hewlett-packard company confidential copyright 2000 all rights reserved - do not copy...

Hewlett-Packard Company Confidential Copyright 2000 All Rights Reserved - Do Not Copy

Hewlett-Packard ConsultingHewlett-Packard Consulting

ITIL Overview SessionITIL Overview Session


IT Service Management OverviewIT Service Management OverviewFor IRS, 11/3/00For IRS, 11/3/00

# TOPIC START TIME

DURATION NOTES

1 Introductions, expectations, objectives, agenda 8.00 10 min

2 IT Infrastructure Library and the ITSM Reference Model 8.10 30 min

3 IT Service Management Concepts 8:40 20 min

4 Service Desk and Incident Management 9:00 30 min

5 Break 9.30 15 min

6 Problem Management 9:45 30 min

7 Change Management 10:15 30 min

8 Configuration Management 10:45 30 min

9 Operations Management 11:15 15 min

10 LUNCH 11:30 1 hr

11 Release Management 12;30 30 min

12 Availability & Continuity Management 1:00 30 min

13 Capacity Management 1:30 30 min

14 BREAK 2:00 15 min

15 Cost Management 2:15 30 min

16 Service Level Management 2:45 30 min

17 Process Management 3:15 30 min

18 Questions and Answers 3:45 15 min

END 4:00



ITIL Overview:ITIL Overview:

What is ITIL?What is ITIL?


What is ITIL?What is ITIL? A set of books & modules, used as a complete code of best practice for IT A set of books & modules, used as a complete code of best practice for IT

Service ProvisionService Provision

A roadmap which defines the relationships between people, processes and A roadmap which defines the relationships between people, processes and infrastructure necessary for effective IT Service provisioninfrastructure necessary for effective IT Service provision

The only comprehensive, publicly available guidance on IT Service ProvisionThe only comprehensive, publicly available guidance on IT Service Provision

Developed by the CCTA - British GovernmentDeveloped by the CCTA - British Government

International Certification ProgramsInternational Certification Programs

In place since 1986In place since 1986

Rewrite currently underway Rewrite currently underway

http://www.itil.co.uk/


Why Change?Why Change?

If it ain’t broke, don’t fix it!If it ain’t broke, don’t fix it! Need to deliver true 100% reliability within Need to deliver true 100% reliability within

guaranteed hours of operation (most often guaranteed hours of operation (most often 7x24)7x24)

Even 99.5% reliability in a 7x24 shop equals Even 99.5% reliability in a 7x24 shop equals 306 hours of downtime306 hours of downtime

Complexity of managing a complete Complexity of managing a complete extended supply chain to agreed upon extended supply chain to agreed upon service levelsservice levels



The ITIL User CommunityThe ITIL User Community



The New ITILThe New ITIL

The new library series will comprise five principal elements, each of which will have interfaces and overlaps with each of the other four. The elements are:

•the business perspective•applications management•delivery of services•support of services•network and operations services


Taken from the CCTA ITIL


ITIL Service Support ProcessesITIL Service Support Processes

Service DeskService Desk, Incident Management, Problem , Incident Management, Problem Management, Change Management, Configuration Management, Change Management, Configuration Management, Release Management;Management, Release Management;

Operational in nature;Operational in nature; Provide control and stability to the IT infrastructure Provide control and stability to the IT infrastructure

while remaining flexible to accommodate changes to while remaining flexible to accommodate changes to business and time to market demands*. business and time to market demands*.

*Taken from the CCTA ITIL


ITIL Service Delivery ProcessesITIL Service Delivery Processes

Service Level Management, Capacity Management, Service Level Management, Capacity Management, Availability Management, Continuity Management, Availability Management, Continuity Management, Financial Management for IT Services, Customer Financial Management for IT Services, Customer Relationship Management;Relationship Management;

More strategic in nature, with some operational More strategic in nature, with some operational activities;activities;

Provide quality to the delivery of IT services;Provide quality to the delivery of IT services; Cannot be truly effective without the underlying Cannot be truly effective without the underlying

support processes.support processes.



Why Implement ITIL?Why Implement ITIL? ProfessionalismProfessionalism Focus on benefits to the customer/businessFocus on benefits to the customer/business Decision making metricsDecision making metrics Clear points of contactClear points of contact Part of a QM strategy - focus on continuous improvementPart of a QM strategy - focus on continuous improvement Cost reduction - based on the standardization of the expensive Cost reduction - based on the standardization of the expensive

processes (20/80)processes (20/80) Managing the infrastructure now in top 3 concernsManaging the infrastructure now in top 3 concerns Avoid reinventing the wheelAvoid reinventing the wheel Long term survival!Long term survival!



ITIL Process Framework and ITIL Process Framework and Interconnections:Interconnections:

HP ITSM Reference ModelHP ITSM Reference Model


HP IT Service Management Reference ModelHP IT Service Management Reference Model

• Document and track service infrastructure information• Document infrastructure attributes and relationships• Evaluate and control changes

• Interface with customers• Understand business and customer requirements• Formulate an IT strategy that optimizes IT added-value

• Develop and test services• Deploy services according to service design

Business - IT Alignment

Service Development & DeploymentService Design & Management

• Manage customer satisfaction• Run services• Monitor and maintain the service infrastructure • Resolve incidents and disseminate information• Proactive problem prevention

Operations Bridge

• Translate IT strategy into planned IT services• Create detailed service design specifications• Define and manage service levels within cost constraints (and service budget) via SLAs• Provide security for infrastructure and data

Service DeliveryAssurance



Service Delivery Assurance



Operations Bridge


Value ChainBusiness Strategy

End Users

Problems/Requests

DeliveredService

EnvironmentStatus

EnvironmentAdministration

Customer ExecutivePeople

Process

Clients

Applications

Internet/Intranet

Servers

Databases

Networks

ServiceReports andAssociatedPlans

Customer(IT Mgmt)

IT Strategy

Service Objectives& Measures

Service Performance(Quality)

Production Release

Planned ITServices

Service Reports



Service Delivery Assurance



Operations Bridge

BusinessAssessment

IT StrategyDevelopment

CustomerManagement

ServicePlanning

SecurityManagement

AvailabilityManagement

Service LevelManagement

CapacityManagement

CostManagement

ChangeManagement

Build &Test

Release toProduction

IncidentManagement

ProblemManagement

OperationsManagement

ConfigurationManagement


IncidentManagement -Service Desk

ITIL

ProblemManagement

ITIL

ReleaseManagement

ITIL

FinancialManagement

ITIL

CapacityManagement

ITIL

Availability & ContinuityManagement

ITIL

Service Level

Management

ITIL Configuration

Management

ITIL

ChangeManagement

ITIL

CustomerRelationshipManagement

ITIL

End UsersCustomer Executive


ITSM Model - BenefitsITSM Model - Benefits

Define current IT environment ("as-is")Define current IT environment ("as-is") Identify "gaps" and desired state ("to-be")Identify "gaps" and desired state ("to-be") Prioritize planned IT work effortsPrioritize planned IT work efforts Identify critical process "linkages"Identify critical process "linkages" Link problems to processesLink problems to processes Link organization to servicesLink organization to services Target areas for potential process-enabling technologiesTarget areas for potential process-enabling technologies Identify "insourcing" and "outsourcing" opportunitiesIdentify "insourcing" and "outsourcing" opportunities



ITIL Overview:ITIL Overview:

IT Service Management ConceptsIT Service Management Concepts


What is a Service?What is a Service? A service is product or output of the IT operation to it’s customers. It A service is product or output of the IT operation to it’s customers. It

is not an internal activity between departments. is not an internal activity between departments. It is delivered to the customer and it’s performance must be measured It is delivered to the customer and it’s performance must be measured

at the customers interface point, not IT’s internal reference points. at the customers interface point, not IT’s internal reference points. These measurements are called the service performance levels or These measurements are called the service performance levels or

service levels for short. There are three customer interface points for service levels for short. There are three customer interface points for IT servicesIT services

In the screen (Applications)In the screen (Applications) In the phone (Service and Service requests)In the phone (Service and Service requests) Face to Face (Installation, consulting, and New system Face to Face (Installation, consulting, and New system

development)development)


What is Service Management?What is Service Management?

The process to delivering IT Services to the business user under predefined, contracted service level agreements (SLAs)

Language ofbusiness

Language ofInformation Technology

Services


We tend to be organized like this...We tend to be organized like this...

Application Development

Technology Production

Goals andPriorities

Goals andPriorities

Goals andPriorities


But our customers see us like this...But our customers see us like this...


From Technology to ProcessFrom Technology to Process

IT Element Management + IT Task Management

Delivery of

Required

Business

Services

DesktopMgt

ServerMgt

StorageMgt

ApplicationMgt

NetworkMgt

Help Desk Service

ERP Service

E-Mail Service


Challenges to the IT OrganizationChallenges to the IT Organization

Contribution to solving business challenges Contribution to solving business challenges

– This means contributing earlier in the planning cycleThis means contributing earlier in the planning cycle A measurable contribution to the business value chain A measurable contribution to the business value chain Service provision as opposed to IT product deliveryService provision as opposed to IT product delivery A business like relationshipA business like relationship A consistent and stable serviceA consistent and stable service Less emphasis on technologyLess emphasis on technology Meeting the new demands of IT as a utilityMeeting the new demands of IT as a utility Delivering 100% reliability 7x24Delivering 100% reliability 7x24



ITILITIL

Service Support ProcessesService Support Processes



The Service Desk & the IncidentThe Service Desk & the Incident

Management ProcessManagement Process


Service Desk ObjectivesService Desk Objectives

To be the primary contact point for all:To be the primary contact point for all:– CallsCalls– QuestionsQuestions– RequestsRequests– ComplaintsComplaints– RemarksRemarks

To restore the service as quickly as possibleTo restore the service as quickly as possible To manage the incident life-cycle (co-ordinating resolution)To manage the incident life-cycle (co-ordinating resolution) To support business activitiesTo support business activities To manage the Incident ProcessTo manage the Incident Process


Service Desk TasksService Desk Tasks

Service Desk

Managementinformation

Business support

Customerinterface

Incident control

Problem Management


Operations Bridge ProcessesOperations Bridge Processes

Operations ManagementIncident

Management

AutomatedAutomatedTrouble TicketsTrouble Tickets

AdministrativeAdministrativeRequestsRequests


CI Attributes &CI Attributes &RelationshipsRelationships

ServiceServiceCost DataCost Data

ProblemManagement

KnownKnownErrorsErrors

ClosedClosedIncidentsIncidents

ChangeManagement

RFCRFC

WorkorderWorkorder

CI Attributes &CI Attributes &RelationshipsRelationships

RoutineRoutineChangeChange

RequestsRequestsWorkorderWorkorder

Problems/Problems/RequestsRequests

ProgressProgressReportsReports

DeliveredDeliveredServiceService

ProductionEnvironment

ResourceResourceStatusStatus

ControlledControlledChangesChanges

Customers

ResourceResourceUtilization &Utilization &PerformancePerformance

DataData



Key Delivery ActivitiesKey Delivery Activities

Incident Management

Accept calls Log incidents Categorize incidents Prioritize incidents Isolate incidents

Escalate incidents Track incident progress Resolve incidents Notify end users Close incidents



Incident ManagementIncident ManagementProcess Relationship MapProcess Relationship Map

People

Process

Clients

Applications

Internet/Intranet

Servers

Databases

Networks Alert

Build &Test


SupportabilityStandards

ReleaseNotification

AutomatedIncidents

RFC ChangeSchedule

CI Attributes &Relationships

EmergencyFix

End Users

End UserNotification

End UserRequest

ClosedIncidents

ProblemStatus

IncidentStatus

Trigger

Input/Output



ProblemManagementIncident Management


ChangeManagement



Incidents, Problems and Known ErrorsIncidents, Problems and Known Errors IncidentIncident

– Any event which is not part of the standard operation of a service and Any event which is not part of the standard operation of a service and which causes or may cause an interruption to or a reduction in the which causes or may cause an interruption to or a reduction in the quality of that service.quality of that service.

ProblemProblem– The unknown root cause of one or more incidents (not necessarily The unknown root cause of one or more incidents (not necessarily

known or solved at the time the incident is closed).known or solved at the time the incident is closed). Known ErrorKnown Error

– A condition that exists after the successful diagnosis of the root cause A condition that exists after the successful diagnosis of the root cause of a problem when it is confirmed that a CI is at fault. A work-around of a problem when it is confirmed that a CI is at fault. A work-around exists and is used to restore service until the error is removed by exists and is used to restore service until the error is removed by implementing a change.implementing a change.


Incident Control Process FlowIncident Control Process Flow

Reporting

Quality Control

Accept Incident/Call,Record data, Consult CMDB

CanService Desk

resolve it?

Refer for resolution

Close & code incident (Closing category)

Assess and codeimpact/urgency/priority

No

Initial categorisation

Yes

Resolve

Progress Control

Keepcustomerinformed

Classification


Assess and codeimpact/urgency/priority

Classification of IncidentsClassification of Incidents ImpactImpact

– Evidence of effect upon business Evidence of effect upon business activitiesactivities

– Service Levels in dangerService Levels in danger– Often measured in number of people Often measured in number of people

or systems affected or systems affected UrgencyUrgency

– SpeedSpeed of solving an Incident of a of solving an Incident of a certain impactcertain impact

Prioritise resources Prioritise resources by expected effortby expected effort relative to:relative to:– Manpower Manpower – MoneyMoney– TimeTime

Priority code

Description Target resolution time

1 Critical 1 hour

2 High 8 hours

3 Medium 24 hours

4 Low 48 hours

5 Planning Planned


Service Desk StructureService Desk Structure

Customer2

Customer2

Customer1

Customer1

Customer3

Customer3

NetworkService Desk

Centralised

Service DeskA

Service DeskA

CentralService Desk

CentralService Desk

Service DeskB

Service DeskB

Decentralised

Customer2

Customer2

Customer1

Customer1

Customer3

Customer3

Desktop Supplier


Escalation and ReferralEscalation and Referral

Knowledge (functional escalation)

Inform / Support(hierarchical escalation)

Servicedesk


Tiered SupportTiered SupportOperations Bridge

IncidentManagement

Service DeskESM:Operations &

Monitoring Incident ManagementKB

Pre-defined• symptoms• fixes

ESM:Administration

IncidentManagement

ProblemManagement

IT SystemsEngineering

IncidentManagement

ProblemManagement

• deploy• configure• diagnose• analyze• prevent

• define • design• develop/ acquire

CapabilitiesEnd-UserEvent Mgmt

Tier-1

SkillsExperience

Tools

Tier-2

Tier-3

The Service Desk is responsible for owning and overseeing the resolution of all outstanding incidents whatever the initial source.



Service Desk EssentialsService Desk Essentials

Single point of contact/Restore service ASAPSingle point of contact/Restore service ASAP Tasks: Customer Interface, Business Support, Incident Tasks: Customer Interface, Business Support, Incident

Control & Management InformationControl & Management Information Concentrates on incident lifecycle managementConcentrates on incident lifecycle management Incident: (Expected) disruption to agreed serviceIncident: (Expected) disruption to agreed service Priority determined by business impact and urgencyPriority determined by business impact and urgency Correct assessment of priorities enables the deployment of Correct assessment of priorities enables the deployment of

manpower and other resources to be in the best interests manpower and other resources to be in the best interests of the customerof the customer

Escalation and referralEscalation and referral


Best PracticesBest Practices

Integrate with service level management.Integrate with service level management. Place less emphasis on “pass-through” and more Place less emphasis on “pass-through” and more

on “one and done.”on “one and done.” Place less emphasis on reducing IT's costs and Place less emphasis on reducing IT's costs and

more on increasing business effectiveness.more on increasing business effectiveness. Position Service Desk as the primary interface to Position Service Desk as the primary interface to

IT and use it to increase IT credibility throughout IT and use it to increase IT credibility throughout lines of business.lines of business.



Business BenefitsBusiness Benefits

Better utilization and increased productivity of skilled staffBetter utilization and increased productivity of skilled staff Fewer incidents and user difficulties with business applicationsFewer incidents and user difficulties with business applications Reduction in times to respond to users and to resolve incidentsReduction in times to respond to users and to resolve incidents Greater client focusGreater client focus Earlier and more effective identification of problem areasEarlier and more effective identification of problem areas Higher levels of IT service availabilityHigher levels of IT service availability Comprehensive and accurate management information about the Comprehensive and accurate management information about the

quality of service and user supportquality of service and user support Information to the business of the “health” of business applicationsInformation to the business of the “health” of business applications


Common RoadblocksCommon Roadblocks

How many Service Desks are enough?How many Service Desks are enough? Interface and information sharing within large organizationsInterface and information sharing within large organizations Servicedesk is launched too early and gets swampedServicedesk is launched too early and gets swamped No process for functional escalationNo process for functional escalation Tension between Servicedesk and other IT unitsTension between Servicedesk and other IT units Users try to bypass the systemUsers try to bypass the system The director as ServicedeskThe director as Servicedesk Ineffective communication between development andIneffective communication between development and

Servicedesk (e.g. at roll-outs)Servicedesk (e.g. at roll-outs) Point solution impedes integrationPoint solution impedes integration




Problem ManagementProblem Management


Problem Management Objectives Problem Management Objectives

Stabilizing IT services through:Stabilizing IT services through:– Minimizing the consequences of incidentsMinimizing the consequences of incidents– Removal of the root causes of incidents Removal of the root causes of incidents – Prevention of incidents and problemsPrevention of incidents and problems

Improving productive use of resourcesImproving productive use of resources Ensure that previous information is documented Ensure that previous information is documented

in such a way that it is readily recyclable to front in such a way that it is readily recyclable to front line and other second line staffline and other second line staff

What is a problem? A condition identified often because of multiple incidents that exhibit common symptoms. Problems can also be

identified from a single significant incident, indicative of a single error, for which the cause is unknown, but for which the impact is significant.


Problem Management TasksProblem Management Tasks

ProblemManagement

Problemcontrol

Known Errorcontrol


ChangeManagement Check after change

IncidentManagement

RFCs


Managing problems saves Managing problems saves time and money!time and money!




Error ControlError Control




Key Delivery TasksKey Delivery Tasks

Problem Management

Analyze incident trends Log problems Assign impact code Identify root cause Track problem progress

Verify known errors Control known errors Resolve problems Submit RfCs Close problems and known errors



Problem ManagementProblem ManagementProcess Relationship MapProcess Relationship Map

People

Process

Clients

Applications

Internet/Intranet

Servers

Databases

Networks

Supplier

CalendarTrend

ReviewCycle

CostData

ServiceMetricData


Bug/Enhancement

Request

Component Fixor Enhancement

TechnicalSupport

ResolutionAssistance

Request

RFC

EmergencyFix

ProblemRecord

ClosedIncidents

WorkorderWorkorder

Status


Trigger

Input/Output

IncidentManagement

Problem Management


ChangeManagement



Reactive - ProactiveReactive - Proactive

Reactive Proactive

Supplying 2nd/3rd line incident support

Identification of trends

Problem identificationProblem diagnosis

Prevention of problems on other systems and applications

Monitoring of Change Management

Initiating changes to combat:• occurrence of incidents• repetition of incidents


Problem Management EssentialsProblem Management Essentials

ObjectivesObjectives– Manage the problem life-cycleManage the problem life-cycle– Stabilizing services through:Stabilizing services through:

Minimizing the consequences of incidents (the quick fix)Minimizing the consequences of incidents (the quick fix) Removing the causes of incidentsRemoving the causes of incidents Preventing occurrence of incidents and problemsPreventing occurrence of incidents and problems

– Improving productive use of resources:Improving productive use of resources: TasksTasks

– Problem Control, Error Control (including raising RFCs), Management Problem Control, Error Control (including raising RFCs), Management informationinformation

Reactive to proactive (stop problems occurring/recurring)Reactive to proactive (stop problems occurring/recurring)



Separate incidents and problems into distinct areas Separate incidents and problems into distinct areas of responsibility with separate metrics.of responsibility with separate metrics.

Emphasize containment and prevention of incidents.Emphasize containment and prevention of incidents. Go beyond operational environment to encompass Go beyond operational environment to encompass

systems and infrastructure development as well.systems and infrastructure development as well. Skill people on methods for root cause analysis and Skill people on methods for root cause analysis and

problem solving.problem solving. Separate the PM process from the management of Separate the PM process from the management of

the PM process.the PM process.



Business BenefitsBusiness Benefits It is a key part of an overall service improvement programIt is a key part of an overall service improvement program It helps generate a cycle of rapidly increasing IT service quality. It helps generate a cycle of rapidly increasing IT service quality. It is instrumental in reducing the number of incidents, leading to improve It is instrumental in reducing the number of incidents, leading to improve

IT service quality.IT service quality. There will be a gradual reduction in the number and impact of problems There will be a gradual reduction in the number and impact of problems

and known errors as problems and errors that and known errors as problems and errors that areare resolved, resolved, stay stay resolved.resolved. The process is based on the concept of learning from past experience. The process is based on the concept of learning from past experience. There will be a better first time fix rate of incidents at the Service Desk, There will be a better first time fix rate of incidents at the Service Desk,

achieved via the capture, retention and availability of incident resolution achieved via the capture, retention and availability of incident resolution and workaround data within a knowledge database available to the and workaround data within a knowledge database available to the Service Desk at call logging.Service Desk at call logging.




Allocating support staff resources to incident and Allocating support staff resources to incident and problem management.problem management.

Limited integration between point solution tools.Limited integration between point solution tools. Poor communications between systems Poor communications between systems

development and error control in the live development and error control in the live environment.environment.

Lack of discipline in support teamsLack of discipline in support teams




Change ManagementChange Management


Change Management ObjectiveChange Management Objective

To implement To implement approvedapproved changes changes

efficientlyefficiently, , cost-effectivelycost-effectively

and with and with minimal riskminimal risk to the existingto the existing

and to the new IT infrastructure and to the new IT infrastructure


Change Management TasksChange Management Tasks

ChangeManagement

Review all implemented

changes

Oversee changebuilding, testing

andimplementation

Approve & schedule changes

ManageRequests For Change


Request for Change (RFC) - ScopeRequest for Change (RFC) - Scope

RFC - a Request for Change to one or a number of Configuration Items RFC - a Request for Change to one or a number of Configuration Items

CIs

Hardware

SLA

Software

etc..

Environment

Documentation

RFC

ChangeSponsor & Originator

Justification

ChangeAdvisory Board

Serviceimpact

What, Why, When

etc..

CategoryPriority

ResourcesEstimates


Impact of ChangeImpact of Change

Category 1Category 1– Little impact on current services. The Change Manager is Little impact on current services. The Change Manager is

entitled to authorize this RFC.entitled to authorize this RFC. Category 2Category 2

– Clear impact on the services. The RFC must be discussed in Clear impact on the services. The RFC must be discussed in the Change Advisory Board. The Change Manager requests the Change Advisory Board. The Change Manager requests advice on authorization and planning.advice on authorization and planning.

Category 3Category 3– Significant impact on the services and the business. Significant impact on the services and the business.

Considerable manpower and/or resources needed. The RFC Considerable manpower and/or resources needed. The RFC will have to be submitted to the board level.will have to be submitted to the board level.


Priority SettingPriority Setting UrgentUrgent

– Change necessary now (otherwise severe business impact)Change necessary now (otherwise severe business impact) HighHigh

– Change needed as soon as possible (potentially damaging)Change needed as soon as possible (potentially damaging) MediumMedium

– Change will solve irritating errors or missing functionality Change will solve irritating errors or missing functionality (can be scheduled)(can be scheduled)

LowLow

– Change leads to minor improvements (that are not Change leads to minor improvements (that are not contractually necessary)contractually necessary)


Change Management ProcessChange Management Process

RFC

RefusalPreparation

Build

Test

Implementation

CategorizePrioritizeAuthorize

Plan

ApproveRelease

Evaluation

ManageImplement

Refusal

CAB

Backout



Management of the ChangeManagement of the Change

“Management” of change requests means:• evaluating the change for appropriateness,

scope, ownership• authorizing the request• setting priorities for requests• scheduling resources needed to effect the

change• assessing risks associated with requested

changes• managing change projects



Implementation of ChangesImplementation of Changes

Implementing change requests means:• breaking up change projects into work orders• assigning work orders to appropriate owners• ensuring that the changes will not have an

adverse impact on the IT production environment

• monitoring and tracking significant steps in the development and deployment of changes



The Change Advisory Board (CAB)The Change Advisory Board (CAB)

CAB

Change Manager(Chair)

ApplicationManager

Service Level Manager

Others asrequired

Senior Business RepresentationProblem Manager

Finance Manager

Software Control& Distribution Manager


Software CIto be changed

RelatedOperating CI

InitialChange Request

InitialChange Request

RelatedHardware CI

RelatedTraining CI

Configuration Management

CMDB

CombinedChange Request

CombinedChange Request

RFCs and Configuration RFCs and Configuration ManagementManagement


Change Management EssentialsChange Management Essentials– ObjectiveObjective

Only approved changes made, risk and cost minimizedOnly approved changes made, risk and cost minimized– Request For Change (RFC)Request For Change (RFC)

Applies to all IT infrastructure componentsApplies to all IT infrastructure components– TasksTasks

Manage RFCs; approve & schedule changes; oversee Manage RFCs; approve & schedule changes; oversee change building, testing & implementation; business change building, testing & implementation; business supportsupport

– CAB and CAB/EC:CAB and CAB/EC: MembershipMembership Advisory roleAdvisory role Assess impact, urgency & resourcesAssess impact, urgency & resources Urgent changesUrgent changes

– Urgency/Priority: urgent, high, medium, lowUrgency/Priority: urgent, high, medium, low– Impact category: no impact .... tremendous impactImpact category: no impact .... tremendous impact– BackoutBackout– Process always ends with a review of the changeProcess always ends with a review of the change


Change ManagementChange ManagementProcess Relationship MapProcess Relationship Map

Trigger

Input/Output

RFCChangeSchedule

Workorder

WorkorderStatus

WorkorderStatus

WorkorderRFCRFC

Workorder

WorkorderStatus

CostDataChange

Record

Workorder

WorkorderStatus

RFC


Workorder

WorkorderStatus

RFC

StandardsStandards

ExternalPolicies

andGuidelines

CustomerManagement

BusinessAssessment


IncidentManagement


ProblemManagement

ServicePlanning



CapacityManagement

CostManagement

Build & TestRelease toProduction


Change Management



7 2H e w l e t t - P a c k a r d C o m p a n y C o n f i d e n t i a l C o p y r i g h t 1 9 9 9 A l l R i g h t s R e s e r v e d - D o N o t C o p y

In c id e n t & P r o b le m & C h a n g e M a n a g e m e n t P r o c e s s e s

In c id e n t R e c o r d in g

& C la s s i f ic a t io n

S e v e r i t y A n a ly s is &

A l lo c a t io n o f S u p p o r t E f fo r t

E r r o r C o n t r o l

R e s o lu t io n & R e c o v e r y

P r o b le m In v e s t ig a t io n , D ia g n o s is

C h a n g e M a n a g e m e n t

P r o c e s s

B u ild & T e s t P r o c e s sR e le a s e to P r o d u c t io n

P r o c e s s

In c id e n t A le r t

I n c id e n t A le r t

In v e s t ig a t io n & D ia g n o s is

P r o b le m Id e n t if ic a t io n &

R e c o r d in g

In c id e n t

P r o b le mM a n a g e m e n t

E r r o rM a n a g e m e n t

M a n a g e m e n t

M a n y In c id e n ts

1 P r o b le mM a n y P r o b le m s

1 E r r o r

1 C h a n g eR e q u e s t

R e le a s e M a n a g e m e n t

& R e c o m m e n d a t io n s


Best PracticesBest Practices Integrate with Configuration Management and Software Integrate with Configuration Management and Software

Control & Distribution.Control & Distribution. Go beyond operational environment to encompass Go beyond operational environment to encompass

systems and infrastructure development as well.systems and infrastructure development as well. Separate the process and the management of the Separate the process and the management of the

process.process. Assign ownership of process as independently as Assign ownership of process as independently as

possible of the line hierarchy.possible of the line hierarchy. Plan for urgent changes rather than making urgent Plan for urgent changes rather than making urgent

changes via the normal change procedure.changes via the normal change procedure.



Business BenefitsBusiness Benefits Less adverse impact of changes on services.Less adverse impact of changes on services. Better up-front assessment of the costs of proposed Better up-front assessment of the costs of proposed

changes.changes. Reduction in the number of disruptive changes through Reduction in the number of disruptive changes through

packaging.packaging. Reduction in number of failed changes.Reduction in number of failed changes. Better communication with customers.Better communication with customers. Valuable management information.Valuable management information. Increased productivity of customers and IT personnel.Increased productivity of customers and IT personnel. Ability to absorb a higher level of error-free change.Ability to absorb a higher level of error-free change.



Tracing life-cycle of a change, paper based systems Tracing life-cycle of a change, paper based systems overload easilyoverload easily

Attempts to implement changes outside of Attempts to implement changes outside of procedureprocedure

Involving outside suppliersInvolving outside suppliers Cultural clashes - acceptance of process disciplineCultural clashes - acceptance of process discipline Excessive over-ruling for strategic expedienceExcessive over-ruling for strategic expedience Over-zealousness can lead to analysis-paralysisOver-zealousness can lead to analysis-paralysis




Configuration ManagementConfiguration Management


Configuration Management Configuration Management ObjectivesObjectives

Providing information on the IT infrastructureProviding information on the IT infrastructure– To all other processesTo all other processes– IT ManagementIT Management

Enabling control of the infrastructure by Enabling control of the infrastructure by monitoring and maintaining information on:monitoring and maintaining information on:– All the resources needed to deliver servicesAll the resources needed to deliver services– Configuration Item (CI) status and historyConfiguration Item (CI) status and history– Configuration Item relationshipsConfiguration Item relationships


Configuration Management TasksConfiguration Management Tasks


StatusAccounting

Verification

Identification &Naming

Control



Configuration Item (CI)Configuration Item (CI)

A Configuration ItemA Configuration Item– Is needed to deliver a serviceIs needed to deliver a service– Is uniquely identifiableIs uniquely identifiable– Is subject to changeIs subject to change– Can be managedCan be managed

A Configuration Item has A Configuration Item has – a Categorya Category– RelationshipsRelationships– AttributesAttributes– a Statusa Status


CI Process RelationshipsCI Process Relationships

Service/SLA(=CI)

CI

Change Record

Problem Record

Incident Record

Known Error Record(=CI)

Service/SLA(=CIs)

Incident Record(=CI)

Problem Record(=CI)

Known Error Record(=CI)

Change Record(=CI)


Configuration ManagementConfiguration ManagementProcess Relationship MapProcess Relationship Map

Trigger

Input/Output

WorkorderStatus

RFC


Workorder

ComponentUsageData

CMDBQuery

CostData

ServiceMetric Data CI Attributes &

Relationships

CMDBQuery

CostData

ChangeRecord

CostData

CMDBQuery

CMDBData

Update

CMDB DataUpdate

CMDB DataUpdate


CostData

CMDBQuery

CMDB DataUpdate


ServicePerformance

DataCMDBQuery

CMDB DataUpdate Cost

Data


People

Process

Clients

Applications

Internet/Intranet

Servers

Databases

Networks

ResourcePerformance

Data

CustomerManagement

BusinessAssessment


ServicePlanning



CapacityManagement

CostManagement

IncidentManagement


ProblemManagement

Build & TestRelease toProduction

ChangeManagement




CIs - Scope and DetailCIs - Scope and Detail

DETAIL

DETAIL

SCOPESCOPE

Software Software Documen- tation

Documen- tation

SLA

W.P.DBMS E-mail

Bundleds/w

Networkprinter PC

VDU Keyboard

Localprinter

CPU

Hardware Hardware Environ- ment

Environ- ment ServiceService

No breakpower


Configuration Management Configuration Management EssentialsEssentials

Information about the IT infrastructureInformation about the IT infrastructure– more than an asset registermore than an asset register

TasksTasks– Identification, Status Accounting, Control, Identification, Status Accounting, Control,

Verification, Management InformationVerification, Management Information– Role in assessing impact of changesRole in assessing impact of changes

Configuration item:Configuration item:– Categories, Attributes, Relationships, Status, Categories, Attributes, Relationships, Status,

Unique Ref. No. Unique Ref. No. Scope and detail (value of the information)Scope and detail (value of the information) BaselinesBaselines Supports all other processesSupports all other processes


Best PracticesBest Practices Start early to establish the Configuration Management Start early to establish the Configuration Management

practicepractice Build gradually based on perceived prioritiesBuild gradually based on perceived priorities Emphasize importance of buildEmphasize importance of build Careful tool selectionCareful tool selection Discipline (enforcement) to use Change Process when Discipline (enforcement) to use Change Process when

making changesmaking changes Automated discovery tools with resource inventory Automated discovery tools with resource inventory

capability for reconciliationcapability for reconciliation Value proposition - "You can only control what you can Value proposition - "You can only control what you can

measure, and not everything needs controlling"measure, and not everything needs controlling"




Improves asset managementImproves asset management Reduces risks from changesReduces risks from changes Leads to more effective user supportLeads to more effective user support Improves security against malicious changesImproves security against malicious changes Facilitates compliance with legal obligationsFacilitates compliance with legal obligations Supports budget processSupports budget process Facilitates service level managementFacilitates service level management




Establishing depth and breadthEstablishing depth and breadth Interfaces to other systems where CI information is Interfaces to other systems where CI information is

storedstored Data collection and maintenance of accuracyData collection and maintenance of accuracy Roles and responsibilities in client/server environmentRoles and responsibilities in client/server environment Establishing owners for CIsEstablishing owners for CIs Over-ambitious schedules and scopeOver-ambitious schedules and scope Management commitment to importance of Management commitment to importance of

configuration management as a foundation blockconfiguration management as a foundation block




Operations ManagementOperations Management


Key Delivery ActivitiesKey Delivery ActivitiesThese functions manage and perform normal day-to day

processing activities within the IT production environment,required for IT service delivery and in accordance with

agreed-upon service levels.

Schedule production processing Monitor resource status and raise alerts Manage output and print queue Monitor performance Manage backups Manage data storage Administer clients, servers, networks Administer users

Administer Internet Protocol ("IP") addresses Administer databases Manage voice infrastructure Maintain a secure IT infrastructure environment Coordinate preventive maintenance Track service delivery cost data Track service metric data



Operations ManagementOperations ManagementProcess Relationship MapProcess Relationship Map

People

Process

Clients

Applications

Internet/Intranet

Servers

Databases

Networks

Trigger

Input/Output

RFC

End Users

ControlledChange

ResourceStatus

Alerts

DeliveredService


CostData

ComponentUsageData

ResourcePerformance

Data

ServiceMetricData

WorkorderStatus

Workorder

OperabilityStandards

ReleaseNotification

IncidentManagement

Operations Management


ChangeManagement

Build &Test





Release ManagementRelease Management


This process develops and validates a functional version of acomponent, service function, or end-to-end service, anddocuments instructions for replication and implementation of aproduction copy as needed.

Build & Test



Build & TestBuild & Test

Acquire components and service functions Develop application provision guidelines Certify hardware/software Construct service support and control mechanisms Develop test plans and procedures Perform prototype test setup Perform prototype test

Perform unit test setup Perform unit test Perform pilot test setup Perform pilot test Document recovery procedures Develop support procedures Develop training design and plan Develop training materials Develop master blueprint



Build & TestBuild & TestProcess Relationship MapProcess Relationship Map

Build & TestCustomDesign

Specification


ChangeManagement

Trigger

Input/Output

ServicePlanning


TestFeedback

IncidentManagement


InternalDesign

Specification

SupportabilityStandards

Supplier

TrainingOfferings

ApplicationIntegrationGuidelines

Component

ServiceFunction


Pilot TestSetup

LimitedProduction

Environment

TestEnvironment

Unit TestSetup

End Users


MasterBlueprint

TrainingDesign &

Plan

TrainingMaterialPrototype Test

SetupCostData


RFCWorkorder



This process creates one or more production copies of a new orupdated component, service function, or end-to-end service fora specific customer, based on a master blueprint (productionplan).

“Production copies” means assembling and integratingcomponents, service functions, or end-to-end services in sucha way as to duplicate (many times if need be) what has alreadybeen designed and tested by Build & Test.

Release to Production



Release to ProductionRelease to Production

Procure resources Conduct IT staff, supplier training Assemble components Distribute components Implement service support and control mechanisms Implement component, service function or end-to-end service Perform software administration

Conduct end user training Establish production test scenarios Perform production test setup Perform production test Perform end user acceptance test setup Perform end user acceptance test Activate service



Release to ProductionRelease to ProductionProcess Relationship MapProcess Relationship Map

Release to Production


ChangeManagement

Trigger

Input/Output


Supplier

ApplicationIntegrationGuidelines

Component

ServiceFunction


End Users

Build & Test

CostData


RFC

Workorder

CustomerManagement

People

Process

Clients

Applications

Internet/Intranet

Servers

Databases

Networks

IT Staff

MasterBlueprint

TrainingDesign &

Plan

TrainingMaterial

ReleaseNotification

ReleaseNotification

Delivery/SupportTraining

Delivery/SupportTraining

TestFeedback

End UserAcceptance

End UserTraining

ReleaseNotification

ReleaseNotification


ControlledRelease

Production TestSetup

End UserAcceptance Test Setup

IncidentManagement




Software Control & Software Control & Distribution ObjectivesDistribution Objectives

Safeguard all software and related itemsSafeguard all software and related items

Ensure that only tested/correct versions of Ensure that only tested/correct versions of authorized software are in useauthorized software are in use

Right software, right time, right placeRight software, right time, right place


Software Control and

Distribution

Control of the Definitive Software

Library (DSL)

Oversee build of thesoftware releases

Define the release policies

Carry out S/W audits(using CMDB)

Manage the softwarereleases

Distributesoftware &

associated CIs

Software Control & Distribution TasksSoftware Control & Distribution Tasks


Definitive Software Library (DSL)Definitive Software Library (DSL)

Quality check(virus/license/

testing/complete)

Logical storage

Release build

Software and related

Configuration ItemsPhysical

distribution Physicalstorage

DSL


RFC

Authorize?

Build andtest

software

Test buildthe

release

Implement

Release?

DSL

V 1.0

V 1.1

CMDB

V 1.0 operational and also in the DSLV1.1d untrusted In test

V 1.0 operational and also in the DSL. Build approval given. V 1.1a (based on V1.0)untrusted in development

V1.0 operational and also in the DSLV 1.1 released through the DSL for release build test

V 1.0 operational and also in the DSL (update scheduled)V 1.1 trusted build in DSL

Release approval given.V 1.1 operational and also in the DSLV1.0 archived in the DSL

Test Build Environment

Production Environment

Test Environment

Development EnvironmentV 1.1a-d

V 1.1d

QA

Distribute

Copy

Deliver

Distribute

Release and Distribution ProcessRelease and Distribution Process



Software ReleasesSoftware Releases

Releasepolicy

Releaseunit

Full / Package / Delta release

Releasenumbering

Releasefrequency

Emergencychange


SC & D EssentialsSC & D Essentials

ObjectivesObjectives– Safeguard software Configuration Items (CIs)Safeguard software Configuration Items (CIs)– Ensure only tested, authorized software is in the live environmentEnsure only tested, authorized software is in the live environment

TasksTasks– Control DSL, define release, build release, manage release, Control DSL, define release, build release, manage release,

distribute s/w CIs, software auditsdistribute s/w CIs, software audits DSLDSL

– Reliable versions of software Logical / physical storage Reliable versions of software Logical / physical storage ReleasesReleases

– Release unit, Full/package/delta releases, Numbering, FrequencyRelease unit, Full/package/delta releases, Numbering, Frequency Version controlVersion control

– Development, testing, live, archiveDevelopment, testing, live, archive ProcessProcess

– Software Control & Distribution (operational)Software Control & Distribution (operational)– Change Management (control)Change Management (control)– Configuration Management (control & administration)Configuration Management (control & administration)



Physically store all operational software in a Definitive Physically store all operational software in a Definitive Software Library (DSL).Software Library (DSL).

Distribute all software from the DSL.Distribute all software from the DSL. Integrate SC&D with Configuration Management, Change Integrate SC&D with Configuration Management, Change

Management and Process Integration.Management and Process Integration. Control all software by release, version, and package Control all software by release, version, and package

policies.policies. Separate the SC&D process from the management of the Separate the SC&D process from the management of the

process.process. Include all procured software in SC&D's control.Include all procured software in SC&D's control.



Business BenefitsBusiness Benefits The ability to maintain consistent software over many locationsThe ability to maintain consistent software over many locations Detection and elimination of incorrect versions / unauthorized copiesDetection and elimination of incorrect versions / unauthorized copies Guaranteed quality of 'live' softwareGuaranteed quality of 'live' software Ensures that errors corrected in one release do not return in a later releaseEnsures that errors corrected in one release do not return in a later release Better coordination of releases to avoid errorsBetter coordination of releases to avoid errors Software assets are properly and securely safeguardedSoftware assets are properly and securely safeguarded Ability to build and control software used at remote sites from a central Ability to build and control software used at remote sites from a central

locationlocation Reduced likelihood of illegal copies of softwareReduced likelihood of illegal copies of software Reduced opportunities for unnoticed introduction of viruses or other Reduced opportunities for unnoticed introduction of viruses or other

malicious softwaremalicious software Baseline and trusted versions of software available for fall-back reversionsBaseline and trusted versions of software available for fall-back reversions




Establishing version and release policies with Establishing version and release policies with outside vendorsoutside vendors

Attempts to implement software outside of Attempts to implement software outside of procedureprocedure

Creating definitive software libraryCreating definitive software library Integrating DSL into an automated distribution Integrating DSL into an automated distribution

environmentenvironment Ensuring no circumvention of numbering policyEnsuring no circumvention of numbering policy Excessive over-ruling for strategic expedienceExcessive over-ruling for strategic expedience




Availability ManagementAvailability Management


Availability Management Availability Management ObjectivesObjectives

To predict, plan for and manage the availability of services by To predict, plan for and manage the availability of services by ensuring that:ensuring that:– All services are underpinned by sufficient, reliable and All services are underpinned by sufficient, reliable and

properly maintained CIsproperly maintained CIs– Where CIs are not supported internally there are appropriate Where CIs are not supported internally there are appropriate

contractual arrangements with third party supplierscontractual arrangements with third party suppliers– Changes are proposed to prevent future loss of service Changes are proposed to prevent future loss of service

availabilityavailability Only then can IT organizations be certain of delivering the levels Only then can IT organizations be certain of delivering the levels

of availability agreed with customers in SLAsof availability agreed with customers in SLAs


Aspects of AvailabilityAspects of Availability– reliability;reliability;

MTBF - average up-timeMTBF - average up-time

– resilience; resilience; freedom from failure freedom from failure

– maintainability;maintainability; ability to keep IT in operation - OLAs ability to keep IT in operation - OLAs

– serviceability;serviceability; underpinning contractsunderpinning contracts

– planning;planning;

– monitoring and reporting.monitoring and reporting.

– securitysecurity


Incident Incident

Detection

Diagnosis

Repair

Recovery

Restoration

Time

MTTR - Mean Time To Repair (Downtime)=Maintainability

MTBSI - Mean Time Between System Incidents=Reliability

MTBF - Mean Time Between Failures

(Uptime)=Availability

The Incident Life-cycleThe Incident Life-cycle


“An IT service is not available

to a customer if the functions that customer

requires at that particular location

cannot be used

although the agreed conditions under which the IT

service is supplied are being met”

NB Simplistic calculation of % availability in the ITIL book is

Agreed Service Hours - Downtime 100

Agreed Service Hours 1

But what does 98% Availability really mean ?

X

When the customer cannot workWhen the customer cannot work


Available only if both work =

A x A =

0.9 * 0.9 = 0.81 or 81%

Avail = 90%

Monitor CPU

Avail = 90%

In Series

Available = 1 - Not Available =

1 - both down =

1 - (A Down) x (B Down) =

1- 0.1 * 0.1 = 0.99 or 99%

Avail = 90%

Disk B

Disk A

Avail = 90%

In Parallel

Availability formula - series Availability formula - series and paralleland parallel


Availability Management EssentialsAvailability Management Essentials

PurposePurpose– Plan and manage CI availabilityPlan and manage CI availability

ScopeScope– Hardware, software, environment, etc.Hardware, software, environment, etc.

Assessing riskAssessing risk Calculating availabilityCalculating availability

– MTBSI, MTTR, MTBFMTBSI, MTTR, MTBF– % availability formulae% availability formulae

AspectsAspects– ReliabilityReliability– MaintainabilityMaintainability– Resilience Resilience – ServiceabilityServiceability– SecuritySecurity



Determine reliability and serviceability requirements Determine security requirements Determine contingency requirements Analyze service availability risks Conduct gap analysis Develop buy vs. build recommendations

Develop buy vs. build specifications Establish supplier relationships Analyze availability performance Propose service improvements Conduct supplier review Rehears and review contingency plan



Availability ManagementAvailability ManagementProcess Relationship MapProcess Relationship Map

Availability Management ChangeManagement



Service Planning

Trigger

Input/Output

RFC

Workorder

WorkorderStatus


Calendar

CapacityManagement

ServicePerformance

Data

CostData

CI Attributesand

Relationships

CustomDesign

Specification

AvailabilityDesigns &

Plans

CostManagement

Supplier

SupplierCapabilities

OLAs

SupplierPerformance

Review


Plans

ITArchitecture

InternalDesign

Specification


PlansDesign

FeedbackExternalDesign

Specification

ServiceReviewCycle




Separate design from measurementSeparate design from measurement Don’t separate it from contingency planning & Don’t separate it from contingency planning &

control. That in a way also is Availability control. That in a way also is Availability ManagementManagement

Use in cooperation with capacity, cost, and Use in cooperation with capacity, cost, and contingency managementcontingency management

Let this process set the norms for measurement.Let this process set the norms for measurement.


Calculating the Cost of Calculating the Cost of UnavailabilityUnavailability




Serviceability & ReliabilityServiceability & ReliabilityTaken from the CCTA ITIL



Business BenefitsBusiness Benefits Accurate baseline metrics, leading to more practical and accurate Accurate baseline metrics, leading to more practical and accurate

Service Level Agreements (SLAs)Service Level Agreements (SLAs) Accurate statistics leading to better supplier relations and supportAccurate statistics leading to better supplier relations and support Improved quality and manageability of the IT infrastructure.Improved quality and manageability of the IT infrastructure. Improved end user services by designing and meeting specific Improved end user services by designing and meeting specific

availability targets (SLAs)availability targets (SLAs) Improved service levels because of a proactive, rather than Improved service levels because of a proactive, rather than

reactive, approach to problemsreactive, approach to problems Stronger cost justification and cost effectiveness of ITStronger cost justification and cost effectiveness of IT




Cost of Availability Management considered Cost of Availability Management considered overhead and too expensiveoverhead and too expensive

Difficult to quantify and cost users' availability Difficult to quantify and cost users' availability requirementsrequirements

Hard to find experienced IT professionalsHard to find experienced IT professionals Many tools needed to quantify baseline dataMany tools needed to quantify baseline data Dependency on suppliersDependency on suppliers Understanding the IT infrastructureUnderstanding the IT infrastructure




Contingency PlanningContingency Planning


Many businesses fail within a year of suffering a major IT disaster!

Why Plan?Why Plan?

Increased business dependency on ITIncreased business dependency on IT Reduced cost and time of recoveryReduced cost and time of recovery Cost to customer relationshipCost to customer relationship SurvivalSurvival


Contingency Planning TasksContingency Planning Tasks

Value ofAssets

RisksRisk analysis

Risk management

Vulnerabilities

Countermeasures

Threats

Planning for potential

disasters

Managing a disaster


The nine ITIL optionsThe nine ITIL options

1.1. Do nothing Do nothing

2.2. Clerical back-upClerical back-up

3.3. Reciprocal arrangementReciprocal arrangement

4.4. Fortress approachFortress approach

5.5. Cold start fixedCold start fixed

6.6. Cold start portableCold start portable

7.7. Hot start internalHot start internal

8.8. Hot start externalHot start external

9.9. Hot start mobileHot start mobile


The seven sections of the planThe seven sections of the plan

1.1. AdministrationAdministration

2.2. The IT infrastructureThe IT infrastructure

3.3. IT infrastructure management & operating IT infrastructure management & operating proceduresprocedures

4.4. PersonnelPersonnel

5.5. SecuritySecurity

6.6. Contingency siteContingency site

7.7. Return to normalReturn to normal


Test and Review Test and Review Initially then every 6 to 12 months and after each disasterInitially then every 6 to 12 months and after each disaster Test it under realistic circumstancesTest it under realistic circumstances Move / protect any live services first!Move / protect any live services first! Review and change planReview and change plan What changes? New, more, less of:What changes? New, more, less of:

– Customers / services / SLRs / risks /Customers / services / SLRs / risks /

– Dependencies / assets / CIs / staff /Dependencies / assets / CIs / staff /

– Contracts / SLAs / countermeasures / ..…Contracts / SLAs / countermeasures / ..…

ALL change to be via the Change Advisory BoardALL change to be via the Change Advisory Board


Contingency Planning EssentialsContingency Planning Essentials

Disasters will happen and will affect services!Disasters will happen and will affect services! Assets/Threats/Vulnerabilities/Risks/CountermeasuresAssets/Threats/Vulnerabilities/Risks/Countermeasures Part of service planning & designPart of service planning & design The Contingency PlanThe Contingency Plan

– Assists in fast, controlled recoveryAssists in fast, controlled recovery– Must be given wide but controlled accessMust be given wide but controlled access– Contents (incl. Admin, Infrastructure, People, Return to Contents (incl. Admin, Infrastructure, People, Return to

normal)normal)– Options (incl. Cold & Hot Start)Options (incl. Cold & Hot Start)– Must be tested regularly - without impacting the live serviceMust be tested regularly - without impacting the live service


Component Failure AnalysisComponent Failure AnalysisTaken from the CCTA ITIL




Integrate with and base on thorough Risk Integrate with and base on thorough Risk Analysis and Management activitiesAnalysis and Management activities

Apply the "If it's not worth protecting, it's not Apply the "If it's not worth protecting, it's not worth doing!" approachworth doing!" approach



Reduction the number of break and disasters that occurReduction the number of break and disasters that occur Reduction the impact of disasters that do occurReduction the impact of disasters that do occur Increased ability to recover from IT disasters in a Increased ability to recover from IT disasters in a

controlled mannercontrolled manner Reduction of lost time, providing greater continuity of Reduction of lost time, providing greater continuity of

service to usersservice to users Minimal interruption to businessMinimal interruption to business




Gaining commitment to staffing a Contingency Gaining commitment to staffing a Contingency Planning teamPlanning team

Constrained to testing the plan on a production Constrained to testing the plan on a production systemsystem

Contingency Planning not included in Contingency Planning not included in departmental budgetsdepartmental budgets




Capacity ManagementCapacity Management


To determineTo determine

the the right, cost justifiable, capacityright, cost justifiable, capacity of of IT resourcesIT resources

such thatsuch that

the Service Levels agreed with the the Service Levels agreed with the businessbusiness

are achieved at the are achieved at the right timeright time

Capacity Management ObjectiveCapacity Management Objective



Inventory service resources Characterize service workloads and demands Configure capacity profile Determine capacity requirements Conduct gap analysis

Develop buy vs. build recommendations Develop buy and build specifications Analyze workload performance Propose service improvements Manage service demand



Capacity ManagementCapacity ManagementProcess Relationship MapProcess Relationship Map

Capacity ManagementAvailability

ManagementCost

ManagementAvailabilityDesigns &

Plans

CapacityDesigns &

Plans

ServiceReviewCycle

Service Planning

CapacityAnalysis Capacity

Design &Plan

DesignFeedback

ExternalDesign

Specification


ITArchitecture



ServiceCost Data

PerformanceData

ChangeManagement

RFC

Workorder


Calendar

Trigger

Input/Output



Management of Service and Management of Service and ResourcesResources

Tuning

Implementation

Monitoring

Analysis

SLM Thresholds SLM ExceptionReports

CapacityManagement

Database(CDB)

ResourceUtilisation

Thresholds

Resource UtilisationException Reports




Capacity Management - tasksCapacity Management - tasks

CDB

PERFORMANCEMGMT

RESOURCEMGMT

DEMANDMGMT

WORKLOADMGMT

businessneeds

workloadforecast

resourceschedule

- internal and external financial data

- usage data- SLM data/response

times

CAPACITYPLAN



Capacity ManagementCapacity Management Sub-Processes Sub-Processes

Demand ManagementDemand Management Workload ManagementWorkload Management Resource ManagementResource Management Performance ManagementPerformance Management Capacity PlanningCapacity Planning


Capacity Management EssentialsCapacity Management Essentials

From Customer Demands to ResourcesFrom Customer Demands to Resources Demand - , Workload- , Resource ManagementDemand - , Workload- , Resource Management Best Value for Money - Performance ManagementBest Value for Money - Performance Management Capacity PlanningCapacity Planning Defining Thresholds and MonitoringDefining Thresholds and Monitoring



Capacity requirements are demand-driven (linked Capacity requirements are demand-driven (linked to business) rather than reactive (derived from to business) rather than reactive (derived from technology issues)technology issues)

Focus on customer "owned" metricsFocus on customer "owned" metrics Basis in availability managementBasis in availability management Closely linked to cost managementClosely linked to cost management




Ability to create and manage Service Level Agreements Ability to create and manage Service Level Agreements (SLAs)(SLAs)

Reduced number of problems caused by lack of resourcesReduced number of problems caused by lack of resources Increased end user satisfactionIncreased end user satisfaction Increased system availability / resource utilizationIncreased system availability / resource utilization Improved capacity forecasting and budgeting capabilityImproved capacity forecasting and budgeting capability Improved scheduling for upgrades and hardware installsImproved scheduling for upgrades and hardware installs Improved negotiating positionImproved negotiating position




Skill levels of capacity management staffSkill levels of capacity management staff Complexity of tools and tool integrationComplexity of tools and tool integration Difficult to translate business requirements to system Difficult to translate business requirements to system

requirements to workloadsrequirements to workloads Over-expectations of possible savings from implementing Over-expectations of possible savings from implementing

capacity managementcapacity management Difficult to manage customer expectations with respect to Difficult to manage customer expectations with respect to

actual capacity and related costsactual capacity and related costs Difficult to translate vendor benchmark results into realistic Difficult to translate vendor benchmark results into realistic

capacity characteristics in the production environmentcapacity characteristics in the production environment




Cost ManagementCost Management


CostManagement

ChargingCosting

Cost ManagementCost Management


Costing ObjectivesCosting Objectives

To provide information about and control over To provide information about and control over the costs ofthe costs of

delivering IT services that support customers’ delivering IT services that support customers’ business needs.business needs.

Costing is a must!Costing is a must!


Input cost units Input cost units recommended by ITIL recommended by ITIL

Equipment Cost UnitsEquipment Cost Units (ECU)(ECU) Organization Cost UnitsOrganization Cost Units (OCU)(OCU) Transfer Cost UnitsTransfer Cost Units (TCU)(TCU) Accommodation Cost UnitsAccommodation Cost Units (ACU) (ACU) Software Cost UnitsSoftware Cost Units (SCU)(SCU)



Calculate expected service cost Analyze projected revenues Develop service budget Analyze service usage and cost Propose service improvements

Calculate invoice and bill customer Receive payment Establish cost and charging allocation structures Track financial assets Calculate total cost of ownership



Cost ManagementCost ManagementProcess Relationship MapProcess Relationship Map

Cost Management

CapacityManagement


Plans

Service Planning

CostAnalysis Service

Budget

ExternalDesign

Specification


IT Budget



Cost Data

Workorder

ChangeManagement

Calendar

Trigger

Input/Output



CapacityDesign &

Plan

CostAnalysis

DesignFeedback Cost

Analysis

ServicePerformance

Data

RFC

ServiceReviewCycle

BillingCycle

Customer(IT Mgmt)

ServiceInvoice

Payment



Different Cost TypesDifferent Cost Types

Fixed, unaffected by the level of usageFixed, unaffected by the level of usage Variable, varying according to the level of usageVariable, varying according to the level of usage Direct, usage specific to one serviceDirect, usage specific to one service Indirect or overhead, usage not specific to one Indirect or overhead, usage not specific to one

serviceservice Capital, not diminished by usageCapital, not diminished by usage Revenue or running, diminish with usage Revenue or running, diminish with usage


Charging ObjectivesCharging Objectives

Recover from customers the full costs of the IT Recover from customers the full costs of the IT services providedservices provided

Ensure that customers are aware of the costs Ensure that customers are aware of the costs they impose on ITthey impose on IT

Ensure that providers have an incentive to deliver Ensure that providers have an incentive to deliver an agreed quality and quantity of economic and an agreed quality and quantity of economic and effective serviceseffective services


Charging & Pricing OptionsCharging & Pricing Options

ChargingCharging No chargingNo charging Notional ChargingNotional Charging Actual ChargingActual Charging

PricingPricing Recover of costsRecover of costs Cost price plus Cost price plus Market pricesMarket prices


Cost Management EssentialsCost Management Essentials

CostingCosting– Knowing & understanding costs Knowing & understanding costs – Needed to manage changesNeeded to manage changes– Input cost units (Equip,Org,Trans,Accom,S/W)Input cost units (Equip,Org,Trans,Accom,S/W)– Input cost types (F/V, D/I, Cap/Rev)Input cost types (F/V, D/I, Cap/Rev)– Output business cost unitsOutput business cost units– Need for good estimates of business workloadsNeed for good estimates of business workloads

Charging (but not policy)Charging (but not policy)– Determine charges in SLAsDetermine charges in SLAs– Influence customer behaviorInfluence customer behavior– Charging does not affect costsCharging does not affect costs

GeneralGeneral– Sound stewardshipSound stewardship– Minimize risk in decision makingMinimize risk in decision making– Estimating, planning, budgetingEstimating, planning, budgeting– Targets & measuresTargets & measures


Cost Management ProcessCost Management Process

Service andScenario Planning

Capacity &WorkloadForecast

DefineStandardCost Units

DetermineChargingPolicy

DefinePricing Method

Service& Price List

DetermineMode ofCosting

IT Costing and Charging Plan

IT Balance Sheet IT P&L Statement

MonthlyIT Costs

CostAllocationsto Services

Query CMDBfor ServiceUsage byCustomer

DetermineService Budget

CalculateMonthlyCharges

Invoiceand ReceivePayment

Prepare Cost Analysis:Compare Plan versus Actuals

Customers

Customers

Value Chain




Clear distinction between costing and chargingClear distinction between costing and charging Linked to availability management, capacity Linked to availability management, capacity

management, and configuration managementmanagement, and configuration management Customer-based chargingCustomer-based charging Financing, benchmarking, and investments are Financing, benchmarking, and investments are

seen as important disciplinesseen as important disciplines



Business BenefitsBusiness BenefitsCosting helps the IT Services Manager to ...Costing helps the IT Services Manager to ... base decisions about the services to be provided on assessments of cost-base decisions about the services to be provided on assessments of cost-

effectiveness, service by serviceseffectiveness, service by services make more business-like decisions about IT services and their related make more business-like decisions about IT services and their related

investmentsinvestments provide information to justify IT expendituresprovide information to justify IT expenditures plan and budget with confidenceplan and budget with confidence understand the costs of failing to take advantage of strategic opportunities to understand the costs of failing to take advantage of strategic opportunities to

justify the required expenditure (thereby providing value-added productivity)justify the required expenditure (thereby providing value-added productivity) help the users understand the costs associated with the services that they help the users understand the costs associated with the services that they

utilizeutilize




Skill levels of cost management staff, especially finding Skill levels of cost management staff, especially finding professionals with accounting and IT experienceprofessionals with accounting and IT experience

Political aspects of cost allocationPolitical aspects of cost allocation Monitoring can be expensiveMonitoring can be expensive Difficult to identify and determine customer-based Difficult to identify and determine customer-based

chargescharges Integration across functions and tools is essential for Integration across functions and tools is essential for

real leveragereal leverage Lack of clear IS strategy and objectivesLack of clear IS strategy and objectives




Service Level ManagementService Level Management


Service Level ManagementService Level Management

By:By:– Knowing the requirements of the businessKnowing the requirements of the business– Knowing the capabilities of IT Knowing the capabilities of IT

Balance between:

Supply ofIT services

Demand forIT services


Service Level Management ObjectivesService Level Management Objectives

Business-like relationship between customer and supplierBusiness-like relationship between customer and supplier Improved specification and understanding of service Improved specification and understanding of service

requirementsrequirements Greater flexibility and responsiveness in service provisionGreater flexibility and responsiveness in service provision Balance customer demands and cost of services provisionBalance customer demands and cost of services provision Measurable service levelsMeasurable service levels Quality improvement (continuous review)Quality improvement (continuous review) Objective conflict resolutionObjective conflict resolution


Service Level Management TasksService Level Management Tasks

Customerrelationship

management Service LevelManagement

Service LevelRequirements

Monitor, Review & Report

ServiceCatalogue Service Level

Agreement

OperationalLevel Agreements

& Contracts

ServiceImprovement

Programs Service Specsheet

Service Quality Plan



Assess customer-specific service requirements Map standard services to requirements Define customer services Negotiate and document SLA Establish service performance cycle

Design custom services Analyze customer- specific service level performance Create customer reports Conduct service performance review Propose service improvements (customer- specific)



Service Level ManagementService Level ManagementProcess Relationship MapProcess Relationship Map

Trigger

Input/Output

RFC

Workorder

WorkorderStatus

Calendar

ExternalDesign

Specification

ServicePerformance

Data

CostData

CI Attributesand

Relationships

Customer(IT Mgmt)

SLAServiceLevel

Requirements

ActionItems

ServicePerformance

Review

CustomerReports

ServicePerformance

ReviewCycle

ReportingCycle

CustomDesign

Specification

CostAnalysis

CustomDesign

Specification

ReleaseNotification

CustomerReports

SLA

CustomerManagement

ChangeManagement


Service Level Management

ServicePlanning


CostManagement


Build &Test



Agreements and contractsAgreements and contracts

Contracts

Operational Level Agreements

Customer

IT Organization

Internal suppliers

Service Level Agreements

Hardware Software Environment Network

External suppliers

Underpinning Contracts

Service Catalogue

Service Quality Plan


Service LevelAgreement

Name, Date, Parties,

Signatures

Version Number, Dates, Contents,

SignaturesSLA Release

Management & Service Change procedures

Specification of Service Levels

(Specsheet)

Management reporting, Review

procedure

Parties involved, Roles &

responsibilities

Global Statements: Contacts, Escalation, Penalties, Definitions

Quality targets, Maintenance &

Support

Elements of a Service Elements of a Service Level AgreementLevel Agreement


Elements of a Service SpecsheetElements of a Service Specsheet

Name, Date, Parties,

Signatures

Service description, Date, Duration, Deliverables Service times,

Location, Terms of Delivery, Finance

Security, Backup & Recovery,

Contingencies

Procedures for: Signing, Changes, Delivery, Corrective action

Service Levels Availability,Performance

Information products & facilities supplied

Service Specsheet


Service Level Management Essentials (1)Service Level Management Essentials (1) We need to understand what we mean by “Service We need to understand what we mean by “Service

Management”Management” ObjectivesObjectives Improve service quality (customer dependence)Improve service quality (customer dependence)

– Measurable service levelsMeasurable service levels– Balance between customer demand and IT capabilitiesBalance between customer demand and IT capabilities

TasksTasks– Manage customer relationshipsManage customer relationships– Create / maintain Service CatalogueCreate / maintain Service Catalogue– Determine SLRs; Negotiate, prepare & monitor Service Charter, SLAs & Determine SLRs; Negotiate, prepare & monitor Service Charter, SLAs &

OLAs and Service Improvement/Quality plansOLAs and Service Improvement/Quality plans

Minimum requirements for an agreementMinimum requirements for an agreement– Period, service description, throughput, availability, response times, Period, service description, throughput, availability, response times,

signaturesignature


Service Level Management Essentials (2)Service Level Management Essentials (2) GeneralGeneral

– Ideally contracts are based on targets in the SLAIdeally contracts are based on targets in the SLA– SLAs must take account of underpinning contracts where these SLAs must take account of underpinning contracts where these

already existalready exist– SLAs can be organized by service or by customerSLAs can be organized by service or by customer

The new generation of service management tools allow SLAs The new generation of service management tools allow SLAs to overlap, usually defaulting to the higher level of service.to overlap, usually defaulting to the higher level of service.

– SLAs must be monitored regularly and reviewed regularlySLAs must be monitored regularly and reviewed regularly Monitor to see if service is being delivered to specificationMonitor to see if service is being delivered to specification Review to see if service specification is still appropriate.Review to see if service specification is still appropriate.


Best PracticesBest Practices Emphasize contribution to business success as opposed to IT realities.Emphasize contribution to business success as opposed to IT realities. Distinguish clearly between Service Level Management (process) and Distinguish clearly between Service Level Management (process) and

Service Level Agreements (contract).Service Level Agreements (contract). Base cost recovery on SLA as opposed to uniform charge-back.Base cost recovery on SLA as opposed to uniform charge-back. Construct SLAs with and for business units using common language.Construct SLAs with and for business units using common language. Implement Service Level Management to start at design and end with Implement Service Level Management to start at design and end with

measurement of a service.measurement of a service. Establish SLAs only within the context of a Service Level Management Establish SLAs only within the context of a Service Level Management

discipline.discipline. Formulate contractual relationships with (internal) suppliers to be consistent Formulate contractual relationships with (internal) suppliers to be consistent

with SLAs.with SLAs.



Business BenefitsBusiness Benefits Establish more business-like relationships through measurable and realistic Establish more business-like relationships through measurable and realistic

service level agreements.service level agreements. Accurately balance the service requirements of customers against the costs Accurately balance the service requirements of customers against the costs

and complexity of providing those services.and complexity of providing those services. Accurately specify IT resources.Accurately specify IT resources. Reduce unpredictable demand.Reduce unpredictable demand. Cut procurement costs through better information for on time negotiations Cut procurement costs through better information for on time negotiations

with suppliers.with suppliers. Establish baseline for service improvements for greater customer Establish baseline for service improvements for greater customer

satisfaction.satisfaction. Facilitate quick and objective resolution of disputesFacilitate quick and objective resolution of disputes



Common RoadblocksCommon Roadblocks Customers have difficulty identifying requirementsCustomers have difficulty identifying requirements IT has difficulty identifying the customerIT has difficulty identifying the customer Necessary disciplines are often not in place or not integrated with Necessary disciplines are often not in place or not integrated with

Service Level ManagementService Level Management Differences between costing and charging not always appreciated by Differences between costing and charging not always appreciated by

internal clientsinternal clients Investment often in a broad-based budget and not focused on a Investment often in a broad-based budget and not focused on a

specific SLA, makes improvement difficultspecific SLA, makes improvement difficult Managers often over-ambitious but not willing to invest in Managers often over-ambitious but not willing to invest in

underpinning processesunderpinning processes Lack of discipline in support teamsLack of discipline in support teams




Process ManagementProcess Management


Process Management Process Management Concepts/TermsConcepts/Terms

The integration of people, information, equipment, and procedural structuresto ensure conformance to objectives in an economical manner.The integration of people, information, equipment, and procedural structuresto ensure conformance to objectives in an economical manner.

• Process Ownership• Process Ownership Assign responsibility Assign responsibility

• Process Definition, Design and Documentation• Process Definition, Design and Documentation Understand the way in which value is added Understand the way in which value is added

• Process Measurement• Process Measurement Measure conformance to user requirements Measure conformance to user requirements

• Process Control• Process Control Ensure that outputs meet specifications Ensure that outputs meet specifications

• Continuous Process Improvement• Continuous Process Improvement Defect removed defect cause removed Defect removed defect cause removed

• Process Optimization• Process Optimization Increased productivity and efficiency Increased productivity and efficiency



The Target Solution...The Target Solution...The Target Solution...The Target Solution...

““A business-driven approach to reengineering IT, focused on delivering A business-driven approach to reengineering IT, focused on delivering IT services to business users at agreed upon service quality and cost IT services to business users at agreed upon service quality and cost targets”targets”

““A business-driven approach to reengineering IT, focused on delivering A business-driven approach to reengineering IT, focused on delivering IT services to business users at agreed upon service quality and cost IT services to business users at agreed upon service quality and cost targets”targets”

IT Service ManagementIT Service Management

Bringing together...Bringing together...• People• Process• Technology

• People• Process• Technology



The Target SolutionThe Target SolutionThe Target SolutionThe Target Solution

PEOPLE

PROCESS

TECHNOLOGY

• Elimination of organizational “silos”• Increasing staff proficiency through comprehensive education

• Increased efficiency and flexibility through well-defined and measurable IT processes

• Automating processes with proven technology

• Managing services to your customers, NOT technology to your users!

• Managing services to your customers, NOT technology to your users!

• Defining the business IT wants to be in• Defining the business IT wants to be in

• Defining a sourcing portfolio• Defining a sourcing portfolio

Three Critical Elements!Three Critical Elements!



The Importance of ProcessThe Importance of Process It’s all about process STABILITY! It’s all about process STABILITY!

What do Customers Want?What do Customers Want?

• An IT environment that is stable

• An IT environment that can be continuously improved

• An IT environment that is stable

• An IT environment that can be continuously improved



The Importance of ProcessThe Importance of Process What is meant by process STABILITY? What is meant by process STABILITY?

In general terms:In general terms:

• A process of which the outcome is predictable• A process of which the outcome is predictable

In ITSM terms:In ITSM terms:

• A predictable level of service (e.g., uptime, response time, no. of incidents, etc.)• A predictable level of service (e.g., uptime, response time, no. of incidents, etc.)



The Importance of ProcessThe Importance of Process Why is process STABILITY important? Why is process STABILITY important?

Stable IT processes means:Stable IT processes means:

• Service levels can be negotiated

• Staff focus can move from “defense” towards process improvement

• forecasting can now be done in earnest

• Service levels can be negotiated

• Staff focus can move from “defense” towards process improvement

• forecasting can now be done in earnest



The Importance of ProcessThe Importance of Process Think about it! Think about it!

• Most organizations recognize the importance of stability and continuous improvement

• And many organizations actively try to achieve stability and improve on a continuous basis

• But – only the most advanced organizations are capable of achieving and maintaining stability, and improving their performance

• Most organizations recognize the importance of stability and continuous improvement

• And many organizations actively try to achieve stability and improve on a continuous basis

• But – only the most advanced organizations are capable of achieving and maintaining stability, and improving their performance



The Importance of ProcessThe Importance of ProcessThe Importance of ProcessThe Importance of Process

Why Technology Alone is not a SolutionWhy Technology Alone is not a Solution Why Technology Alone is not a SolutionWhy Technology Alone is not a Solution

SituationSituation

Remember - If you can't measure it, you can't improve it!Remember - If you can't measure it, you can't improve it!

Undefined processes

Poor process linkages

Vague processes

Unclear roles & responsibilities

Multiple reworks, false startsMultiple reworks, false starts

Communication breakdownsCommunication breakdowns

Inconsistent service deliveryInconsistent service delivery

Accountability failureAccountability failure

OutcomeOutcome



Addressing a Single ProcessAddressing a Single Process

Develop ProcessManagement Plan

Develop ProcessManagement Plan

Map the CurrentProcess

Map the CurrentProcess

Define CustomerRequirements &

Measures

Define CustomerRequirements &

Measures

Monitor ProcessPerformance

Monitor ProcessPerformance

Look for ImprovementOpportunities

Look for ImprovementOpportunities

Prepare ProcessImprovement Plan

Prepare ProcessImprovement Plan

Perform ProcessImprovement



Data Driven DecisionsData Driven Decisions

““If you don’t measure it, you can’t manage it”If you don’t measure it, you can’t manage it” ““If you don’t measure it, you can’t improve it”If you don’t measure it, you can’t improve it” ““If you don’t measure it, you probably don’t care”If you don’t measure it, you probably don’t care” ““If you can’t influence it, then don’t measure it”If you can’t influence it, then don’t measure it” ““Not everything that can be measured counts, not Not everything that can be measured counts, not

everything that counts can be measured”everything that counts can be measured”



Change

Management

Computer

Installation &

Acceptance

Defining

& Testing a

Marketable

IT Service

Software

Control &

Distribution

Problem Management

Help

Desk

Computer

Operations

Unattended

Operations

Network

Management

Systems

Management


Service

Level

Management

Facilities

ManagementCustomer

Liaison

Third

Party

Maintenance

Cost Management for IT Services

Availability

Management

Capacity

Management

Contingency

Planning &

Management

Quality

Management

for IT Services

Software

Lifecycle

Support

Infrastructure

Architecture

Design & Policies

IT Services Organization

Planning & Control

for IT Services

Managing Supplier

Relationships

OPTIMAL

MANAGE

D

DEF

INED

RE

PEAT

INITIAL

Continuous Process

Improvement

Service

Quality

Measured Processes

(Quantitative)

Processes Defined

& Institutionalized

(Qualitative)

Process Dependent On

Individual Initiative

(Intuitive)

Anarchy

(Ad hoc/Chaotic

RISK

BUSINESS VISION - GOALS - OBJECTIVES

IT Process Maturity &IT Process Maturity &Service EvolutionService Evolution



Process Management EvolutionProcess Management Evolution

Stage 1: Functional automation:Computer systems automate functions independently

High

PotentialBusinessImpact

Low

Stage 2: Cross-functional integration:Computer systems are integrated butfunctional organization persists

Business Process and Organizational change HighLow

Stage 3: Process management: Functional organization is supplemented by direct management of processes,

enabled by IT

Stage 4: Process redesign: IT enables processes to be

redesigned

Stage 5: Business redesign: IT enables business to be redesigned



Implementation ChallengesImplementation ChallengesProcess DesignWhat You Don't See is Critical

Values &Beliefs

InformationArchitecture& SystemsOrganizational

Structures

ChangeReadiness Leadership

RetrainingReward &MeasurementSystems

NewBusinessProcesses

Job Definitions



From IT to Utility…. From IT to Utility…. Implementation ChallengesImplementation Challenges

Loss of AutonomyLoss of Autonomy Decisions must be made in light of the environment as a wholeDecisions must be made in light of the environment as a whole

Increase in AccountabilityIncrease in Accountability Accountable for service level impact of decisions on environment as a Accountable for service level impact of decisions on environment as a

wholewhole

Shift in Power from Application to InfrastructureShift in Power from Application to Infrastructure Application providers must plug into the known state infrastructure and do Application providers must plug into the known state infrastructure and do

not have the power to change it at willnot have the power to change it at will

Changes to Employee Value PropositionChanges to Employee Value Proposition change from paying the best fire fighters the most to those who proactively change from paying the best fire fighters the most to those who proactively

prevent fires from occurring in theprevent fires from occurring in the first place - (911 to 411)first place - (911 to 411)




Questions and AnswersQuestions and Answers

hewlett-packard company confidential copyright 2000 all rights reserved - do not copy...

Documents

service provision n

ccta itil slide

service management overview

7x24 n

nature n

n rewrite

n need

new itil