper preparation affects effectiveness

Performing self-assessmentsPro: No expensive consultants; self-assessmentsavailable for free; promotes internal cooperation andcommunication; good place to get started; internalknowledge of environment

Con: Lack of objectivity (internalagendas); little acceptance of findings;internal politics; ;limited knowledge orskills; resource intensive

What to assess and how


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Advantages

An objective perspective of the current operational process state

A useful management process in measuring progress over time

Compares company process maturity to industry benchmarks

Risks

Provides only a snapshot in time of the current processenvironment

Vendor-generated models used in outsourced assessments maymake comparisons with industry standards difficult

Assessment can become an end in itself

Having the right level of resources to conduct the assessment

Assessment results are subject to the opinion of the assessors

Advantages and risks of assessments


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The relationship of services, processes and systems

Business process

IT service IT serviceIT service

IT system IT system

ITcomponent

ITcomponent

ITcomponent

ITcomponent

ITcomponent

ITcomponent

ITcomponent

IT processes

Logical

Physical

Crown Copyright2011. Reproduced under licencefrom the Cabinet Office.


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Value of processes versus maturity of processes

Additional considerations

Added business value

Quick gains

Costs Resources

Competing projects

Culture

Etc.

Largely overdoing ITin relation to thelow value of IT to

the business

Area where thebusiness runs

high risks

Value ofIT processes

to the

business

1 2 3 4 5

CAP

AM

SLM

Lowvalue

Low Maturity of IT processes High

RISK!



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Gap analysis

It is a business assessment tool enabling an organization tocompare where it is currently and where it wants to go in the future

It can be conducted from different perspectives:

Organization

Business direction

Business processes

Information technology


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Benchmarking


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Benchmarking

It is a specific type of assessment

A process of evaluating an organizations processes in relation to

best practice.

Allows an organization to develop plans to bridge the gap

Could be one time but usually continuous process


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Benchmarking

It is a specific type of assessment

A process of evaluating an organizations processes in relation to

best practice.Allows an organization to develop plans to bridge the gap

Could be one time but usually continuous process

Need to:Ensure senior management support

Take external view

Compare processes not outputsInvolve process owners

Create benchmarking teams

Acquire new skills


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Benchmarking procedure

Identify problem areas through:

Informal conversations

Focus groups

Marketing research

Quantitative research

SurveysQuestionnaires

Re-engineering analysis

Process mappingQuality control variance reports

Financial ratio analysis


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Benchmarking costs

Benchmarking is a moderately expensive process, but most

organizations find that it more than pays for itself. The three main

types of costs are:Visit costs

Time costs

Benchmarking database costs


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Value of benchmarking

A benchmark is the basis for:

Profiling quality in the market

Boost staff morale

Building customer trust


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Value of benchmarking

A benchmark is the basis for:

Profiling quality in the market

Boost staff moraleBuilding customer trust

Benchmarking as a lever

Helps overcome paradigm blindness (always did it this way)Opens organizations to new methods, ideas and tools

Benchmarking as a steering instrument

Management technique to improve performanceOngoing method of measuring and improving


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Benchmarking categories

Internal benchmarks

Comparison to industry norms

Direct comparisons with similar organizations Comparison with other systems or departments (within same

company)


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Benefits

Economy lower prices, higher productivity

Efficiency comparing cost of IT with other organizations

Effectiveness business objectives realized


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Who is involved

Internally:

Customer

Consumer Internal service provider


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Who is involved

Internally:

Customer

Consumer Internal service provider

Externally: External service provider

The public

Benchmarking partners


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What to benchmark?

Differences in benchmarks between organizations are normal

There are intangible but influential factors that cannot be

measured, such as growth, goodwill, image and culture Direct comparison with similar organizations is most effective if

there is a group of organizations with similar characteristics.

Comparison with other groups in the same organization normallyallows a detailed examination of the features being compared

Apply the 7-step improvement process to benchmarking (more

detail on the next slides)


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Benchmarking stages

Four basic stages Planning

AnalysisAction

Review

Alternatively apply seven-step improvement process


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Benchmarking and the 7 step improvement process

1. Identify the strategy for improvement

2. Define what you will measure (should or can measure)

Select the broad service or service management process orfunction to benchmark in relation to stakeholder needs

Draw up a preliminary list of potential benchmarking partners

Identify possible sources of information and methods of collectionto confirm the suitability of potential partners

Within that process, define the activities to be benchmarked

Identify the resources required for the study.

Confirm the KPIs to measure the activitys performance

Document the way the activities are currently completed

Agree the plan and its implementation


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3. Gathering

Collect information to identify the most likely potential

benchmarking partner to contact

4. Process the information


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3. Gathering

Collect information to identify the most likely potential

benchmarking partner to contact

4. Process the information

5. Analyzing

Confirm the best potential benchmarking partner and make a

preliminary assessment of the performance gapEstablish contacts and visit to validate and substantiate the

information

Compare the existing process with that of the benchmarkingpartner to identify differences and innovations

Agree targets for improvement that are expected as a result of

adopting the benchmarking partners ways of doing things


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6. Presenting and using

Communicate the results of the study throughout the relevant parts

of the organization and to the benchmarking partner

Plan how to achieve the improvements

7. Implement improvement (corrective action)

Review performance when the changes have been embedded in

the organizationIdentify and rectify anything which may have caused the

organization to fall short of its target

Communicate the results of the changes implemented to theorganization and the benchmarking partner

Consider benchmarking again to continue the improvement

process


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ITIL best practice

Core publications

Consulting and professional expertise

Process maturity comparison and CMMI

0 Non existent Nothing present

1 Initial Concrete evidence of development

2 Repeatable Some process documentation but someerrors likely

3 Defined Standardized and documented

4 Managed Monitored for compliance

5 Optimized Processes are considered best practicethrough improvement

Crown Copyright 2011. Reproduced under licence from the Cabinet Office.

Finance 2.67

Incident/SD 2.49

Continuity 2.42

Release 2.36

Change 2.26

Capacity 2.02

Availability 1.97

Service Level 1.96

Problem 1.83

Configuration 1.66

Comparison with industry norms (1 of 2)


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Comparison with industry norms (2 of 2)

Total cost of ownership (TCO)

Developed by Gartner, has become a key measurement of the

effectiveness and the efficiency of servicesDefined as all the costs involved in design, introduction,

operation and improvement of services from inception to

retirementOften measured relating to hardware components

CSI needs to consider TCO as part of any improvement plans

Often used to benchmark specific services in IT against other

organizations, i.e. managed service providers


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Benchmark approach (1 of 2)

Benchmarking establishes the extent of an organizations existing

maturity with best practice and help in understanding how that

organization compares with industry normsAn internal benchmark

Completed internally using resources from within the organization

to assess the maturity of the service management processesagainst a reference framework

An external benchmark

This would be completed by an external third party. Most of

these have their own proprietary models for the assessment of

service management process maturity


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Helps to answer:

How does IT spend compare to other organizations?

How does IT compare to similar functions internal and ext?

How does IT compare across business units?How does IT compare across locations or technologies?

How effective is IT service delivery?

Which is the most appropriate sourcing option?

Is the value of long term sourcing agreements maintained?


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Helps to answer:

How does IT spend compare to other organizations?

How does IT compare to similar functions internal and ext?

How does IT compare across business units?How does IT compare across locations or technologies?

How effective is IT service delivery?

Which is the most appropriate sourcing option?

Is the value of long term sourcing agreements maintained?

IT benchmarking types available separately or in combination:

Cost and performance for internal service providers

Price and performance for external service providersProcess performance against industry best practice

Financial performance of high-level IT costs against industry or peers

Effectiveness considering satisfaction ratings and business alignment


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Organizational profile key components

Company information profile (landscape of an organization)Company size, industry type, geographic location, types of users

Current assets

IT asset mix (production IT, desktop and mobile clients, peripherals, network andserver assets

Current best practices Policies, procedures and/or tools to improve returns and their maturity and degree

of usage Complexity

Information about end-user community, type and quantities of varied technologies

in use and how managed


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Service measurement


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Service measurement

It is no longer sufficient to measure and report against the

performance of an individual component such as a server or

application. IT must now be able to measure and report against

an end-to-end service



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Service measurement basic measurements

Basic measurementsAvailability of the service

Reliability of the service Performance of the service

Measurement should not be to protect oneself or point blame

Component level measurement necessary but must go further

Service measurement must include individual measurements andcombine them to provide a view of the customer experience


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Design and develop a service measurement framework

Challenge for IT to create a Service Measurement Framework that

leads to value added reporting

As much an art as a science Service management is not an end in itself

First understand business processes and identify those critical for

value Past and future focus

Steps to a successful service measurement framework: Origins

Building the framework and choosing measures Critical elements of a service management framework

Performance measures

Defined roles and responsibilities


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Different levels of measurement and reporting

Creating a service measurement framework will require the ability

to build upon different metrics and measurements



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End-to-end service measurement


Technology Domain vs. Service Management


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Point in time and Real time service measurement

Service Scorecard This provides a snapshot view of a particular service (point in time)

Service Dashboard

Can include the same measures as those reported on the scorecard but theseare real time measures that can be made available to IT and the business

through the intranet or some other portal mechanism



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Service management model


Examples of KPIs that reflect value of service


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pmanagement

KPI Service Management Process Comment

Improved availability (byservice/systems/applications)

Availability management

Capacity management

Incident management

Problem management

Change management

Service level management

Improved monitoring and reportingof service availability.

Expanded incident lifecycle,removing errors from the

infrastructure, reduction of failedchanges; improved understandingof business requirements and ITcapability proactive planning

Reduction in service level breaches(by service/systems/applications)


Capacity management

Incident management

Problem management

Change management


Improved monitoring of services.Priority model, incident ownership,

monitoring and tracking; removal oferrors from the infrastructure,reduction of failed changes; explicitService Level Agreements

Reduction in mean time to repair(this should be measured by prioritylevel, and not in a cumulative basis)

Incident Management

Event Management

Problem Management

Improved escalations, improvedknowledge, improved prioritisation.Priority model and OperationalLevel Agreements

Examples of KPIs that reflect value of service


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pmanagement

KPI Service Management Process Comment

Reduce percentage of urgent andemergency changes (by businessunit)

Change management


Creating lead time policies

Improved planning and schedulingreduces the need for urgent andemergency changes

Communicating change lead timesto the business

Reduction of major incidents Problem management

Incident management

Change management


Capacity management


Access management

Improved monitoring of services.Priority model, incident ownership,

monitoring and tracking; removal oferrors from the infrastructure,reduction of failed changes; explicitService Level Agreements

C i f k id


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Define what to measure at process activity level

These should support process KPIs

KPIs need to support higher level goals

Example of high-level goals and KPIs

High-levelgoal

KPI KPI category Measurement Target How and who

Manageavailabilityandreliability ofa service

Percentageimprovement inoverall end-to-end availabilityof services

Value Quality End-to-end serviceavailability based onthe componentavailability that makesup the service AS400availability, networkavailability, applicationavailability

99.995% TechnicalManagers,Technical Analyst,Service LevelManagement

Creating a measurement framework grid


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Metrics

T f t i Office Space = TPS Reports


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Types of metrics

Technology metrics component and application based (e.g.performance, availability)

Process metrics critical success factors (CSFs), KPIs and activity

metrics Service metrics

end-to-end service performance


Office Space = TPS Reports

C iti l f t (CSF ) d K f


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Critical success factors (CSFs) and Key performance

indicators (KPIs) Identify 2 to 5 CSFs for service or process

Identify 2 to 5 KPIs per CSFs (KPIs change over time)

Crucial to apply a set of metrics to each goal to meet Types of KPIs

Qualitative

Quantitative

Ensure KPIs are fit for useWhat does KPI tell us about goal achievement?

How easy is it to interpret the KPI?

When do we need the information, how often, how rapidly available?

How stable/accurate, sensitive to external, uncontrollable influences?

How easy to change the KPI itself?

To what extent can it be measured now?

T i t i


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Tension metrics

Effort from any support team is a balancing act of three elements Resources people and money

Functionality the product or service and its quality The schedule

Delivered product or service represents a balanced trade-off

Prevent focus on one element only

Tool to create shared responsibilities between team members/roles

Goals and metrics


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Goals and metrics

Each stage of the service lifecycle requires very specificcontributions from the key roles identified

Each stage has very specific goals to meet Quality of the service will be determined by

how well each role meets its goals

how well those sometimes conflicting goals are managed along the way Important to measure performance by applying a set of metrics toeach goal

Breaking down goals and metrics


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Breaking down goals and metrics

Most IT service organizations do not use more detailedperformance measures that are in line with key business drivers

Key business drivers were translated into service level requirements

(SLRs) and operations level requirements (process, skills andtechnology)

Requirements for IT services and IT components would determinehow processes in the lifecycle are measured and managed, andthus how the performance and growth of professionals should bemeasured

Metrics can be classified into three categories:

financial metrics (e.g. expenses/total percentage of hours spent on projects ormaintenance)

learning and growth metrics (e.g. contribution to knowledge management)

organizational or process effectiveness metrics

Using organizational metrics


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Using organizational metrics

Measurements and metrics should be woven through the completeorganization (strategic and tactical level)

The IT services manager needs to know what and how well eachpart of the organization contributes to the final success

Measurements must focus on results and not on efforts

Focus on the organizational output and try to get clear what thecontribution is

Goals and metrics can be defined for each role in the processes ofthe lifecycle

Interpreting and using metrics


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Interpreting and using metrics

Do the results make sense?

Do the numbers add up?

If not-

e.g., Service Desk reporting more first contact resolutions than actualcalls logged - investigate before taking action on the results


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Interpreting metrics


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Interpreting metrics

Simply looking at some results anddeclaring a trend is dangerous

The figure shows a trend that the ServiceDesk is opening fewer incident tickets

over the last few months

Crown Copyright 2011. Reproduced under licence from the Cabinet Office

Are there fewer incidents?

Are customers going elsewhere? Has self-help been introduced?

Further investigation is required?

Using measurement and metrics (1 of 3)


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Metrics can be used to:Validate - are we supporting the strategy and vision?

Justify do we have the right targets and metrics? Direct based on the factual data, people can be guided to change behavior

Intervene take corrective actions such as identifying improvement opportunities



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Another key use of measurements and metrics is for comparison

purposes:

Comparison against the baseline Comparison against a target or goal

Comparison with other organizations

Comparison over time

Comparison between different business units Comparison between different services



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Some types of metrics are often more activity based than volume

based, but are valuable in a operational perspective:

The services usedMapping of customers to services

Frequency of use of services

Times of day services used

The way each service is usedPerformance of components used to provide the service

Availability of components used to provide the service

Creating scorecards and reports


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g p

Service measurement information used for three reasons: Report on the service to interested parties

Compare against targets

Identify improvement opportunities

3 distinct audiences for reporting purposes The business

IT management IT operational/technical managers

Creating scorecards that align to strategies


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g g g


Creating reports (1 of 2)


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g p ( )

Before starting its design it is important to know:Who is the target audience of the report?

What will the report be used for?

Who is responsible for creating the report

How will the report be created?

How frequently will the report be created?

What information will be produced, shared or exchanged?

Example of a summary report format:Report for the month of:

Monthly overview This is a summary of the service measurement for the month and discusses anytrends over the past few months. This section can also provide input into..

Results This section outlines the key results for the month

What led to the results Are there any issues/activities that contributed to the results for this month?

Actions to take What action have you taken or would like to take to correct any undesirableresults? Major deficiencies may require CSI involvement and the creation of a SIP

Predicting the future Define what you think the future results will be

Creating reports (2 of 2)


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g p ( )

Reports can be set up to show the following: Results for a service supporting reports would be the individual measurements

on components

Health of a service management process this report will have certain process

KPI results

Functional reports such as telephony reports for the Service Desk

Reported outage minutes

Total outages

Outages caused by

changes

5,000

4,000

3,000

2,000

1,000

0


Setting targets


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g g

Quantified objectives to be obtained

Express aims of service or process and help identify problems and

improvement opportunities Driven by Service Level Management

SLM needs to understand business requirements and ITs ability to

meet these requirements

Targets should be SMART (Specific, Measurable, Achievable,

Relevant, Timely)

Targets can influence behavior

Baselines should be established

Measuring and reporting frameworks


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Balanced Scorecard (1 of 2) Technique developed by Kaplan and Norton in the mid-1990s

Involves the definition and implementation of a measurement framework

covering four different perspectives

Complementary to ITIL

ITIL is a registered trade mark of theCabinet Office

Measuring and reporting frameworks


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Balanced Scorecard (1 of 2) Technique developed by Kaplan and Norton in the mid-1990s

Involves the definition and implementation of a measurement framework

covering four different perspectives

Complementary to ITIL. Some of the links to IT include the following:

Client perspective IT as a service provider, primarily documented in

Service Level Agreements (SLAs)

Internal processes Operational excellence utilizing Incident, Problem,Change, Configuration and Release Management as well as other IT

processes; successful delivery of IT projects

Learning and growth Business productivity, flexibility of IT, investments

in software, professional learning and developmentFinancial Align IT with the business objectives, manage costs, manage

risks, deliver value; IT Financial Management is the process used to

allocate costs and calculate ROI

Balanced Scorecard (2 of 2)


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The 4 perspectives are focused around the questions:

Internal

What must our IT providers(internally) excel at?

Financial

As customers how do we view the costsof IT provision?

Availability of IT services

Quality of IT services

Performance of IT services

Value for money IT services

Reliability of the IT infrastructure

Support of hands-on IT users

Service-oriented culture

Skilled staff. And IT expertise

Efficiency of IT service provisionService delivery times

Processing capacity

Security

Accountability of IT provision

Flexibility of the IT infrastructure

Ability to control changes to IT services

and the IT infrastructure

Adaptability of the IT infrastructure to

changing demand in the business

Communication and knowledge transfer

Business productivity in relation to IT costs

Harnessing (new) technology

Customer

What do we as customersexpect of IT provision?

Understanding IT costs to the business

Ability to control IT costs to the business

Economy of IT provision

Return on IT infrastructure investments

IT contracts management

Innovation

Does our IT infrastructure enable us tocontinue to improve the business?


Service Desk Balanced Scorecard example


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Financial Goal Performance indicator Customer Goal Performance indicator

Ability to control ServiceDesk costs

Economy of Service Desk

Value of Service Desk

Accuracy of Service Deskcost forecasts

Competitiveness of service

Costs of Service Desk

Quality of Service Deskservices

Reliability of Service Desk

Performance of Service

DeskSupport of hands-on users

Availability of ServiceDesk (in IT usersperception)

Compliance to SLAs

Restoration of serviceOn-time service delivery

Number of registered usercomplaints about IT

Innovation Goal Performance Indicator Internal Goal Performance indicatorBusiness productivity

Service culture

Flexibility

Minimize MTRS

Improvement in businessturnover

Reduction in business costs

ascribable to the ServiceDesk

New ways to improveservice

Incident resolution

Elapsed time for incidents

Meeting SLAs

Professionalism

Percentage of first-time-right incident resolution

Time spent on resolution

Incidents resolved within

SLAsTreating customers withrespect

SWOT analysis


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Strengths, Weaknesses, Opportunities and Threats Internal Strengths and Weaknesses

External Opportunities and Threats

SWOT analysis


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Strengths, Weaknesses, Opportunities and Threats Internal Strengths and Weaknesses

External Opportunities and Threats

Analysis should help identify actions to: Develop, exploit and capitalize on the organizations strengths

Reduce, minimize or remove weaknesses

Take maximum advantage of opportunities Manage, mitigate and eliminate threats

Performed at various levels Individual, departmental, divisional or corporate

Common pitfalls Conducting SWOT before defining desired end state

Confusing opportunities with strengths (keep them separate)

Confusing opportunities with possible strategies


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Return on investmentService Reporting

Creating a return on investment


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Important to know all of the following Costs of:

Downtime, rework, doing redundant work, non-value added projects, latedelivery of applications, escalations, different employee levels

Approaches include measuring:

Impact of minutes lost

Impact by business transaction

The true cost of downtime that has been agreed on

Establishing the business case (1 of 3)


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The reason for undertaking a service or process improvement

initiative

Should provide data and evidence relating to costs and expectedbenefits

Be aware that: Process redesign activities are complex and cost might be difficult to predict

Organizational change impact often underestimated Changed process usually requires changed competencies and tools more

expense

Focus should consider value on investment (VOI)



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How does IT process improvement add value to the organization?

Examples of business value measures:

Time to market Customer retention

Inventory carrying cost

Market share

ITs contribution can be captured as:

Gaining agility

Managing knowledge

Enhancing knowledge

Reducing costs

Reducing risk



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Tendency for IT to overemphasize technology and tools Important to help the business understand the business value

Show as is and to be states

Consider lost value by notundertaking improvement activities

Ensure success criteria are clearly defined

As is To bePeople Operating in silos, no common language,

focus and no seamless handoffs betweengroups

Common language, integrated matrixapproach and common focus

Process Lacks common processes, not consistent andrepeatable

Seamless process framework, end-to-endservice delivery, consistent and repeatable

Technology Multiple redundant tools, no-tools, domainbased tools not integrated with people andprocesses

Integrated suite of tools which enable ITservice modelling, process integration andshared data access.

Expectations Whats in it for me?


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Business:What are the benefits of ITIL process improvements?

How does it impact my business?

Revenue increase Cost reduction

Value on investment

CFO:What is the ROI?

Payback time?

IT: How do ITIL benefits translate to business benefits? Find 1-2compelling reasons why the organization should spend so muchtime and money

Business cases in data-poor environment


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What if you have no existing processes in place and therefore no

data on which to initiate improvements? Establish basic measurement capabilities

Gather data

Establish a baseline

After an agreed period identify whether a need exists for a process

improvement initiative

Another approach is to undertake a process maturity assessment

against ITIL practices (although this assessment wouldnt provide

the data to justify spending money)

ITIL is a registered trade mark of theCabinet Office

Measuring benefits achieved


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Were the envisaged improvements realized?

Were the benefits arising from the improvements achieved?

Was the target ROI achieved?Was the intended value-added actually achieved (VOI)?

Were the outcomes of the preceding points lead to further process

improvement actions being revaluated?

Has enough time passed before measuring the benefits? Some benefits will not be immediately apparent; and it is likely that benefits will

continue to change over time, as both ongoing costs and ongoing benefits

continue to move

Service reporting


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Significant amounts of data collected by IT

Only a small subset of this of interest to the business

Business likes to see historical performance data but moreconcerned with historical events that continue to be a threat and

how IT intend to mitigate

Service reporting


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Significant amounts of data collected by IT

Only a small subset of this of interest to the business

Business likes to see historical performance data but moreconcerned with historical events that continue to be a threat and

how IT intend to mitigate

IT needs to build and actionable approach on reporting that

focuses on: This is what happened

This is what we did

This is how we will ensure it doesnt impact you again

This is what we are doing to improve services in general

Reporting policy and rules


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Determine and agree with the Business and Service Design: Targeted audience

What to measure and report on

Definition of all terms and boundaries

Basis of all calculations

Reporting schedules

Access to reports and medium

Review meeting schedules


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CSI and other servicemanagement processes

Availability management techniques


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Component failure impact analysis

Fault tree analysis

Service failure analysis Technical observation

Expanded incident lifecycle (next slide)

Expanded incident lifecycle


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Uptime Uptime

Time

Incidentstart

Serviceavailable

Availability

Incidentstart

Uptime (availability)

Incidentstart

Serviceavailable

Serviceavailable

Downtime (time to restore)(MTRS) Downtime

Service unavailableService

unavailable

Availability

Diagnose Recover

Detect Repair Restore

Time between system incidents Time between failures (MTBF)

Crown Copyright 2011. Reproduced under licence from Cabinet Office.

Capacity management


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Business, service and component capacity management

Workload management and demand management

Iterative activities of capacity management Trend analysis, modelling, analytical modelling, simulation modelling and

baseline models


BusinessProcess 1

BusinessProcess 4

BusinessProcess 7

S/W PeopleH/W DOC

BusinessCapacity

32

Marketing

SLAsSLAsSLAsSLAsSLRs

65

Sales

98

Finance

ComponentCapacity

ServiceCapacity Service CService BService A

IT service continuity management


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Business continuity management, ITSCM and CSIAny CSI initiative to improve services needs to also have integration with ITSCM

as any changes to the service requirements, infrastructure etc.

Business continuity management (BCM) is concerned with managing risks toensure that an organization can continue operating to a predetermined

minimum level

ITSCM allows an IT organization to identify, assess and take responsibility for

managing its risks

Problem management


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CSI and problem management are closely related as one of the

goals of problem management is to identify and remove errors

permanently that impact services from the infrastructure This directly supports CSI activities

Problem Management also supports CSI activities through trend analysis and

the targeting of preventive action

Problem management activities are generally conducted within thescope of Service Operation and CSI must take an active role in the

proactive aspects of problem management to identify and

recommend changes that will result in service improvements.

Post-implementation review

Knowledge management (1 of 2)


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Effective knowledge management: enables a company to optimize

the benefits of these changes, while at the same time: Enhancing the organizations effectiveness through better decision-making

enabled by having the right information at the right time, and facilitating

enterprise learning through the exchange and development of ideas and

individuals

Enhancing customersupplier relationships through sharing information and

services to expand capabilities through collaborative efforts

Improving business processes through sharing lessons learned, results and best

practices across the organization


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04 mod04 csi methodsandtechniques c.02

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