process driven service delivery
DESCRIPTION
Process Driven Service Delivery. An Overview of Service Management Processes. Introduction. Walter “Bubba” Mullen State of Tennessee Director of IT Project Management. CQI TQM TQI PSCI LOVM. BPM BPI Balanced Scorecard Kaizan Six Sigma Lean Manufacturing. - PowerPoint PPT PresentationTRANSCRIPT
Process Driven Service Delivery
An Overview of Service Management Processes
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Introduction
Walter “Bubba” Mullen
State of Tennessee
Director of IT Project Management
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Introduction to Process Improvement
CQI TQM TQI PSCI LOVM
BPM BPI Balanced Scorecard Kaizan Six Sigma Lean Manufacturing
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Introduction to ITIL
ITIL – Information Technology Infrastructure Library
Developed by the Office for Government Commerce (OGC) in England
Better practices focused on the management of IT service processes
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ITIL Service Management (ITSM)
Two main components: Service Support – five processes that provide
support for day-to-day operation of IT services Service Delivery – five processes that focus on long-
term planning and improvement of IT services
These two components are linked together through the Service Desk – a function that provides a single point of contact that focuses on rapid restoration of normal service operations to users
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ITIL Service Management
Service Level Management
FinancialManagementAvailability
Management
IT Service Continuity Management
Capacity Management
ServiceDelivery
Service Desk
Change Management
ReleaseManagementIncident
Management
Configuration Management
Problem Management
ServiceSupport
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ITIL Service Management Goals
Ensure that IT services are aligned to the needs of customers and users
Improve availability and stability of services Improve communication within IT and with
users Improve efficiency of internal processes
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ITIL Processes
Each ITIL process has associated: Definitions Goals Activities
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Service Support
Change Management
ReleaseManagement
Incident Management
Configuration Management
Problem Management
ServiceSupport
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Change Management
Definition Change is an action that results in a new status for one
or more IT infrastructure Configuration Items (CI).
Goal To ensure that standardized methods and procedures
are used for efficient and prompt handling of all changes to minimize the impact of any related incidents upon service.
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Change Management
Activities Accept, record, authorize, plan, test,
implement and review Requests for Change (RFCs)
Provides reports of changes to the infrastructure
Provides updates to the Configuration Management Database (CMDB).
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Configuration Management
Definition A Configuration Item (CI) is a component of the infrastructure. Configuration Management Database (CMDB) is a database
which holds a record of all configuration items associated the IT infrastructure.
Goal To provide a logical model of the IT infrastructure (hardware,
software and associated documentation) by identifying, maintaining and verifying the version of all configuration items.
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Configuration Management
Activities Plan, design and manage a Configuration
Management Database (CMDB) Identify CIs for entry into CMDB and their
relationships to each other Verify CMDB accuracy
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Incident Management
Definition An incident is any event which causes, or may cause
an interruption to, or a reduction in, the quality of a service.
Goal To restore normal service operation as quickly as
possible and minimize the adverse impact on users and the organization.
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Incident Management
Activities Detect, classify, record, and provide initial
support of incidents Prioritize incidents based upon impact and
urgency
Service Desk is responsible for Incident Management
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Problem Management
Definition A problem is the unknown, underlying cause of one or more
incidents. A known error is when the root cause of a problem is known
and a temporary workaround or alternative has been identified.
Goal To minimize the adverse impacts of incidents and to prevent
recurrence of incidents. Problem Management seeks to get to the root cause and initiate action to remove the error.
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Problem Management
Activities Analyze incidents to identify underlying problems Record, classify and diagnose problems Transfer problems into “known errors” Generate Requests for Changes (RFCs) to resolve
problems and errors
Problems are identified and managed separately from incidents (although linked)
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Release Management
Definition A release is a collection of authorized changes to an
IT service and is defined by the RFC that it implements.
Goal To coordinate service providers and vendors
involved with a significant release of hardware, software and associated documentation across a distributed environment.
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Release Management
Activities Plan and oversee successful rollout of new and
changed software, hardware and documentation Collaborate with Change Management Verify that all release items are entered into the
CMDB Manage customer and user expectations. Maintain Definitive Software Library (DSL) and
Definitive Hardware Store (DHS)
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ITIL Service Desk
Service Level Management
FinancialManagementAvailability
Management
IT Service Continuity Management
Capacity Management
ServiceDelivery
Service Desk
Change Management
ReleaseManagementIncident
Management
Configuration Management
Problem Management
ServiceSupport
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Service Desk
Definition A Service Request is a request that is not due to
disruption.
Goal• A single point of contact that provides advice and
guidance and rapid restoration of normal service operations to users
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Service Desk
Activities Manage the Incident and Service Request life-cycle,
including closure Communicate with customers concerning request
status and progress Provide initial assessment and attempt to resolve
incidents working with appropriate IT staff Provide reports and recommendations to
management for service improvement
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Service Delivery
Service Level Management
Financial Management
AvailabilityManagement
IT Service Continuity Management
Capacity Management
ServiceDelivery
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Service Level Management
Definition Service Level Agreement (SLA) is a written agreement with the
customer. Operational Level Agreement (OLA) is an agreement between
two internal areas.
Goal To maintain and improve IT Service quality through a constant
cycle of agreeing, monitoring and reporting to meet the customers’ objectives.
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Availability Management
Definition Availability is the ability of an IT service or
component to perform its required function at a stated instant or over a stated period of time.
Goal To optimize the capability of the IT infrastructure,
services, and supporting organization to deliver a cost effective and sustained level of availability enabling IT to meet their objectives.
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Capacity Management
Definition The ability to provide available service support and
delivery adequacy in satisfying business requirements.
Goal To ensure that all the current and future capacity and
performance aspects of the business requirements are provided cost effectively.
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Financial Management
Definition The ability to provide management information in
order to ensure all IT services are run efficiently and economically.
Goal To provide cost-effective stewardship of the IT
assets and resources used in providing IT services.
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IT Service Continuity Management
Definition A crisis is an unplanned situation when one or more
IT services is unavailable and when the outage exceeds the expectations of the customer.
Goal To ensure that the require IT technical and service
facilities can be recovered within required and agreed timeframes
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What does all this really mean?
In reviewing the processes we use to “run our business of IT” we found:
– Out dated processes– Sometimes no written process– Hard to follow process– No existing measurements or standards
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What are we trying to accomplish?
A comprehensive and measurable improvement in the services that the Office of Information Resources (OIR) delivers and supports.
This initiative is known as OIR’s Process-Driven Service Delivery initiative (PDSD).
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How are we going to accomplish this?
A. Document the processes
B. Establish Targets
C. Implement Continuous Feedback Loop
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How do we establish targets?
– SLAs outline performance metric targets for these services For example, with virtual servers, we commit to provisioning a
new server within 5 business days; the old metric was 30 days
– SLAs outline OIR’s responsibilities in providing the service– SLAs also outline an agency’s responsibilities
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How do we improve the processes?
Where processes exist, we improve them to meet the SLA’s target metrics.
If processes do not exist, we create them to meet the SLA’s target metrics.
We decompose a service into its underlying processes. (process-mapping)
We leverage ITIL’s better practices where appropriate to create / improve the underlying processes.
We engage in further process-improvement activities to improve the processes.
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What is our continuous feedback loop?
Embedded in each process are automatic data measurements where possible.
This measures whether the process is meeting the SLA’s target metrics.
The measurements are linked to a dashboard that puts management attention on services that fail to meet the SLA’s target metrics.
Immediate “mid-course” correction can address processes that are causing SLA breaches.
We are using Remedy’s Workflow functionality as an automated tool to capture measurements.
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What have we accomplished?
The top 10 services in need of the PDSD initiative were identified internally by OIR management in August.
Six SLAs have already been developed with underlying processes created / improved to meet their target metrics.
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What have we accomplished?
By mid-2006, we will have completed the list of 10 services targeted for PDSD.
Remember, the goal is a measurable improvement in the services that OIR delivers and supports.
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What are the benefits to the agencies?
Agencies should experience an increase in quality of services provided by OIR – less errors, improved “done once, done right” results.
Agencies should experience less time trouble-shooting services provided by OIR.
Agencies should experience a quicker turnaround when requesting services from OIR.
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Pre-Conditions to Continuous Improvement
You must have Proclaimed a mission, objectives, strategy and
tactics (MOST) Mapped the core processes Promulgated the tactical procedures and tasks Selected and trained a capable workforce in
strength Collected current state data for processes An executive vision for quality including
improvement Marshaled the resources and personnel Selected and trained a continuous improvement
workforce Prepared to reward success
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Warning
As Is
To Be
Valley of Despair
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Credits
University of Kansas - Jerree Catlin, Sue Silkey & Thelma SimonsAmerican Management Association – Stu Syme