itil v3 presentation.ppt

8/14/2019 ITIL v3 Presentation.ppt

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formation

chnologyVersion 3.0

frastructure

Library


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Introduction to ITIL

Service Management

A set of specialized organizational capabilities forproviding value to customers in the form of

services

and

A set of Functions and Processes for managing

Services over their Lifecycle

ITIL (the IT Infrastructure Library)

Widely accepted approach to ITSM

Comprehensive and consistent set of best

practices

Quality approach

Effective and efficient utilization of IT systems

Good Practice Vs Best Practice


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Introduction to ITIL

Information Technology Infrastructure Library First

published by Office of Government Commerce - OGC Created

in 1980s to improve ITSM at UK Central Government Updated

to V2 in 2000/2001

- Improved for International audience - New

types of service delivery Updated to V3 in

2007-

Lifecycle model

- Greater focus on strategy and business outcomes


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Functions, Roles and Processes

Function:

A team or group of people and the tools

they use to carry out one or more processes or

activities

Roles:

A set of responsibilities, activities and

authorities granted to a person or team

Processes:

A process is a sequence of activities

combined to achieve a certain goal. A process

takes defined inputs and turns them into

defined outputs


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Process

ProcessProcessProcess Control ObjectivesOwners

Process Process

Documentation Feedback

Process

Activities AndInput OutputSub-Processes

Process Enablers

Role basedResources Roles responsibilities


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Process - Characteristics

Data, information

& knowledge

Suppliers Process Desired

Outcome

CustomerActivity 1 Activity 2 Activity 3

Service control & quality

Trigger

It is measurable

It delivers specific results

Primary results are delivered to customers or

stakeholders

It responds to specific events


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The Service Lifecycle

Why Lifecycle?

Building on a great practice base

Managing services from cradle to grave

Removing process silos

Reflecting the public feedback for

holistic lifecycle focus

The Service Lifecycle

Service Strategy

Service Design

Service Transition

Service Operation

Continual Service Improvement


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Service Strategy

Service:

A service is a means of delivering value tocustomers by facilitating outcomes customers

want to achieve without the ownership of

specific costs and risks.

Service Strategy:

Shows the organizations how to transform Service Management into strategic asset and to

then think and act in a strategic manner

Helps clarify the relationships between various services, systems or processes and the

business models, strategies or objectives they support


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Service Management as a Practice

Operational efficiency is necessary but not sufficient.

Service strategies are required to create long-term value for Customers andStakeholders.


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Service Design

Definition:

The design of appropriate and innovative

IT services, including their architectures,

processes, policies and documentation to

meet current and future agreed business

requirements

Service Design:

Provides guidance for the design and development of services and service managementprocesses

The scope includes new services, changes and improvements necessary to increase or

maintain value to the customers over the lifecycle of services


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Scope of Service Design

Design of:

New and changed servicesService Portfolio and Service Catalog

Technology architecture and management systems

Processes required

Measurement methods and metrics


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Scope of Service Design

Value to business of SD

Reduced total cost of ownership (TCO) Improved quality & Consistency of service

Easier implementation of new/changed services

Improved service alignment

More effective service improvement

Improved IT governance

Improved information and decision making


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Service Transition

Service Transition:

Plan and implement the deployment of allreleases to create a new service or improve

an existing service

Assure that the proposed changes in the

service design package are realized

Successfully steer releases through

testing and into live environment

Transition servicesto/from other

organizations

Decommission or terminate services


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Scope of Service Transition

Scope of ST:

Management and coordination of processes, systemsand functions to:

- Package, build, test and deploy a release intoproduction

- Establish the service specified in the customer andstakeholder requirements

Value to business of ST

Management of mergers, de-mergers, acquisitions, transfer of services

Higher success rate of changes and releases

Better prediction of service levels and warranties

More confidence in governance and compliance Better

estimating of resource plans and budgets Improved

productivity of business and IT Timely savings

following disposal or de-commissioning Reduced level

of risk


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Service Operation (SO)

Service Operation:

Coordinate and carry-out day to day

activities and processes to deliver and

manage services at agreed levels

Ongoing management of the technology

that is used to deliver and support

services

Where the plans, designs and

optimizations areecuted and

measured


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Scope of Service Operation

Scope of SO:

Ongoing management of: -

The services themselves

- The Service Management processes

- Technology

- People Value to business of SO

Where actual value of strategy, design and

transition are realized by the customers and users

Achieving balance (Conflicting Motives)

IT Services v Technology

Stability v Responsiveness

Quality of Service v Cost of Service

Reactive v Proactive

Value of communication

Good communication is important across allphrases of the service lifecycle but so particularlyin SO

Good communication is needed between all ITSMpersonnel and with users/customers/partners

Issues can be often mitigated or avoided throughgood communication

All communication should have: -Intended

purpose and/or resultant action

-Clear audience, who should be involved indeciding


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Continual Service Improvement (CSI)

Service Operation:

Aims to continually align / Realign IT services tochanging business needs by identifying and

implementing improvements

Continually looking for ways to improve

process efficiency and effectiveness as well as

cost effectiveness


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Scope of Continual Service Improvement

Scope of CSI:

Overall health of ITSM as a discipline and of the

services

Alignment of the service portfolio with businessneeds

Maturity of processes

Value to business of CSI

Improved service quality, higher availability

Gradual cost reduction and better cost-justification

Better information about existing services andareas for improvement

Better business/IT alignment

Increased flexibility and adaptability

Improved communication

ROI/VOI


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Key Principles, Models & Concepts

Service Provider

RACI Model

Process Owner

Service Owner

Suppliers & Contracts

Service Portfolio

Service Catalog

k Management Analysis


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Service Provider

An organization supplying

services to one or more internal

or external customers


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RACI Model

A RACI model can be used to define roles and responsibilities

It identifies the activities that must be performed alongside the various individuals and roles

involved

RACI is an acronym for the four main roles of:

- Responsible: The person or people responsible for getting the job done -

Accountable: Only one person can be accountable for each task -

Consulted: The people who are consulted and whose opinions are sought -

Informed: The people who are kept up-to-date on progress

TaskTask IMSupport Towers SDOperations Team

No

1 Ticket creation & initial severity assessment I R AR R

2 Severity re-assessment / upgrade / downgrade I R NA NA

3 Ticket reassignment C R NA NA

4 Status update content C R NA I

5 Ticket update and closure I R AR I


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Process Owner

Responsible for:

Assisting with Process Design

Documenting the process

Making sure the process is being

performed as documented

Making sure the process meets its aims

Monitoring and improving the process

over time


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Service Owner

The Service Owner is responsible to the

Customer for a particular service -

Initiation and transition

- Ongoing maintenance and support

- Monitoring and reporting

- Identifying improvement

opportunities

- Prime customer contact


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Suppliers and Contracts

Supplier

- A third party responsible for

supplying goods or services - These

are required by the service provider

to enable them to deliver services

Contract

- A legally binding agreement between

two or more parties to supply goods

or services


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Service Portfolio

Service Knowledge Management System

Service Portfolio

Service Lifecycle

Service StatusService

Requirements Pipeline

Defined

Analyzed

Approved

Chartered

Designed

Customers/Users onlyDeveloped Service

allowed access toBuild Catalogueservices in this rangeTest

Release

OperationalRetired

RetiredServices


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Service Catalog

Part of Service Portfolio

Services available for deployment or use

Information to be shared with customers

Business Service Catalog

- Services of interest to customersTechnical Service Catalog

- Underpinning services of interest to IT


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Risk Management and Analysis

Define a framework

Embed and review Identify the risks

Gain assurance about Identify probable risk

effectiveness owners

Implement responses Evaluate the risks

Set acceptable levels of

risk

Define a framework

Risk Management Risk Assessment


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A Lifecycle Stage at Work


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Non-Linear Process


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Service Strategy


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Service Strategy

Key Concepts:

- Utility and Warranty

- Value Creation

- Service Provider

- Delivery Model Options

- Service Model

Processes:

- Service Portfolio Management (SPM)

- Demand Management

- Financial Management


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Service Strategy - Utility and Warranty

Utility and Warranty define services and work together to create value for thecustomer

Utility:

- What does the service do?

- Functional requirements -

Features, inputs, outputs -

fit for purpose

Warranty:

- How well does the service do it? -

Non-functional requirements -

Capacity, performance, availability -

fit for use


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Service Strategy

Value Creation

Increase in

possible gainsReturn on from the

assetsperformance ofcustomer assets.

Service

PerformanceUtilityaverage

Performance ofcustomer assets

Performance

WarrantyVariation


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Service Strategy - Service Provider

An organization supplying services to one or more internal customers or externalcustomers

Type 1:

- Internal

edded in the business unit it serves

Type 2:

- Shared

de services to multiple business unitsType 3:

- External

ovide services to many customers


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Service Strategy - Delivery Model options

DeliveryDescription

Strategy

In-sourcingUtilizing internal organizational resources for all stages in the lifecycle

OutsourcingUtilizing the resources of an external organization (s)

he combination of In-sourcing and Outsourcing to co-source key elements

Co-sourcing within the lifecycle

Partnership orFormal arrangement between 2 or more organizations to work together.Multi-sourcingcus on strategic partnerships to leverage expertise or market opportunities

Business Processormal arrangement between two organizations to relocate and manage onOutsourcing (BPO)entire business function (payroll or call-center) from a low-cost location

Formal agreement with an Application Service Provider (ASP) to provideApplication Serviceshared computer based services over a network (Sometimes called on-Provision

demandsoftware/application)

Knowledge Processrovision of domain based processes and business expertise requiringOutsourcing (KPO)advanced analytical and specialist skills from the outsourcer


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Service Strategy - Service Model

phical representation of theonents that make up a service

nts workflow and dependencies

Used to support design, analysis andcommunication


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Service Strategy - Main Activities

Define the market

- Evaluate the services you could potentially offer, and who you may be able to

offer them to!

Develop the offerings

-Continue to formulate the services you think it will be worthwhile pursuing

- Utility and Warranty are considered at this stage

Develop strategic assets

-Look for opportunities to exploit your services and capabilities (to allow moreservices to more customers)

-Develop Service Management to that it becomes a strategic asset

Prepare for execution

- Take all the necessary steps to ensure that we are ready to go ahead and it isworthwhile doing so


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Service Strategy

Service PortfolioManagement


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gy - Service Portfolio Management

Objectives

Decide what services to offer

Understand

- Why should a customer buy these services? - Why

should they buy these services from us? Provide

direction to Service Design

- So they can manage and fully exploit the services into thefuture


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Basic Concepts

Business Service

that directly supports a business process

IT Service

-business does not think of in business context or semantics

Business Service Management

-management in terms of business processes and business

value

-approach for linking key IT components to the goals of the

you to understand and predict how technology impacts the

and how business impacts the IT infrastructure.

Project Charter

scope, objectives and participants in a project. It provides a

preliminary delineation of roles and responsibilities, outlines the project

objectives, identifies the main stakeholders, and defines the authority of the

project manager.


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Activities Service

Strategy

InventoriesDefine

Business Case

Value proposition

AnalyzePrioritization (Supply and

Demand)

Finalize Service PortfolioApprove

Authorize Services andResources

Communication DecisionsCharter

Resource allocation

Charter Services


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Roles

Product Manager

- Own and manage a set of related services -

Evaluate market opportunities and customer needs -

Create business cases

- Plan new service development programs

Business Relationship Manager - Identify and

document customer needs - Sources on

Demand

- Input to Service Catalogue


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Service Strategy

Demand Management


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ce Strategy - Demand Management

ives and business value

Understand customer requirements for services and how these varyover the business cycle

Ensure the provision of appropriate levels of service - By

varying provision or influencing customer demand

Ensure that the Warranty and Utility we offer matches the customerneeds


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ic Concepts (1 of 3)

Core Service- An IT service that delivers outcomesdesired by one or more customers

Supporting Service

- A service that enables or enhances a coreservice. For example

ctory service or a backup service


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n of Business Activity (PBA)

-Workload profile of one or more business activities

-Varies over time

-Represents changing business demands

User Profile

- Pattern of user demand for IT Services -

Each user profile includes one or more PBAs


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Service Package

Detailed description of a service

-Includes a service level package and one or more

core services and supporting services

upporting Level Package

- Defined level of utility and warranty for a particular

service package

- Designed to meet the needs of a PBA. For example

- Gold, Silver or Bronze service


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Roles

Business Relationship Manager -Document PBAs and user profiles

- Identify correct service level packages for their customers

- Identify unmet customer need

- Negotiate with Product Managers for creation of newservices


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Service Strategy

inancial Management


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e Strategy - Financial Management

ives and business value

Financial visibility and accountability Financial compliance and control

Enhanced decision making

Operational control

Value capture and creation

Understand the value of IT Services


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Service Valuation

Cost of providing the service

- Value to the customers receiving the service

Business Impact Analysis

- Understand the total lifecycle value and costs ofproposed new services or projects

Accounting- Keeping track of what has been spent, assigned to

appropriate categories


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Business Case

- A decision support and planning tool that predictsoutcomes of a proposed action

- Used to justify investments


- Understanding the financial cost of serviceoutages


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Roles

have some financial responsibility

Senior IT Management own budgets and are ultimately

responsible for decisions

Many organizations appoint a financial controller to oversee

day-to-day finances

Accounting department provides governance framework and

support


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Service Design


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ServiceDesign

What is Service Design?

ign of appropriate and innovative ITservices, including theirarchitectures,

processes, policies and documentation, to meet

currentand future agreed business

requirements

Service Design stage of the lifecycle starts with a set of new or changed business

requirements and ends with the development of a service solution designed to meet the

documented needs of the business


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Service Design


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Service Design

Five major aspects of ServiceDesign

The design of new or changedservices

The design of the Service

Portfolio, including the Service

Catalog

The design of the technologyarchitecture and management

systems

The design of the processes

The design of measurement

systems, methods and metrics

S i D i


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Service Design

cle - Inputs and Outputs

S i D i


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Service Design

Key concepts

Service Design Package

Details all aspects of a service through all

stages of its lifecycle

Requirements

Service Functional / Level /

Operational ManagementRequirements

Service Design and Topology

Organizational Readiness Assessment

Service Lifecycle Strategy

The SDP is passed from Service Design to

Service Transition for implementation

S i D i


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Service Design

Processes

Service Catalog Management

Service Level Management

Availability Management

Information Security Management

Supplier Management

Capacity Management

ervice Continuity Management


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Service CatalogManagement

i S i C t l M t


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ign - Service Catalog Management

Objectives

and manage an accurate Service Catalog

Provide a single source of consistent information on

all agreed services and ensure that it is widely

available to those that are approved to access it

Ensure that a Service Catalog is produced andmaintained containing accurate information on all

operational services and those being prepared to run

operationally

ign Service Catalog Management


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Basic concepts

The Service Catalog - Partof the Service Portfolio

- Details of all operational services and those being prepared for transition

Business Service Catalog

- Details of all the IT services delivered to the customers, together with

relationships to business units and business process that rely upon the ITservices

- Visible to the customer Technical Service Catalog

- Details of all the supporting services, together with the relationships to

supporting services, shared services, components and CIs necessary to support

the provision of the service to the business

Not usually visible to the customer



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Roles

rvice Catalog Manager

Produce and maintain the service catalog

Ensure all operational services and those

being prepared for operational running are

recorded

Ensure all information in the Service Catalog

is accurate and up to date

Ensure all the information is consistent with

the information in the Service Portfolio

Ensure all information is adequately protected

and backed-up


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Service LevelManagement

esign - Service Level Management


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Objectives

Negotiate, agree and documentservice levels

Measure, report and improve service

levels

Communicate with business and

customers



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Scope

Ensure quality of service matchexpectations

Existing services

Requirements for new or changed

services

Expectations and perception of the

business, customers and users



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Definitions

SLA -A contract between the Service Provider (IT Organization) and the Customerthat articulates the detail of which services are to be delivered along with thequality, performance and availability.

Operational Level Agreement (OLA) -Document to support the SLA agreed with theInternal Departments

Underpinning Contract (UC) -Document to support the SLA agreed with the Externalservice providers / suppliers to delivery of one or more components of the end-to-end service.

Service Catalog -The details of range of services that an IT Organization can deliverand different levels of service that are available to the customer. (Technical andBusiness Service Catalog)

Service Improvement Program (SIP) -An initiative to improve the performance of adelivering services.

Service Level Requirements (SLR) -Provides the details of list of services that arerequired by the customer.



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Structure of SLM

Customers Customer Customer Customer

SLA / SLC

IT Service

IT ServiceDepartment

IT System IT System

OLA UC

MaintenanceInternal External

And Supplier



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esign Service Level Management

Activities

Design SLA frameworks

Service Level Requirements ( SLRs)

- Agree and document Operational Level Agreement ( OLAs)and Underpinning

Contracts

Monitor service performance against SLA

Measure and improve Customer Satisfaction

Review and revise underpinning agreements and service scope

Produce service reports

Conduct service reviews and instigate improvements

Review and revise SLAs, OLAs and UCs Develop

contacts and relationships Manage complaints and

compliments



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Roles

ervice Level Manager Process Owner

Understand Customers Create

and maintain SLA s and OLA s

Review and reporting

Ensure that changes are assessed

for impact on service levels



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Key Metrics

Number and % of targets being met

Number and severity of service breaches

Number and % of up to date SLAs Number

of services with timely reports and service

reviews

vements in Customer Satisfaction



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Process Interfaces

Service Portfolio Management

Service Catalog Management

Supplier Management

Availability Management, Capacity

Management and ITSCM

Service Knowledge Management Continuous Service Improvement All other

service management processes to agree and

document required customer outcomes


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Service Design - Availability Management


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Service Design Availability Management

Objectives

Ensure agreed level of availability is provided

Continually optimize and improve the availability of IT

infrastructure, Services and supporting

organization

Provide cost effective availability improvements

that can deliver business and customer benefits

Produce and maintain an availability plan



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Se ce es g a a y a age e

Definitions

Availability -Is the ability of an IT Service or component to perform its requiredfunction at a stated instant or over a stated period of time

Reliability -The reliability of an IT Service can be qualitatively stated as freedomfrom operational failure

Maintainabilityhe ability of an IT Infrastructure component to be retained in, orstored to, an operational state

Serviceability (external) -A contractual term used to define the support to bereceived from the external supplier in which they will support in case ofunavailability of one or more services

Resilience -The ability of a component or service to keep running, where one or

more components have failed.

Vital Business Function -Ensure that the primary function / deliverables of aspecific service should be available



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g y g

Activities

Determining Availability requirements from the businessand designing the availability criteria

Defining targets for the Availability, Maintainability andReliability of the IT infrastructure components

Monitoring and Reporting Availability, Maintainability andReliability of IT services and components

Producing and Maintaining an availability plan

Design - Availability Management


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g y g

Unavailability Lifecycle

MTRS = Mean Time To Restore Service (Downtime)=>

MAINTAINABILITY OR SERVICEABILITY

IncidentIncident

MTBF= Mean TimeBetween Failures(Uptime)=>

AVAILABILITY

MTBSI = Mean Time Between System Incidents = RELIABILITY

Time

Design - Availability Management


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g y g

Calculating availability

Time Agreed to = Hours of Operations as per SLA

Downtime = Outage as reported by Incident Management

Actual Time = Time Agreed to - Downtime

% Availability = Time Actually AvailableX100

Time Agreed to



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g y g

Roleservice Level Manager

Process Owner

Ensure services deliver agreed levels of availability

Creation and maintenance of an availability plan

Assessing changes

Monitoring and reporting availability Proactive

improvement of service availability and optimizationof the IT

infrastructure to optimize costs

Assisting with investigation and diagnosis of

incidents and problems which cause availability

issues


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Information SecurityManagement



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Objectives

To protect the interests of those relying on information To protect thesystems and communication that deliver the information Specifically

related to harm resulting from failures of : - Availability

- Confidentiality

- Integrity



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Definitions

Availability - Information is available and usable

when required, and the systems that provide it can

appropriately resist attacks and recover from or

prevent failures

Confidentiality - Information is observed by or

disclosed to only those who have a right to know

Integrity- Information is complete, accurate and

protected against unauthorized modification



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Roles

Security Manager

Process Owner

Develop and maintain Information Security

Policy

Communicate and publicize security

awareness and policy

Perform security analysis and riskmanagement

Monitor and manage security breaches and

incidents


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upplier Management

vice Design - Supplier Management


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Objectives

Manage supplier relationship and performance Negotiate and agree contracts with SLM liaison

Manage contracts throughout their lifecycle Maintain

a supplier policy and a supporting Supplier and

Contract Database (SCD)



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Activities

Ensure the UC and OLA with suppliers are aligned tobusiness needs and support and align with targets in

SLRs and SLAs, in conjunction with SLM

Manage relationship with suppliers

Manage supplier performance

Negotiate and agree contracts with suppliers and

manage them through their lifecycle

Maintain a supplier policy and a supporting Supplier

and Contract Database (SCB)

Service Design - Supplier Management


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Supplier srategy & policy

Service knowledge

Management system(SKMS)

Evaluation of newsuppliers & controls

Establish new suppliers& contracts

Supplier categorization &maintanenance of SCD

Supplier & contract

management andperformance

Contract renewal and/ortermination

Supplier and ContractDatabase

Supplier reports andinformation



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Roles

Supplier Manager

Process Owner

Maintain and review

- Supplier and Contract Database ( SCB) -

Processes for contract dispute, expected end,

early end or transfer of a service

Assist in development and review of SLAs,contracts,

agreements

Perform supplier, contract and SLA reviews

Identify improvement actions and ensure these are

implemented

Assess changes for impact on suppliers, supporting

services and contracts


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apacity Management

ice Design - Capacity Management


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Objectives

e and maintain a capacity plan

To provide advice and guidance on capacity and performance related issues

To ensure services meet or exceed performance targets

To assist in diagnosing and resolving capacity related problems and incidents

To assess the impact of changes on capacity plan

apacity and performance measures

RIGHT CAPACITY

at RIGHT TIME

with RIGHT MONEY



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Basic Concepts

ancing costs against resources needed

Balancing supply against demand

Should be involved at all the stages of the lifecycle

Forward looking, regularly updated capacity plan

Capacity Management System (CMS) Capacity

Management Information System Modeling

Application Sizing



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Activities

Monitoring -Monitors the performance of the IT Services and the supporting

infrastructure components

nalysis -Analyze the data

Tuning -Undertaking activities to make most efficient use of existing services

Implementation

Storage of Capacity Management Data

Demand Management

Modeling -Predicting the behavior of computer systems under a given volumeand variety of work

Application sizing -The objective of this activity is to estimate the resourcerequirements to support a proposed application change or new application, to

ensure that it meets its required service levels

roduction of capacity plan



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Management has three levels of concern:

Business Capacity Management

This sub-process is responsible for ensuring that the future business requirements for IT services areconsidered, planned and implemented in a timely fashion

The current resource utilisation by various services is obtained trend, forecast or model the future

requirements

- Service Capacity Management

The focus of this sub-process is the management of the performance of the IT services used by the

customers. It is responsible for ensuring that the performance of all services, as detailed in the SLAs

and SLRs is monitored and measured, and the collected data is recorded, analyzed and reported

omponent Capacity Management

The focus of this sub-process is the management of the individual components of the IT infrastructure.

It is responsible for ensuring that all the components within the IT infrastructure that have a finiteresource are monitored and measured, and the collected data is recorded, analyzed and reported



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Roles

Capacity Manager -

Process Owner -

Proactive planning

Service Level Manager

- Provides capacity requirements through discussions with business users

Technical and Application Management

- Day-to-day capacity management activities

- Reacting to capacity incidents and problems


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IT Service

ntinuity Management

Service Design - ITSCM


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Objectives

To maintain Service Continuity and IT Recovery plans that support the Business

Continuity Plans

To complete regular Business Impact Analysis exercises to ensure that the plans

are current and relevant

To conduct regular risk assessment and management activities To

provide advice and guidance on issues related to Service Continuity To

implement measures to meet or exceed Business Continuity targets To

check the impact of changes on existing plans

te necessary contracts with suppliers



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Activities

Initiation

Requirement Analysis

Implementation

perational Management



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Initiation

Policy setting

Specify terms of reference and scope

Allocate Resources

Define the project organisation andcontrol structure

gree project and quality plans



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Critical business processes

The potential damage or loss that may be caused to the organisation as a result ofa disruption to critical business processes

The staffing, skills, facilities and services (including the IT Services) necessary toenable critical and essential business processes to continue operating at aminimum acceptable level

The time within which minimum levels of staffing, facilities and services should berecovered

The time within which all required business processes and supporting staff,facilities and services should be fully recovered



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Risk Assessment

Risk Assessment Model Risk Measurement Table



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iness Continuity Strategy

Risk Measurement

Identify risks Assess threat and Vulnerability levels Assess the levels of risk

Recovery Options

Manual Work-around

Reciprocal arrangements

Gradual recovery

-Cold Standby (target recovery normally inexcess of 72 hours)

Intermediate recovery

- Warm Standby (target recovery normallybetween 24 and 72 hours)

Fast recovery

- Hot Standby (target recovery normallywithin 24 hours)



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Roles

ervice Continuity Manager

Process Owner for ITSM

Responsible for producing, testing andmaintaining service continuity plans

overall Business Continuity Team


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Service Transition

ServiceTransition


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at is Service Transition?

Taking the design and transitioning the

Service into operations- focused on

Service

ing in the actual circumstances

ice Transition practices to:

Make it easier for to adopt and manage

change

Standardize transition activities

Maintain the integrity of configurations as

they evolve

xpedite effective decisions

Ensure new/changes services will be

deployable, manageable, maintainable,

cost effective

Service Transition


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Value to the business

-Integrate/align new or changes services

with the customersbusiness

- Ensure that the changes services can be

used in a way that maximizes the value to

the business operations

r more change successfully

Across the customer base

- Reduce unpredicted impact and risks -

Reduce variation -estimated v. actuals -

Services - fit for purpose and fit for use


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Service Transition

Service Transition - Concepts


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Concepts

-V Model

-Configuration Item

-Configuration Management System

-Knowledge Management

-Data Information Knowledge Wisdom -

Service Knowledge Management System -

Definitive Media Library

Performed by any department, group or team managing and supportingoperational applications

-Change Management

-Service Asset and Configuration Management

-Release and Deployment Management

Service Transition


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Benefits

Delivering what business needs

Services fit for purpose, fit for use

Integrated, holistic, standard approach

Reduce variation predicted vs actual -

Quality, Cost, Time

-Capabilities, Resources, Capacity

-Risks, Errors and incidents

More IT enabled change that adds value to the

customersbusiness

Service Transition - Configuration Item


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Configuration Item (CI)

Anything thats needs to be managed in order to deliver an IT ServiceCI information is recorded in the Configuration Management System

CI information is maintained throughout its lifecycle by Configuration

Management

All CIsare subject to Change Management

CIstypically include

- IT Services, hardware, software, buildings, people, and formal

documentation such as Process documentation and SLAs

Service Transition


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Configuration Management System (CMS)

Information about all Configuration Items - CI may

be entire service, or any component - Stored in one

or more database (CMDBs) CMS stores attributes

- Any information about the CI that might be needed CMS stores relationships

- Between CIs

- With incident , problem, change record etc

CMS has multiple layers

- Data sources and tools, information integration, knowledge

processing, presentation

Service Transition


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Configuration Management System(CMS)

Service Transition - Knowledge Management


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s Knowledge Management?

The process responsible for gathering,

analyzing, storing and sharing knowledge and

information within an organization.

The primary purpose of knowledge management

is to improve efficiency by reducing the need to

rediscover knowledge.

ice Transition - Knowledge Management


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Objectives

Enabling the Service provider to be more efficient and improve quality of service,

increase satisfaction and reduce the cost of service

Ensure staff have a clear and common understanding of the value that their

services provide to customers and the ways in which benefits are realized from

the utilization of those services

Ensuring that, at a given time and location, service provider staff have adequateinformation of

-Who is currently utilizing their services

-The current state of consumption -

Service delivery constraints

-Difficulties faced by the customer in fully realizing the benefits expected

from the service

Service Transition - DIKW


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ta, Information, Knowledge and Wisdom (DIKW)

Wisdom

Knowledge

Information

Data

ment is typically displayed within the DIKW structure.

Service Transition - SKMS

l d M t S t (SKMS)


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owledge Management System (SKMS)

Wisdom - Ability tomake decisions

Service Knowledge Base

Information Integration Layer

DML

Data and Information

e Management is a superset of CMS and CMDB

at covers a much wiser base of knowledge, for example:

- The experience of staff, records of peripheral matters, user numbers& behavior and organizationperformance

- Supplier and partners requirements, abilities and expectations

-Typical and anticipated user skill levels

vice Transition - Definitive Media Library


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ter copies of all software assets

- In house, external software house

- Scripts as well as code

- Management tools as well as applications

- Including licenses

Quality checked

- Complete, correct, virus scanned.. -

Reduce unpredicted impact and risks The

only source for build and distribution

Transition - DML and CMDB relationship


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Service Transition - Processes


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vice Transition Processes:

- Transition Planning and Support- Change Management

- Service Asset and Configuration Management

- Release and Deployment Management -

Service Validation and Testing - Evaluation

- Knowledge Management

sition - Transition Planning and Support


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Integrated Planning

- Transition Capacity and resources

- Across all service transition

- With service operations and CSI - With the

business, customers and users Proactive

Support

- Maintain/ re-use transition models

- Progress tracking & Management -

Course corrections

- Transition closure


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Change Management

ervice Transition - Change Management


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Objectives

d to changing business requirements

- Respond to business and IT requests to align Services with business needs

Minimize impact of implementing changes

- Reduce incidents, disruption and rework

Optimize business risk

plement changes successfully

Implement changes in times that meets business needs

Use standard processes

Record all changes



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Scope

Addition, Modification or Removed of - Any Service

or Configuration Item or associated documentation

Changes Management in includes - Strategic,

Tactical and Operational changes Excludes

- Business strategy and process -

Anything documented as out of scope



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e - Value to the Business

Prioritizing and responding to requests Implementing

changes in required times Meet agreed service

requirements while optimizing risk Reducing failed

changes and rework

Correctly estimating quality, time and cost

Assessing and managing risks

Managing staff time



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Change types:

Normal changes

Types are specific to the organization Typesdetermine what assessment is required

Standard changes

orized with an established procedure

Emergency changes

Business criticality means there is insufficient time fornormal handling

use normal process but speeded up



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Basic Concepts

Change -An action that results in a new status for one or more ITinfrastructure configuration items

Standard Change (pre-approved)

Urgent Change

Request for Change (RFC)

Forward schedule of Changes (Change Schedule)

Change advisory board (CAB)

ncy Change advisory board (ECAB)



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Activities

Change Manager Filters Requests

Change Manager Allocates initial priority

Change Manager Decides Category

Change Builder builds Change, Devises Back Out And Testing Plans

CAB Members do the Impact and resource assessment, authorization and

scheduling

endent Tester Tests the Changes

Change Manager Coordinates implementation Of Change

Post Implementation Review

s Configuration Management to update the CMDB


SUPPORT GROUPS CHANGE MANAGEMENT


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SUPPORT GROUPS CHANGE MANAGEMENT

RegistrationPlanning RfCClassification

Build ApprovalRefusal

AuthorizationTestImplementation

Refusal

Implementation

Back out Evaluation (PIR)

EXECUTION CONTROL


Change - Inputs


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Change Policy and strategy

Requests for Change

Change Proposal

Service Management Plans

Asset and configuration Items

ting Change Management documents

- Change schedule

- Projected Service Outage (PSO)Change - Outputs

Rejected and approved RFCs

Changes to services and CIs

Updated

- Change schedule

- Projected Service Outage (PSO) Change plans, decisions and actions

Change documents and records

Change management reports


ge - Process Interfaces


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ge Process Interfaces

Asset and Configuration Management

IT Service Continuity Management

Capacity and Demand Management

Release and Deployment Management

Security Management


Roles


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Roles

Change Manager -

Process Owner

-Ensures that the process is followed

-Usually authorizes minor changes -

Coordinates and runs CAB meetings -

Produces change schedule

- Coordinates change/built/test/implementation

-Review/Closes change


ange Key Metrics


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ange - Key Metrics

Number of RFC by status

- Logged

- CAB pending

- Approved -

Build

- Test

- Authorize

- Implementation

Number of RFC by category

Number of RFC backed out

CAB Effort per RFC

FC from logged to implementation


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Service Asset and ConfigurationManagement (SACM)

Service Transition - SACM


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Objectives

Protect the integrity of service assets and

configuration items through the service

lifecycle

Provide accurate information to support

business and service management

Establish and maintain a Configuration

Management System (CMS) as a part of

overall Service Knowledge Management

System (SKMS)



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SACM Configuration Item categories

Service Lifecycle CIs

- Business case, plan, design package

Service CIs

-Service package, acceptance criteria

-Service assets i.e. management, organization, process,

knowledge, people, information, applications,

infrastructure, financial capital etc

Organization CIs

Internal and External CIs



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Roles

Service Asset Manager

Configuration Manager

Each of these is the process owner for their area -

Implement policy and standards

-Procure and manage finances -Agree

scope, processes and procedures -Define

and procure tools

-Recruit and train staff

-Oversee collection and management of data

-Manage audits

-Provide management audits

Configuration Analyst

Administrator/Librarian

CMS/Tools administrator


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Release and DeploymentManagement

on - Release & Deployment Management


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Objectives

Ensure clear, comprehensive release and deployment plans supportingcustomer and business change projects

Release packages can be built, installed, tested and deployed -

Efficiently, successfully and on schedule

-With minimal impact on production services, operations and support teams -Enabling new or changed services to deliver agreed service requirements Skills

and knowledge transfer to enable

- Customers and users to optimize use of service -

Operations and support staff to run and support the service



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Basic Concepts

Release Unit

Isthat are normally released together

Typically includes sufficient components to perform a useful function. For e.g. Fully

configured desktop PC , payroll application

Big bang versus phased approach

Push versus pull deployment

Automated versus manual deployment

Release package

ingle release or many related releases

re, software, utility, warranty, documentation, training


Key Concepts


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y p

Big-bang approach - the new or changed service is deployed to all user areas in one operation. Thiswill often be used when introducing an Application change and consistency of service across the

organization is considered important

Phased approach - the service is deployed to a part of the user base initially, and this operation isrepeated for subsequent parts of the user base via a scheduled roll out plan

Push approach - This approach is used where the service component is deployed from the centre andpushed out to the target locations

Pull Approach - It is used for the software releases where software is made available in a central

location but the users are free to pull the software down to their own location at a time of choosing or

when a user workstation restarts

Automation - Mechanism to release and deploy the service components should be established in therelease design phase and tested in build and test stages of the new or changes service


D fi iti


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Definitions

Definitive Media Library DML: The DML includes all the original versions of software

items used during production and development. The DML can also include several

versions of software, documentation and the source code

Release types: The release type is defined by considering the number of Changes that

should be included in one Release

Delta Release

Full Release Package Release

Release Unit: Is the portion of IT Infrastructure that is to be released together. E.g.

Changes to the complete PC or the Processor



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Activities

Release Planning

Designing, building and configuring a release

Release acceptance

Rollout Planning

Communication, preparation and training

Distribution and installation

Management Information



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Roles


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Roles

Deployment Manager

al delivery of service implementation

C-ordinates documentation and communications - includes training, service

management and technical release notes

oyed with Change, SKMS and SACM

Technical and application guidance and support - includes known errors and

workarounds

ck on effectiveness of the release

deployment - to ensure within agreed SLAs


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Service Operation

Service Operation

Processes


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- Event Management -

Incident Management -

Request Fulfillment -

Problem Management -

Access Management

Functions

- Service Desk

- Technical Management - IT

Operations Management -

Application Management


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Event Management

ice Operation - Event Management

Objectives


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Detect Events, make sense of them and determine the appropriate control action

Event Management is the basis of Operational Monitoring and Control

Basic Concepts

Event

An alert or notification created by any IT Service, Configuration Item or monitoring tool. Events typically

require IT Operations personnel to take actions and often lead to incidents being logged.

Examples:- A batch job has completed

PU is above the acceptable utilization rate

tected that the number of licenses allocated has reached the limit

Event Management

The process responsible for managing Events throughout their Lifecycle

Alert

Something that happens that triggers an event or a call for action or human intervention after the event is

filtered


Logging and Filtering


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Managing Exceptions


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ormation and Warnings


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Do anyone or

combination of


Roles


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Event management roles are filled by

people in the following functions -

Service Desk

- Technical Management -

Application Management - IT

Operations Management

ervice Operation - Incident Management

Definition


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Any event whichis not part of the standard operation of a service and

whichcauses, or may cause, an interruption to, or a reduction in, the

quality of that service is an INCIDENT.

Goal

To restoreNormal service operation as quickly as possible andminimize the adverse impact on business operations.

To ensure that the best possible levels of service quality and availability aremaintained


Scope


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Managing any disruption or potential disruption to live IT

services

Incidents are identified

Directly by users through the Service Desk

Through an interface from Event Management to

Incident Management tools

d and/or logged by technical staff


Business Value


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Quicker incident resolution

Improved quality

Reduced support costs

Basic Concepts

An Incident

An unplanned interruption or reduction in the quality of anIT service

Any event which could affect an IT service in the future isalso an Incident

Timescales

Incident Models

Major Incidents

Incident Management Activities


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Consult with CMDB


Interfaces


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Problem Management

Service Asset and Configuration Management (SACM)

Change Management

Capacity Management


Service Level Management

Event Management


High 3 2 11


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High 3 2 11

HighestIM priorityP

4 3 2AMediumCT

5 4 3Low

Low Medium High

URGENCY

PRIORITY = IMPACT* URGENCY



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nctional (Technical Competence) Horizontal


Metrics


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otal number of incidents

Number of incidents resolved within SLA

Number of incidents resolved at service desk

without referring to other support levels

Number of incidents escalated to other teams

Number of incidents processed at each desktop

Cost of solution


Roles


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Incident Manager

-May be performed by Service Desk Supervisor Super Users

First-Line Support

-Usually Service Desk Analysis

Second-Line support

Third-Line Support (Technical Management, IT Operations,Application Management, Third-party suppliers)


Challenges


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Ability to detect incidents as quickly as possible

(Dependency on Event Management)

ring all incidents are logged

Ensuring previous history is available (Incidents, Problems,

Known Errors, Changes)

Integration with Configuration Management System,

Service Level Management, and Known Error Database

(CMS, SLM, KEDB)

Service Operation


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Request Fulfillment

Service Operation - Request Fulfillment

Objectives


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To Provide a channel for users to request and receive

standard services for which a pre-defined approval and

qualification process exists

To provide information to users and customers about the

availability of services and the procedure for obtaining

them

To source and deliver the components of requested

standard services (licenses and software media) To assistthe general information, complaints or comments

Basic Concepts:

Service Request

-A request from a user for information or advice, or fora Standard Change (Password Reset, IT Service for a

new user)

Request model


Self HelpSignificant Opportunity


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-Improve responsiveness

-Reduce costs-Extend hours of serviceWeb based front end

menu driven shopping-Reduce demand of IT staff

-Improve quality

Incident ManagementRequest Fulfillment

Change Management

Deployment

Access ManagementAsset or

CMDB


Roles


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Not usually dedicated staff

Service Desk staff

Incident Management staff

Service Operations teams


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blem Management

ervice Operation - Problem Management

Objective


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To prevent problems and resulting incidents from happening

To eliminate recurring incidents

pact of incidents that cannot be prevented


asic Concepts: (1 of 2)

Problem the cause of one or more


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Problem - the cause of one or moreincidents

Problem Models Workaround Known Error

Known Error Database

Basic Concepts: (2 of 2) ReactiveProblem Management - Resolution of

underlying cause(s) - Covered in Service

Operation Proactive Problem Management

- Prevention of future problems - Generally

undertaken as part of CSI


Roles

Problem Manager


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g

Supported by technical groups- Technical Management -

IT Operations

- Application Management

- Third-party suppliers


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ccess Management

Service Operation - Access Management

Objectives

Granting authorized users the


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Granting authorized users theright to use a service

Preventing access to non-authorized users

Basic Concepts:

Access

Identity

Rights

Service or Service Groups Directory Services

Service Operation - Access Management

Roles:


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Not usually dedicated staff

Access management is an execution of AvailabilityManagement and Information Security Management

Service Desk staff

Application Management staff

IT Operations staff


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erations Functions

Service Operation - Functions


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Service Desk

IT OperationsManagement

Technical ApplicationManagement Management

Operations Control

Facilities Management


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Service Desk

Service Operation - Service Desk

Primary point of contact


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Deals with all user issues (incidents,

requests, standard changes)

Coordinates across the IT organizationto meet user requirements

Different options (Local, Centralized,Virtual, Follow-the-Sun, specialized

groups)


Objectives:


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Logging and categorizing Incidents, Service Requests

and some categories of change

First line investigation and diagnosis

Escalation

Communication with Users and IT Staff

Closing calls

Customer satisfaction Update the CMS if so agreed

Service Desk Types


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Staffing:

Correct number and qualifications at any given time,


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q y g ,

considering

- Customer expectations and business requirements -

Number of users to support, their languages and skills -

Coverage period, out-of-hours, time zones/locations -

Processes and procedures in place

Minimum qualifications

- Interpersonal skills -

Business understanding -

IT understanding

- Telephone skills

r and Technical emphasis, Expert


Metrics:

A e age speed of Ans e (ASA)


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Average speed of Answer (ASA)

Abandoned calls percentage Average Handling Time (AHT)

First Call Resolution (FCR)


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chnical Management

rvice Operation - Technical Management

The groups, departments or teams that provide technical expertise and overall


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management of the IT Infrastructure

-Custodians of technical knowledge and expertise related to managing the IT

Infrastructure

-Provide the actual resources to support the IT Service Management Lifecycle

-Perform many of the common activities already outlined

Execute most ITSM processes


l Management Organization:

Technical teams are usually aligned to the technology


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Technical teams are usually aligned to the technology

they manage

Can include operational activities

Examples

-Mainframe Management -

Server Management -

Internet/Web Management -Network Management -

Database Management


Objectives

D i f ili t t ff ti


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Design of resilient, cost-effective

infrastructure configuration

Maintenance of the infrastructure

Support during technical failures

Roles

Technical Managers

Team Leaders

Technical Analysts/ Architects

Technical Operator


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IT OperationsManagement

e Operation - IT Operations Management

The department, group or team of people responsible for performing the

organizations day-to-day operational activities,


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such as:

-Console Management

-Job Scheduling

-Backup and Restore

-Print and Output management -

Performance of maintenance activities -

Facilities Management

-Operations Bridge

-Network Operations Center

ng the infrastructure, applications and services


Objectives

Maintaining the statusquoto achieve infrastructure


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g q

stability

Identify opportunities to improve operational

performance and save costs

s and resolution of operational Incidents


Roles

IT Operations Manager


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IT Operations Manager

Shift Leaders

IT Operations Analysts

IT Operators


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lication Management

ice Operation - Application Management

e Applications throughout lifecycle

Performed by any department, group or team managing and supporting


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y y p , g p g g pp g

operational applications

Role in the design, testing and improvement of Applications that form part of

IT services

Involved in development projects, but not usually the same as the Application

Development teams

Custodian of expertise for Applications

Provides resources throughout the lifecycle

Guidance to IT Operations Management


Objectives

Well designed, resilient, cost effective applications


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Ensuring availability of functionality

Maintain operational applications

Support during application failures


Roles

Application Manager/Team leaders


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Application Manager/Team leaders

Application Analyst/Architect

Note: Application management teams are usually aligned to

the application they manage


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ervice Improvement

ntinual Service Improvement (CSI)

I and Organizational Change

CSI Model


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Measurements and metrics The 7

Step Improvement Process Continual

Service Improvement roles: - Service

Manager

inual Service Improvement Manager

CSI and Organizational Change

Successful CSI requires organizational

change


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Organizational change presentschallenges

Use format approached to address

people-related issues:

-John Kotters Eight steps to

transforming your organization -

Project Management


Model


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rvice Measurement

The ability to predict and report service

pe fo mance against ta gets of an end to end


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performance against targets of an end-to-end

service.

Will require someone to take the individual

measurements and combine them to provide

a view of the customer experience This

data can be analyzed over time to produce a

trend

This data can be collected at multiple levels(for example, CIs, Processes, Services)

CSI - Why do we measure?

To Validate To Justify

Strategic Factual


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Strategic Factual

Vision

Evidence

Your Measurement Framework

To Intervene To Direct

Changes, Targets and

corrective actions Metrics


Metrics:

Technology metrics: typically components and


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applications

For example -

Performance -

Availability

Process metrics: Critical Success Factors (CSFs), KeyPerformance Indicators (KPIs), activity metrics for

ITSM processes

metrics: end-to-end service metrics


he 7 Step Improvement

Process Purpose


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Fundamental to Continual ServiceImprovement is the concept of

measurement

The 7 Step Improvement Process is

designed to provide this measurement

CSI - 7 Step Improvement Process


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Role:

Ultimately responsible for the success of all

improvement activities


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improvement activities

Communicates the CSI vision across the IT

organization

Defines and reports on CSI CSFs,KPIsand CSI

activity metrics

Co-ordinates CSI throughout the service lifecycle

Builds effective relationships with the business and IT

managers

Ensures monitoring is in place to gather data

Works with process and service owners to identifyimprovements and improve quality


Role of Service Manager

Manages the development, implementation,

evaluation and on going management of new and


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evaluation and on-going management of new and

existing products and services

Develops business case, product line strategy

and architecture

Develops new service deployment and lifecycle

management schedules

s Service Cost Management activities


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itil v3 presentation.ppt

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