ITIL Version 3 Foundation for IT Service Management

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Agenda
Day1
Course Introduction Exam Structure Module-1: Service Management Module-2: Service Lifecycle Module-3: Key Principles, Models and Concepts Module 4: Concepts, Processes, Roles and Functions

Day2
Module 4: Concepts, Processes, Roles and Functions
Module 5: Service Mgmt Technology & Architecture Sample Test paper analysis
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Foundation level
This entrance level offers a general awareness of the Service Lifecycle and the key elements within. Learning objectives and competencies are focused on an understanding of the overall linkages between the stages in the Lifecycle, the processes used and their contribution to Service Management practices. The purpose of the ITIL Foundation Certificate in IT Service Management is to certify that the candidate has gained knowledge of the ITIL terminology, structure and basic concepts and has comprehended the core principles of ITIL practices for Service Management.
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Foundation level
Upon successful completion of the education and examination components related to this certification, candidates can expect to gain knowledge and understanding in the following: Service Management as a practice (Comprehension) Service Lifecycle (Comprehension) Key Principles and Models (Comprehension) Generic Concepts (Awareness) Selected Processes (Awareness) Selected Roles (Awareness) Selected Functions (Awareness) Technology and Architecture (Awareness) ITIL Qualifications Scheme (Awareness)
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Foundation level
Pass Score 65% Distinction None Score Marking Method
Classic Multiple choice: Only one option can be correct and will be awarded a mark. The remaining 3 distracters are awarded no marks

Delivery Examination can be online or Paper Based from an ATO or directly via an Examination Institutes Public Exam Scheme Class size Maximum ratio of 25 students to one trainer
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ITIL V3 and Training Qualifications

ITIL V3 Vs an ITIL V2.1

ITIL V3 Vs an ITIL V2.1

ITIL V3 Vs an ITIL V2.1

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IT Infrastructure Library
ITIL : IT Infrastructure Library
Proven best practices for IT Service management Provide details of other Industry Framework and standards
COBIT, ISO/IEC 2000

First published by UK Government in 1980s 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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ITIL Overview
What is ITIL?
ITIL is Best Practice IT Service Management which is used by many hundreds of organizations around the world. A whole ITIL philosophy has grown up around the guidance contained within the ITIL books and the supporting certification and qualification scheme.
The ethos behind the development of ITIL is the recognition that organizations are becoming increasingly dependent on IT in order to satisfy their corporate aims and meet their business needs. This leads to an increased requirement for reliable, high-quality IT services.
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ITIL Overview
ITIL provides the foundation for quality IT Service Management through documented, proven processes that cover the entire Service Lifecycle. It is easy for organizations to learn, tailor and implement to suit their environment. The widespread adoption of the ITIL guidance has encouraged organizations worldwide, both commercial and nonproprietary, to develop supporting products as part of a shared ITIL Philosophy. The ITIL publications and supporting schemes are kept up to date with current best practice and changes within the marketplace through a regular review cycle to update content in collaboration with a wide range of international users and stakeholders in the IT service management community. ITIL Version 3 was formally released on 5th June 2007. 13

ITIL Overview
The ITIL concept emerged in the 1980s, when the British government determined that the level of IT service quality provided to them was not sufficient. The Central Computer and Telecommunications Agency (CCTA), now called the Office of Government Commerce (OGC), was tasked with developing a framework for efficient and financially responsible use of IT resources within the British government and the private sector. The earliest version of ITIL was actually originally called GITIM, Government Information Technology Infrastructure Management. Obviously this was very different to the current ITIL, but conceptually very similar, focusing around service support and delivery.
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ITIL Overview
Large companies and government agencies in Europe adopted the framework very quickly in the early 1990s. ITIL was spreading far and, and was used in both government and non-government organizations. As it grew in popularity, both in the UK and across the world, IT itself changed and evolved, and so did ITIL. In year 2000, The CCTA merged into the OGC, Office for Government Commerce and in the same year, Microsoft used ITIL as the basis to develop their proprietary Microsoft Operations Framework (MOF). In 2001, version 2 of ITIL was released. The Service Support and Service Delivery books were redeveloped into more concise usable volumes. Over the following few years it became, by far, the most widely used IT service management best practice approach in the world. In 2007 version 3 if ITIL was published. This adopted more of a lifecycle approach to service management, with greater emphasis on IT business integration.

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ITIL Library Components

The ITIL Core

Best practice guidance applicable to all types of organizations who

provide service to a business Consist of five publications Service Strategy Service Design Service Transition Service Operations Continual Service Improvement The ITIL Complementary Guidance Specific to industry sector, organization type, operating model and technology architectures
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Module-1: Service Management

ITIL Version 3 Foundation for IT Service Management

What is a Service
A means of delivering value Facilitate outcome that customer want to achieve Ownership of specific cost and associated risks Enhance performance and reduce grip of constraints

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What is Service Management

Set of specialized Organizational capabilities for providing value to customer in form of service A set of Functions and Procedures for managing services over the lifecycle Specialization in strategy, design, transition, operations and continual improvements

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What is Service Management

Is a professional practice supported by an extensive body of knowledge, experience and skills Formal schemes exists for the education, training and certification of practicing organizations Influence Quality and make outcome of service more predictable
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Why it is important?
The capabilities represent a service organizations capacity, competency and a confidence of action Without these capabilities a service organization is merely a bundle of resources that by itself has low intrinsic value

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Service Management
The origins of service management are traditional service business such as airlines, banks, hotels and phone companies In practice has been huge success in IT Organizations for managing applications, infrastructure and processes Popular because of outsourcing and shared services
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Function
A team or group of people and the tools that they use to carry out one or more processes or activities Specialized to perform a task Self contained with capabilities and resources Includes Work Methods and own body of knowledge internal to the functions Way to implement specialization principle There is coordination between function through shared processes Poor coordination and inward focus leads to function silos that hinder success of the organization as whole. Well defined processes are required to improve productivity within and across functions

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Role
A set of responsibilities, activities and authorities granted to a a person or team Set of connected behaviors or action that are performed by a person, team or group in specific context For example a track can perform a role of Problem Management while diagnosing the root cause of an incident The same track could play over other roles at different time (incident management, change management, capacity management) Scope of the role and what trigger them is defined by the relevant process

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Process
A set of activities designed to accomplish a specific objective. Takes defined inputs and turns them into defined outputs A process may include roles, responsibilities, tools and management control required to deliver output Process Model Process once defined, should be documented and controlled They can be repeated and become manageable Process measurement and metrics
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Process
If products conform to the set norms, the process can be considered effective (because its can be repeated, measured and managed). If activities are carried out with a minimum use of resources, the process can also be considered effective Working with defined process has been the foundation of ITIL from the beginning Each Organization should adopt a formalized approach to the design and implementation of Service Management Processes to build practical and appropriate processes Closed loop system, they provide change and transformation towards a goal. Self reinforcing and self corrective action
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How to recognize a process

It is measurable It delivers specific results Primary results are delivered to customer or stakeholders Its responds to a specific events

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Module-2: Service Lifecycle

ITIL Version 3 Foundation for IT Service Management

Service Lifecycle

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ITIL V3 Processes
From ITIL V2 From ITIL V3 Function

Knowledge Management Supplier Management Service Catalog Mgmt Information Security Management Evaluation Service Validation and Testing Transition Planning And Supporting Release and Deployment Mgmt Service Asset and Configuration Mgmt Change Management

IT Operations Management Function Application Management Function Technical Management Function Access Management Request Fulfillment Event Management Problem Management Incident Management Service Desk Function

Strategy Generation Demand Management Service Portfolio Mgmt Financial Management

IT Service Continuity Management Capacity Management Availability Management Service Level Mgmt

Service Strategy

Service Design

Service Transition

Service Operation

Continual Service Improvement

7 Step Improvement Process Service Reporting
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30 Service measurement

Service Lifecycle

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Programme Management ITIL V3

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Service Strategy
Transform Service management into a strategic asset Helps to think and act in strategic manner Helps clarify the relationship between various service, systems or process and the business models, strategies or objectives they support Development of markets, internal and external, service assets, service catalog and implementation of strategy through the service lifecycle To identify, select and prioritize opportunities Think why something needs to be done before thinking how
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Service Strategy
What service should we offer and to whom?

How to differentiate ourselves from competing alternatives?

How do we truly create value for our customers? How do we capture value for our stakeholders?

How can we make a case for strategic investments?

How can financial management provide visibility and control over value creation? How do we choose between different pats for improving service quality? How do we efficiently allocate resources across a portfolio of service? How do we resolve conflicting demands for shared resources?
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Service Design
Provide guidance for the design and development of services and Service Management Processes The scope includes new services, and the changes and improvements necessary to increase and maintain value to customers over the lifecycle of services Scope: Design of
New and changed services Service Portfolio and Service Catalog Technology architecture and management system Processes required Measurement method and metrics
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Value to business of Service Design

Improve QoS Improved consistency Easier implementation Effective service improvement More effective ITSM Improved Service Alignment

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Service Design Phases

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Service Transition
Plan and implement the deployment of all releases to create a new service or improve an existing service Assure that proposed changes in the Service Design are realized Successfully steer releases through testing and into live environment Decommission or terminate services Scope
Package, build, test and deploy release Establish the service specified in the customer and stakeholder requirements
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Service Transition
Plan and manage capacity to package, build, test and deploy Provide a consistent and rigorous framework for new service evaluation and risk evaluation before deploying new service Provide efficient, repeatable build and installation mechanism Ensure that the services can be managed, operated and supported in accordance with the requirements and constraints specified
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Service Transition: Key Processes and Activities

Within the Service Transition process set, some of the processes most important to Service Transition are whole lifecycle processes and have impact, input and monitoring and control considerations across all lifecycle stages. The whole lifecycle processes are:
Change Management Service Asset and Configuration Management Knowledge Management
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Value to business of Service Transition

Ability to react quickly to give competitive edge Management of mergers, de-mergers, acquisitions, transfer of services Higher success rate of changes and releases Better prediction of service levels and warranties Better estimation of resources and budgets Reduced level of risk Timely saving following disposals and decommissioning
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Service Operations
Coordinate and carry out day-to-day activities and process to deliver an manage services at agreed levels Ongoing management of the technology that is used to delivery and support services Where the plans, designs and optimization are executed and measured Scope is ongoing management of services, Technology and people
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Key processes and activities

Event Management Process Incident Management Process Request Fulfillment Process Access Management Process Problem Management Process

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Common Service Operation Activities

Service Operation includes a number of activities these include:
Monitoring and control: to detect the status of services and CIs and take appropriate corrective action Console management/operations bridge: a central coordination point for monitoring and managing services Management of the infrastructure: storage, databases, middleware, directory services, facilities/data centre etc. Operational aspects of processes from other lifecycle stages: Change, Configuration, Release and Deployment, Availability, Capacity, Knowledge, Service Continuity Management etc.
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Key Functions
Service Desk Function Technical Management Function Application Management Function IT Operations Management Function

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Achieving Balance and Communication

Conflicting Motives and needs to be balanced

IT Services Vs Technology
Stability Vs Responsiveness Quality of service Vs Cost of service

Reactive Vs Proactive
Good communication is important across all phases of the service lifecycle but particularly so in Service Operation Issues can often be mitigated or avoided through good communication All communication should have
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Continual Service Improvement

Aims at continually align IT Services to changing business needs by identifying and implementing improvements Continually looking for ways to improve process efficiency and effectiveness as well as cost effectiveness You can not manage what you can not control You can not control what you can not measure You can not measure what you can not define
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Objectives of CSI
Review, analyze and make recommendations on improvement opportunities in each lifecycle phase: SS, SD, ST and SO Review and analyze Service Level Achievement Ensure applicable Quality management methods are being used to support CSI Improve cost effectiveness Would lead to maturity of processes
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Value to business of CSI

Improved Service Quality, higher availability Gradual cost reduction and better cost justification Better information about existing services and areas for improvements Better Business/IT alignment Increased flexibility and adaptability ROI/VOI
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Module-3: Key Principles, Models and Concepts

ITIL Version 3 Foundation for IT Service Management

RACI Model
RACI model can be used to help define roles and responsibilities It identify the activities that must be performed alongside the various individuals and roles involved

RACI is acronym for four main roles

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 that are kept up-to-date on

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Example: RACI Model

Director Service Level Mgr Problem Mgr Security Mgr Procurement Mgr

Acvitivty-1 Acvitivty-1 Acvitivty-1 Acvitivty-1

AR A I I

C R A A

I C R R

I C I I

C C C

1. Identify activity/processes

2. Identify/define the functional roles

3. Conduct meeting and assign the RACI codes 4. Do not have more than one accountable person
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Supplier and Contracts

Supplier: A third party responsible for supplying goods or services. They enable service provider to deliver a service Contract: A legally binding agreement between two or more parties to supply good or services
Underpinning contracts

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Service Portfolio
Service Knowledge Management System
Why should a customer buy these services?

Service Portfolio

Why should they buy these services from us? What are the pricing and chargeback model? What are my strength, weaknesses, priorities and risk How should our resources and capabilities be allocated

Service Lifecycle Service Status Requirement Defined Analyzed Approved Chartered Designed Developed Built Test Released Operational Retired

Service Pipeline
Customers/ Users only allowed access to services in this range

Service Catalog

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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 customers Technical service Catalog Underpinning services of interest to IT Each organization should develop and maintain a policy with regard to both the Portfolio and the Catalog, with regard to the service recorded within them, what details are recorded and what statuses are recorded for each of the services. 55

Service Catalog
The Business Service Catalog: Containing details of all the IT Services delivered to the customer, together with relationships to the business units and the business processes that rely upon the IT Services. This is the customer view of the Service Catalog The Technical Service Catalog: Containing details of all the IT Services delivered to the customer, together with relationships to the supporting services, shared services, components and CIs necessary to support the provision of service to the business. This should underpin the Business Service Catalog and not form part of the customer view.
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Risk Management and Analysis

Define a framework
Identify the risks Embed and Review Gain assurance about effectiveness Implement Responses

Identify probable risk owners

Evaluate the risk Set acceptable levels of risk Define a framework

Risk Management

Risk Analysis

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Plan, Do, Check, Act Model

PLAN Plan service management & services

ACT

DO

Continuous improvement

Implement and run service management & services

CHECK Monitor, measure & review

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Demings Cycle

Quality

Objectives

Maturity
QMS Support

Act Check

Plan Do
ISO 9000 means this ITIL tells us how to do it

t
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The 7 Step Improvement Process

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Governance
Corporate Governance
Corporate Compliance

IT Governance
IT Compliance

IT Service Management

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Module 4: Concepts, Processes, Roles and Functions

ITIL Version 3 Foundation for IT Service Management

Service Operations
Processes

Event management Incident management Request fulfillment Problem management Access management
Service Desk Technical Management IT Operations Management Application Management
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Functions

Event Management
Detect event, make sense of them, determine the appropriate control action Basis of Operational Monitoring and Control Event: An alert or notification created by any IT service, configuration item or monitoring tool Event management: The process responsible for managing events throughout their lifecycle Alert: Something that happens that triggers an event or call for action or human intervention after the event is filtered
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Event Management Logging and Filtering

Exception

Event

Filter

Warning
Information

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Event Management
Incident Incident Management

Problem Exception Incident Problem Change RFC Warning Alert Auto Response Information Log

Problem Management

Change Management

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Event Management - Roles

Event management roles are filled by associates in following functions
Service Desk Technical Management Application Management IT Operation Management

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INCIDENT MANAGEMENT

Incident
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 / degradation in, the quality of that service

KEDB ! Service Request ?

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Incident Management
Restore normal service operations as quickly as possible and minimize adverse impact on the business IM: Managing any disruption or potential disruption to live IT service Incidents are identified Directly by users through Service Desk Though an interface from Event management Reported and/or logged by technical staff

People sometime use loose terminology and/or confuse a Major event with a Problem. In incident always remains incident, it may grow in urgency and impact, but an incident never becomes a problem

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Incident Management Objectives

Restore Normal Service Operation Within Service Level Agreements (ASAP) Minimize the adverse impact on business operations Keep communication going with customer (escalation, estimated time for resolution) Aim Plus : Evaluate incident to determine whether likely to recur or is a symptom of chronic problem Problem Manager (update Problem Record)

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Incident Management : Inputs and Outputs

Inputs Incidents from service desk Configuration information Response from incident matching against problem and KE Resolution details Response on RFC to effect resolution for incidents

Outputs
RFC for incident resolution; Updated incident record Resolved and closed incidents

Escalate to Problem Management / Vendor / Third Party

Communication to customers Management information (reports).
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Incident Management Activities

Identification Logging

Categorization
Prioritization Initial diagnosis Escalation (and Referral) Horizontal : Knowledge (Functional) Routing Vertical : Hierarchical (Inform /Support)

Investigation and diagnosis

Resolution and recovery Closure
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Incident Classification
Prioritization Calculate from Business Impact and Urgency refer to SLA Factors Potential cost of non-resolution Threat of injury to customer or staff Legal implications Disruptions to customers and staff Prioritize Resources Urgency Estimate - People - Resources - Time
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Impact

Priority

Prioritization Matrix
Business Impact Urgency

M L

3 3

2 3

1 2

- Business Impact : Potential to which Business stands vulnerable - Urgency : Time available to avert / reduce this impact
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Incident Classification
Classification of a group of incidents, e.g. Application Server not available Application bug / query Hardware

Automatic alert
Printer not printing Service request

Password forgotten
Security incident Virus
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Matching
Incident Database Open Incidents Problem Record Problems KEDB Known Error/ Workarounds

Is the Incident already called in? Is this incident related to an existing problem? Is there a known resolution / workaround?

Workaround
P1 : KEDB P2 : KEDB Workaround Solution Solution Problem Mgmt. Problem Mgmt.
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Incident Management Life Cycle

Incident Control

Incident Detection & Recording Classification & Initial Support RFC Resolution Service Yes Service Request Request Procedure No Direct Solution No Investigation & Diagnosis Resolution & Recovery Change Management Process Resolution Resolution or Work around RFC Change Management Process Yes

Processes Control

Known Error Database Communication

Quality Control

Changes?

Ownership

Reporting

Incident Closure

Problem / Error Database

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Routing Incidents
First Line
Service Request Procedure Service Request? Yes Resolution, Recovery

Detect and Record

Initial Support

Resolved? No

Incident Closure

Second Line

Investigation Diagnose

Resolved?

Yes

Resolution, Recovery

Third Line

No Investigation Diagnose Resolved? Yes Resolution, Recovery

No

Problem Management (Problem Record) / Vendor

An Incident Never converts into a Problem

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Benefits of Incident Management

Improved monitoring against SLAs

Improved management information on

aspects of service quality Better staff utilization

Elimination of lost or incorrect Incidents

Improved User and Customer satisfaction

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Request Fulfillment

Service Request
Every Incident not being a failure in the IT Infrastructure Request for information

Change Request

Service Request do not represent a disruption to agreed service, but are a way of meeting customers need and me by addressing an agreed target in a Service Level Agreement. Service requests are dealt with by the Request

fulfillment process

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Request Fulfillment
A request from a user for information or advise, or for a Standard Change Their scale, frequency and low risk nature means that they are better handled by a separate process, rather than being allowed to congest and obstruct the normal IM and CM processes In some cases predefined Request Models, some form of pre-approval by CM such as Standard Changes Self help practice
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PROBLEM MANAGEMENT

Problem
The unknown root cause of one or more incidents (not necessarily - or often - solved at the time the incident is closed) A Problem is a condition that has been defined, identified from one or more incidents exhibiting common symptoms, for which the cause is unknown
To prevent problems and resulting Incidents from happening To eliminate recurring incidents To minimize the impact of incidents that can not be prevented
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Problem Management
Problem
Cause of one or more incidents

Problem Models Workaround Known Error Know Error Database

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Problem Management - Goals

To minimize the adverse impact of Incidents and Problems on the business that are caused by errors within the IT Infrastructure To prevent recurrence of Incidents related to errors To prevent new incidents Improve productive use of resources

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Problem Management Activities

Problem Control Known Error Control Proactive Problem Management - Prevention Management Information

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Problem Identification
Incidents without resolution Incident closed with a workaround Incident solved with considerable impact Trend Analysis similar symptoms Discovery of a source of potential incident Problem forwarded from another domain Engineers with ideas

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Problem Control
Problem Control
Identification and registration

Error Control

Error Identification and Recording

Classification

Error Assessment

Assigning Resources Investigation and Diagnosis Establish Known Error

Recording Error Resolution (RFC)

RFC

Change Management

Successful completion

Error Closure (PIR)

Update KEDB

Incident Closure
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Proactive Problem Management

Activities arrived at identifying and resolving Problems before Incidents occur Trend Analysis
Post change occurrences of a particular type Initial faults of a particular type Recurring incidents with particular CIs fragile components Need for staff or customer training

Targeting Support Action Trend Analysis can lead to:

Identification of faults and actions Identification of General problem areas needing attention

Informing the organization / customers

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Reactive Proactive
Reactive Proactive Prevention of problems on other systems and applications Monitoring of Change Management

Initiating changes to combat : Occurrence of incidents Repetition of incidents

Identification of trends Problem identification Problem diagnosis Supplying 2nd / 3rd line incident support
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Incidents versus Problems

Problem Management

Problem
Known Errors, Known Workarounds 1% No

Investigate

KE

Change Management Investigation & Diagnosis No 29% Yes Solution Found? Change RfC

Incident (s)

Match?

Yes

70%

Get Solution

Solve Incident

Incident Resolved

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Benefits of Problem Management

Permanent solutions

Incident volume reduction

Improved IT service availability and quality Improved organizational learning

Better first-time fix rate at the Service Desk

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Access Management

Access Management
Granting authorized users the right to use a service Preventing access by non authorized users

Access Identity Rights Service or Service Groups Directory Services

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Access Management
Requesting Access Verification Providing Rights Monitoring Identity Status Logging and Tracking Access Removing or Restricting Rights

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Service Operation Functions

Service Operation Functions

Service Desk IT Operations Management

Technical Management

Application Management

Operations Control Facility Management

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Service Operation Functions

Some Organizations may choose to perform operational activities as part f the Technical Management and Application Management functions, whereas others prefer to delegate these to centralized IT Operations Management functions

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Service Operations Functions

IT Operations Management

Service Desk

Technical Management

Application Management IT Ops Control

Financial Apps

Mainframes

Server

Network

Console Mgmt Job Scheduling Backup/Restore Print & Output

HR Apps

Storage

Business Apps

Database

Facility Mgmt Data Center Recovery Sites Consolidation Contracts

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Desktop

Internet/Web

Service Desk

Service Desk
Primary point of contact. Single point of contact for IT Users

Deals wit all user issues (incidents, requests, standard

changes) Coordinates action across IT organization to meet user

requirements
Different Options (Local Centralized, Virtual, Follow-theSun, Specialized Groups)

The service desk coordinates actions across all IT

departments, on behalf of the users keeping communication flowing back and forth.
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Different Desks
Call Center Handling large call volumes of telephone-based

transactions, registering them and referring them to

other parts of the organization Help Desk Managing, coordinating and resolving Incidents as quickly as possible Service Desk Allowing business processes to be integrated into the Service Management infrastructure. It not only handles Incidents, Problems and questions, but also provides an interface for other activities
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Types of Service Desk

Local Centralized

Virtual
Follow the Sun

Specialized Groups

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Service Desk Goals

Single point of contact for customers Facilitate restoration of normal operational service Deliver high quality support to meet business goals Support changes, generate reports, communicate & promote IT

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Service Desk Activities / Responsibilities

Receiving, Recording, Prioritizing and Tracking service calls Monitoring and Status Tracking of all registered calls Escalation and Referral to other parts of the organizations First Line Support Coordinating second-line and third-party support groups Keeping customers informed on request status and progress Closing incidents and confirmation with the customer

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Service Desk Inputs and Outputs

Walk-in Telephone Requests Fax Requests Hardware/ Application Events/ Alerts

Email/Voice Requests

Internet/ Browser Requests

Service Desk

Management Information & Monitoring

External Service Support

Product Support

Sales & Marketing

Contract Support

Internal Service Support

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Service Desk Metrics

Periodic evaluation of health, maturity, efficiency, effectiveness and any opportunities to improve Realistic and carefully chosen total number of call is not itself good or bad Some Examples:
First-line resolution rate Average time to resolve or escalated an incident The number of call broken down by time of day and day of week, combined with the average call time.
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Technical Management

Technical Management
The groups, departments or teams that provide technical expertise and overall management of IT infrastructure
Custodians of technical knowledge Provide the actual resources to support IT Services Perform many of the common activities Execute most ITSM processes

Normally aligned to the technology they manage Can include operational activities Swift use of technical skills to speedily diagnose and resolve any technical failures that do occur
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IT Operations Management
Responsible for performing day-to-day activities
Console Management Job Scheduling Backup/Restores Print/Output management Facility management Network operations center Monitoring of Infrastructures, application and services

Maintain the status quo to achieve infrastructure stability Initial diagnosis and resolution of operational incidents
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Application Management
Manage application throughout their lifecycle Roles in design, testing and improvement of application

Well designed, resilient, cost effective applications Ensuring availability of functionality Maintain operational application.. Adequate technical skills to maintain Support during application failures
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Continual Service Improvement

The business case for ROI Getting past just talking about it Overall health of ITSM Portfolio alignment in real-time with business needs Growth and maturity of SM practice How to measure, interpret and execute results CI Models
PDCA (Deming's Cycle) RACI (Responsible, Accountable, Consulted & Informed) CMMi Maturity process framework 7 Step Improvement Process for measuring performance Service Reporting
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Continual Service Improvement Model

What is the vision
Business Vision mission, goals and objectives

Where are we now

Baseline assessments

How do we Keep the Momentum going

Where do we want to be?

Measurable targets

How do we get there?

Service-Process improvements

Did we get there?

Measurement and metrics

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Service Measurement
The ability to predict and report service performance against targets of end-to-end service Why Measure?
To validate To direct To justify To intervene
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Service Measurement
Types of Metrics
Technology Metrics: typically components and applications. SLA
Performance, availability etc.

Process Metrics: Critical success factors. Key performance indicators, activity metrics from ITSM process. Measure Process effectiveness Service Metrics: end to end service metrics. OLA

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Service Transition

Service Transition V Model

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Service Transition V Model

Service Validation and testing early in the service life cycle

Framework to organize the levels of configuration items to be managed through the life cycle and the associated validation and testing activities, both within and across stages.
Mapping service transition levels of testing to corresponding stages of service requirements and design There is direct involvement by the equivalent party on the right hand side

For example: customer who signs off the agreed service requirement will also sign off the service acceptance criteria and test plan.
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Configuration item
Anything that needs to be managed in order to deliver an IT Service CI information is recorded in the Configuration Management System CI information is maintained throughout the lifecycle by Configuration Management All CIs are subject to Change Management control CI typically include
IT Service, hardware, software, buildings, people, and formal documentation such as process documentation and SLAs
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Configuration Management System

Information about all CIs Stored in 1 or more databases (CMDBs) CMS stores attributes CMS stores relationships CMS has multiple layers

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Knowledge Management
The process responsible for gathering, analyzing, storing and sharing knowledge and information within an Organization The primary focus of KM is to improve efficiency & effectiveness by reducing the need to rediscover knowledge

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Data, Information, Knowledge & Wisdom (DIKW)

Data is set of discreet facts about events. Information comes from providing context to data Knowledge is compose of tactic experience, ideas, insights, values and judgment of individuals. Knowledge puts information into ease of use form that facilitate decision making Wisdom given sensitivity of the material, situation and contextual awareness to provide a strong common sense judgment 125

Service Knowledge Management System (SKMS)

DML: Definitive Medial Library. Master copies of all software assets

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Service Transition Processes

Transition planning and support Change management Service Asset and Configuration Management (SACM) Release and Deployment Management Service Validation and Testing Evaluation Knowledge Management
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CHANGE MANAGEMENT

Change Management
A Change is an action that results in a new status for one or more CIs. Standardized methods and procedures for implementing approved changes efficiently and with acceptable risk, to the IT Infrastructure while minimizing change related incidents and their impact on service quality & business continuity. Assessing impact of change Authorizing change

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Change Management
Respond to changing business requirements Minimize impact of implementing changes Optimize business risks Implement change successfully as planned Implement changes in the time that meet business needs Use standard processes Record all changes
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Change Management
Addition, Modification or Removal of any service or CI or associated documentation including
Strategic, tactical and Operational changes

Excludes
Business Strategy and processes Anything documented as out of scope

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Change Management

High percentage of problems related to IT Service quality result from some change(s) made to the system Change Management Does not take over the powers; it only Controls Does not take over anybodys responsibilities (e.g. Project Manager) Is not Bureaucratic; it takes a holistic view.

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Triggers for RFC

Problem Management

Incident Management

Customers

RFC

Projects / Processes

Policy Legislation

Suppliers

133

Change Management - Responsibilities

Accepting, Recording & Filtering Changes Review and Closure Change Management Justification & Approval of Change Manage & Coordinate Implementation Assessing Impact, Cost, Benefit, and Risk of Proposed Changes

Monitoring & Reporting

Forward Schedule of Changes (FSC)

Chairing CAB and CAB/EC

Not responsible for Implementing changes only controls

134

Change Type
Normal Standard Change Emergency Change

135

7 Rs of Change management
Who raised the change? What is the reason of the change? What is the returns required of the change? What are the risks involved in the change? What resources are required to deliver the change ? Who is responsible to build, test and implement the change ? What is the relationship between this change and other changes?
136

Change Advisory Board (CAB)

Cover possible risks Create support

Include those involved in decision making; make

recommendations about: - Authorization - Determining impact - Determining priority - Determining resources - Release

ECAB

137

Change Advisory Board: Composition

Change Manager (Chair) Others & required Service Level Manager

Finance Manager

CAB

Application Manager

Release Manager Problem Manager Senior Business Representation

Ensures appropriate & timely communication

138

Change Management Process

Project / Operations / Processes Change Mgmt

Monitoring Planning

Registration, Filtering Classification, Prioritization Approval [Change Advisory Board (CAB)]

RfC

Build

Refusal

Test

Authorization Implementation

Refusal

Backout

Implementation

Update CMDB Evaluation (PIR) (Post Implementation Review)

Backout

139

Monitoring and Planning

The impact that the change will make upon all customers business operations The effect upon The infrastructure Customer service The capacity and performance, reliability and resilience Contingency plans, and security The impact on other services that run on the same infrastructure The impact on non-IT infrastructures within the organization The effect of not implementing the change The resources required to implement the change The current FSC and projected service availability (PSA) Additional ongoing resources required
140

Building Testing & Implementation

Pass authorized RFCs to relevant groups

RFCs might involve: Building a new production module Creating a new version of one or more software modules Purchasing equipment or services externally Preparing a hardware modification Producing new or amended documentation Preparing amendments to User training

141

Post Implementation Review

Purpose: to determine That the change met its objectives That users and customers are content with the results Any shortcomings Unexpected or undesirable side-effects That the resources planning was correct That the implementation plan worked correctly That the change was implemented on time and to cost That the back out-plan functioned correctly, if needed.

142

Benefits of Change Management

Increased visibility and communication of changes

Reduced adverse impact of changes on the quality of services and on SLAs

Better assessment of the cost and risk of proposed changes before they are incurred Greater ability to absorb a large volume of Changes

144

Service Asset and Configuration Management (SACM)

SACM
For Service Assets, CI and customer assets
Protect integrity throughout their lifecycle Provide accurate information to support business and service management

Establish and maintain a Configuration Management System The goal of Service Asset and Configuration Management is to provide a logical model of IT Infrastructure correlating IT Services and different IT Components
146

SACM Configuration Item Categories

Service Lifecycle CIs
Business case, plan, design package, release and change plan, Service lifecycle plans, Service design package, release and change plan, test plans. These provide picture of service providers services. How these services would be delivered, what are the benefits expected and at what cost

Service CIs
Service capability assets: management, organization, process, knowledge, people Service resource assets: financial capital, systems, applications, information, data, infrastructure
147

SACM
To Manage the IT infrastructure by Identification Recording Controlling Reporting of IT components (Configuration Items - CI), including their versions, constituent components and relationships
148

SACM - Goals
Enabling control of the infrastructure by

Accounting, controlling all the resources needed to deliver services Configuration Item (CI) status and history CI relationships - Configuration
Providing information on the IT infrastructure

To all other processes IT Management

149

Assets Vs Configuration Items

Asset

Component of a business process

Configuration (CI)

Component of an infrastructure or an item associated with an infrastructure which is (or is to be) under the control of Configuration Management
Asset Register

Book Value Relationships not captured

Configuration Management Database (CMDB)

A database, which contains all relevant details of each CI and details of the important relationships between CIs 150

Configuration Item (CI)

Configuration Item Is needed to deliver a service Is uniquely identifiable Is subject to change Can be managed Physical / Logical A Configuration Item has A Category - H/W, S/W, application, document Relationships Attributes Name, Type, Model No., Status, Owner, Location A Status Ordered, In Store, Active

151

SACM : Activities. PICSV

Planning purpose, scope, objectives, policies / procedures Identification & Naming - Configuration Management Database (CMDB) : Identifiers, Version Nos., Labeling Control only authorized & identifiable CIs, Access, Security Configuration Controller Status accounting current & historical data of CIs like live, obsolete etc & traceability Verification and audit correct recording in CMDB Configuration Baseline : reference of original state re-build

152

CIs Scope and Details

Service

Hardware

Software

Documentation

Environment

- IT Users/ Staff - Incidents / Known errors / Problems

DETAILS

Network printer

UPS PC Bundled s/w

Local printer

No break power

VDU
Mailing Services File and Print Services

Keyboard

CPU SLA DBMS

MS E-mail Word

SCOPE
153

Naming & Attributes

Requirements for a naming convention:
Unique Logical Unchanging used Hardware
Name Type Serial Number Location

PRINTER AF651_2/X3 PC_Johnson_room1

PRINTER005 WORD_5.1 PC_0353

4 Suitable with the tools which are Software

Name

Other

SLA
Name Service Service Manager

attributes:

Kind of software Version Name supplier

Name supplier
Price

Licensees
Location source Accepted date .

Customer
Start date End date Critical Yes / No
154

Installation date Capacity ..

Configuration Management : Customers

Engineers. Settings & Configs

Service Level Mgt. SLA

Finance Mgt./Architectures etc information

Service Desk Call

Incident Mgt. incident

Problem Mgt. Problem KE RFC

Change Mgt. Change Release Management release

Configuration Management Database

155

Benefits of SACM
Providing accurate information on Configuration item (CI) and their documentation. Helping with financial and expenditure planning. Making Software Changes visible. Supporting and improving Release Management.

Allowing the organization to perform impact analysis and schedule Changes safely, efficiently and effectively.

156

Exercise
Which are not CIs : 1. SLA 2. IP Address 3. A call 4. Documentation 5. Windows 2003 6. Printer 7. UPS 8. License 9. People 10.Incidents 11.Building 12.Mouse 13.Internet Service
157

RELEASE MANAGEMENT

Release and Deployment - Objectives

Clear, comprehensive release and deployment plans Release packages can be built, installed, tested and deployed Skills and knowledge transfer to enable operations and support staff to run and support services Release units: CIs that are normally released together Big Bang versus phase approach Push versus Pull Deployment Automated versus manual deployment Single release or many related releases
159

Release Management
Undertakes

Planning
Preparation

Scheduling
of a Release to many Customers and Locations. Ensures that only Authorized and Correct versions of Every Release is a Change software are made available for operation.
160

Release Management - Goals

Plan and oversee the SW & related (or large / critical) HW rollouts Design and implement efficient procedures Ensure that changes to hardware and software are controlled To manage expectations of the customer during rollout To agree the content and rollout plan for a release

To implement new software releases or hardware into the operational environment

Secure all software masters in the definitive software library (DSL) 161

Release Planning
Gaining consensus on the release contents Agreeing to the phasing over time and by geographical location, business unit and customers Producing a high-level release schedule Conducting site surveys to assess used hardware and software Planning resource levels (including staff overtime) Agreeing on roles and responsibilities Obtaining detailed quotes and negotiating with suppliers for new hardware, software or installation services Producing back-out plans Developing a quality plan for the release Planning acceptance of support groups and the customer

162

Release Management Activities

Release policy and planning Big Bang or Phased approach Release design, build and configuration Release acceptance Rollout planning Communication and training Audits prior to and following the implementation of changes Release, distribution and installation of software Maintain Definitive Software Library (DSL) and update CMDB
163

Release Management Life Cycle Activities

Development Environment Controlled Test Environment Live Environment

Release Management
Design and Build and Fit-forRelease Develop, or order Configure Purpose Planning and purchase the the Release testing software

Release Policy

Release Roll-out Acceptance planning

Communication Distribution Preparation + installation Training

Configuration Management Database (CMDB) and Definitive Software Library (DSL)

164

Release Policy

Full, Package And Delta Release Emergency Release Release Unit

Release Policy

Release Frequency

Version Numbering

165

Application Management
Managing Applications throughout their Life Cycle

Service Strategy Defines overall architecture Criteria for Developing in-house, Outsourcing development or Purchasing Service Design Covers most of the Requirement phase Establish Requirements for functionality and manageability of applications 166

Application Management

Contd

Service Transition Applications Development and Management teams involved in Testing & Validating Cover Deploy Phase Service Operation Cover Operations Phase Continual Service Improvement Covers optimize Phase Measures quality & relevance of applications

167

Release Types
Release Unit Describes the portion of IT Infrastructure that is

normally released together for control and effectiveness

of the changes made. The unit may vary depending on the types or items of software (and / or hardware).

Full Release Means that all the components of the release unit are built, tested and released in its entirety, including components that were not changed.

168

Release Types
Delta Release It is a partial release, which only includes those CIs within the Release Unit that have actually changed or are new since the last full or delta release e.g., if Release Unit is Programme, Delta Release will be only changed or new modules. Normally a Quick Fix or emergency solution.

Package Release
It is a bundle of Full and / or Delta Releases of related applications and infrastructure e.g., scheduled upgrades to

third party software such as system software and office

applications or a new software / package + some nonrelated component on which the new software depends.
169

Release Units

IT Infrastructure

Transaction Processing

System 1

System 2

System 3

PC Software

Suite 1-1

Suite 1-2

Suite 2-1

Suite 2-2

Batch Application

Program 2-1-1 Module 2-1-1-1 Module 2-1-1-2

Program 2-1-2 Module 2-1-1-3

170

Definitive Software Library (DSL)

DSL : A Logical Library which is a collection of electronic media, files and electronic / paper documentation
Definitive copies of Purchased Software & Licensed elements/ information
Logical Storage Base for Releases

Protection of all Authorized Software Versions (Master copies)

DSL
One or More Physical File Stores

Linked With CMDB Distribution

171

Release Management Benefits

Releases built and implemented on schedule

Very low (ideally no) incidents

Secure and accurate DSL / DHS management

Accurate distribution of releases

Implementation of all releases on time

No unauthorized (re)versions
172

Service Design

Aspects if Service Design

There are 5 aspects of service design considered within Service Delivery scope
The design of new of changed services The design of Service Portfolio, including Service Catalog The design of technology architecture and management systems The design of processes required The design of measurement methods and metrics
174

Service Design
The service design stage of lifecycle stat 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 This developed solution together with its Service Design Pack (SDP) is then passed to ST to evaluate, build, test and deploy the new or changed services and on completion of these transition activities, control is transferred to Service Operations stage of the service lifecycle
175

Service Design
The main aim of SD is the design if new or changes services.. The requirement of the new services are extracted from the service portfolio and each requirement is analyzed, documented and agreed and a solution designed is produced which is them compared with the strategies and constraints from SS to ensure that it confirms to corporate and IT Policies Many design, plans and projects fail though a lack of preparation and management. The implementation of ITIL services as practice is about preparing and planning the effective and efficient use of four Ps
176

Tata Nano
Ratan Tata People Car Rs. 1,00,000

Design Features

Assembly lines Requirements Trainings Vendor Contracts

Production Rollouts

177

SDP
Service Design Package
Details all aspects of a service through all stages of its lifecycle The SDP is passed from SD to ST for implementation

178

SDP Should Contain

179

Key Concepts. Four Ps

People

Products Partners

Processes

Service Technology Tools

Suppliers, Manufacturer and vendors 180

Service Catalog Management

Create and manage accurate Service Catalog
A single source of information on all services

Service Catalog
Part of Service Portfolio Details of all operational services, and those being prepared for transition Business Service Catalog Technical Service Catalog
181

Service Level Management

Negotiate, agree and document service levels Measure, report and improve service levels Communicate with business and customers Ensure quality of service matches the expectations

182

Service Level Management

Customer/Users Service Level Agreements

Service A

Service B

Service C

IT Infrastructure

Operational Level Agreements

Underpinning Contracts

Internal Organization

External Organization
183

Service Level Management

Design SLA Framework

Identify Service Level Requirements

Agree and document SLA Negotiate and document OLA and Underpinning Contracts Monitor SL performance Measure and Improve Review and Revise UCs and service scope Produce service reports

Conduce service review and instigate improvements

Review and revise SLA, OLA and UC Develop contact and relationships Manage complaints and compliments
184

Service Level Management

Number and % of target being met Number and severity of service breaches Number and % of up to date SLAs Number of services with timely reports and service reviews Improvement in CSAT

185

Service Level Management Challenges

Identify appropriate customer/business repetitive Overcome current issues Achieving accurate monitoring of service achievements Getting SLAs singed of at the appropriate level

186

Service Level Management - Interfaces

Service Portfolio Management Service Catalog Management Supplier Management Availability Management, Capacity Management Service Knowledge Management System CSI All other service management processes
187

AVAILABILITY MANAGEMENT
Effective Availability Management influences Customer satisfaction & determines the market place reputation of the Business.

Availability Management
To optimize the capability of

IT Infrastructure
Services Supporting organization to deliver a Cost effective and sustained level of Availability that enables the business to satisfy its business objectives. Availability Maintainability Resilience Reliability Serviceability Security
189

Availability Management Goals

To predict, plan for and manage the availability of services by ensuring that: All services are underpinned by sufficient, reliable and properly maintained CIs Where CIs are not supported internally there are appropriate contractual arrangements with third party suppliers Changes are proposed to prevent future loss of service

Only then can IT organizations be certain of delivering the levels of availability agreed with customers in SLAs.
190

Availability Management Responsibilities

Optimize availability by monitoring & reporting Determine availability requirements in business terms Predicting & designing for expected levels of availability & security Resilience Producing the Availability Plan Collecting, analyzing and maintaining data

Monitoring availability levels to ensure SLAs & OLAs are met

Continuously reviewing & improving availability
191

Service Unavailability

An IT service is not available to a customer if the functions required during Service Hours at that particular Location cannot be used even though the agreed SLA conditions are being met
Costs of Unavailability Impact on Vital Business Functions (VBF) Monetary Impact Intangible costs
192

Availability Management Methods and Techniques

Component Failure Impact Analysis (CFIA) Fault Tree Analysis (FTA) CRAMM (Computer Risk Analysis & Management Methodology) Calculating Availability Calculating the cost of Unavailability Developing business and User measurement and reporting Systems Outage Analysis (SOA) The Incident lifecycle Continuous improvement methodology

Technical Observation Post (TOP)

193

Unavailability Life Cycle

MTTR Mean Time To Repair (Downtime) => MAINTAINABILIY or SERVICEABILITY Response Time Recovery Time

* Incident Repair Time

Incident Time Between Failures or Uptime MTBF Mean Time Between Failures (Uptime) = AVAILABILITY Time Between System Incidents

MTBSI Mean Time Between System Incidents = RELIABILITY Time People, Processes, Technology Vital Business Function (VBF) 194

Availability Vs Costs

195

Availability Formula
Availability = Total Time Downtime x 100 Total Time

Service Availability = Agreed Service Time (*) Down Time (*) x 100 Agreed Service Time (*)

* During Service Window

196

Availability Calculations

Series

Parallel
Avail = 90%

Monitor
Avail = 90%

CPU
Avail = 85%

Device A
Resilience

Device B

Avail = 85%

Overall Availability = ?

Overall Availability = ?

Resilience ?
197

Availability Management
Proactive
Design and plan activities Planning, design and improvement of availability

Reactive
Operational activities Monitoring, measuring, analysis and management of all events, incidents and problems

198

Availability Management
Reliability
Measure how long a service can perform at its agreed level

Maintainability
Measure how quickly and effectively a service can be restored to normal working after a failure

Serviceability
Ability of a third party supplier to meet the terms of their contracts
199

Information Security Management

Information Security Management

To protect the interest of those relying on information To protect the systems and communication that deliver the information Specifically related to harm resulting in failure of
Availability Confidentiality Integrity

The ability to do business with other organizations safely Verify their Authenticity Non Repudiation
201

Information Security Management

Information Security Policy Information Security Management System Risk Analysis and Risk Assessment Security Controls

202

Risk Analysis

Value of Assets

Threats

Vulnerabilities

Risk analysis Risk Management

Risk

Risk ~ f (Asset, Threat, Vulnerability)

Countermeasures

Planning For potential outage

Managing outage

Residual Risk !
203

SUPPLIER MANAGEMENT

Supplier Management
Manage supplier relationships and performance Negotiate and agree contracts Manage contracts through lifecycle Maintain a supplier policy and a support supplier and contact database

205

Supplier Management
- Documented supplier management processes, named contract manager responsible for each supplier.

- The requirements, scope, level of service and communication processes to be provided by the supplier(s) shall be documented in SLAs or other documents.
- SLAs with the suppliers shall be aligned with the SLA(s) with the business. - The interfaces between processes used by each party shall be documented and agreed.

- All roles and relationship between lead and subcontracted suppliers shall be clearly documented.
- Lead suppliers shall be able to demonstrate processes to ensure that subcontracted suppliers meet contractual requirements. 207

Supplier Management
A process shall be in place - Major review of the contract or formal agreement at least annually. - Changes to the contracts(s), if present, and SLA(s) shall follow from these reviews as appropriate or at other times as required. Any changes shall be subject to the change management process.

- To deal with contractual disputes.

- To deal with the expected end of service, early end of the service or transfer of service to another party. Performance against targets shall be monitored and reviewed. Actions for improvement identified during this process shall be recorded and input into the service improvement plan.
208

CAPACITY MANAGEMENT

Capacity Management
To produce and maintain a capacity plan To provide advice and guidance on capacity performance related issues To ensure service meet or exceed performance targets To assist in diagnosing and resolving capacity related problems and incidents To access the impact of the changes on the capacity plan Proactive capacity and performance measure
210

Capacity Management - Goals

Balancing Act Cost against Capacity Supply against Demand To achieve Service Levels at the Right Time

211

Capacity Management Activities/Responsibilities

Business Capacity Management Business requirements Current and future

Service Capacity Management Management of existing IT Services : Workload or usage of Services, Performance of services Resource Capacity Management monitoring & measuring of IT infrastructure components (individual components) Demand Management Best Value for Money Monitoring, tuning etc. Capacity Planning Capacity Management Database (CDB)
212

Capacity Management Process

Inputs Business Strategy & Plans Financial Plans IT Strategy & Plans Service Level Management Process Incident & Problem Management Processes Change Management Process New Technologies

Outputs - Capacity Mgmt Process Business Capacity Management H/w, S/w upgrades

Sub-processes

Service Capacity Management

Resource Capacity Management

- Other Processes SLM Financial Mgmt - Other Parts of the Organization Senior Mgmt

213

Business Capacity Management

Current and future Business requirements - Trend, forecast, model, prototype, size, Inputs Existing service levels and SLAs Future service levels and service level requirements (SLRs) Business plan and capacity plan Modeling techniques Analytical Simulation Trending Base lining Application sizing
214

Service Capacity Management

Monitor, analyze, tune and report on service performance Establish baselines and profiles of use of services (peaks, troughs and seasonal variations) Manage demand for service Requires knowledge of Service levels and SLAs Systems, networks and service throughput and performance Monitoring, measuring, analysis, tuning and demand management
215

Demand Management Manage demand Smoothing peaks Charging options Flexible purchase / use of resources QoS Impose constraints e.g. Limiting number of concurrent users to prevent resource overload during specific periods Customer Awareness and Education Requires full Management support and understanding as these are unpopular measures
216

Resource Capacity Management

Monitor, analyze, tune and report on the utilization and performance of components Establish baselines and profiles of use of components Requires knowledge of Current technology and its utilization Alternative technologies Resilience of systems and services

217

Capacity Management Process

218

Inputs and Outputs Capacity plans and reports

Business data Service data Technical data Financial data Utilization data Exception Reports

Capacity DataBase (CDB)

Management Reports

Technical Reports

Capacity Plan

219

Capacity Plan

Executive Summary Business and IT strategy Inputs Details of current service level targets and performance against those targets. New services and Service Level Requirements Future resource requirements New technologies Scenarios and plans Investment recommendations

220

Capacity Management Planning

Reactive

Predictive or Planned Tuning

Actual Demand

Continual Improvement

221

Capacity Management Benefits

Ability to create, delivery and manage Service Level Agreements (SLAs) Reduce number of problems caused by lack of resources Increased end user satisfaction Increased system availability / resource utilization Improved capacity forecasting and budgeting capacity Improved scheduling for upgrades and hardware installs Improved negotiating position
222

IT SERVICE CONTINUITY MANAGEMENT

ITCM
TO maintain Service Continuity and IT Recovery Plan that support the Business Continuity plans To complete regular Business Impact Analysis to make sure that plans are current and accurate To conduct risk assessment To implement measure to meet or exceed BC targets To check the impact of changes on existing plans To negotiate necessary contact with suppliers Lifecycle approach
225

IT Service Continuity Management

Business Continuity Management (BCM) is concerned with the management of Business Continuity that incorporates all services upon which the business depends, one of which is IT IT Service Continuity Management focuses on the IT Services required to support the critical business processes. It delivers required IT Infrastructure to enable business to continue following a service disruption

226

Why IT Service Continuity Management ?

Increased business dependency on IT Reduced cost and time of recovery Cost to customer relationship Survival

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

227

Business Continuity Management Process

228

Business Continuity Plan

Administration

The IT infrastructure
IT infrastructure management & operating procedures Personnel Security Contingency site Return to normal
229

Risk Analysis

Value of Assets

Threats

Vulnerabilities

Risk analysis Risk Management

Risk

Risk ~ f(Asset, Threat, Vulnerability)

Countermeasures

Planning For potential outage

Managing outage

Residual Risk !
230

Countermeasures
Do nothing Manual workarounds Reciprocal arrangements Gradual Recovery (cold standby) Intermediate Recovery (warm standby) Immediate Recovery (hot standby)
IMPORTANT : HAVE YOU PLANNED TO RESTORE THE

NORMAL SERVICE.

231

Availability vis a vis Business Continuity Management

Availability Management 1. 2. 3. Normal Plan + Implement Control risks - Processes - SPOF - Infrastructure / old / new - Knowledge Bus Continuity Management 1. 2. Disaster Only plan (To Implement when essential in disaster) 3. Cannot Control risks - Fire - War - Terror - Earthquake - Hurricanes/Tsunami If we arrange to control any of the above, it migrates to Availability Management. 4. Downtime is there but within accepted limits
232

4.

No Downtime

Service Strategy

Utility and Warranty

Utility and Warranty define service and work together to create value for the customer
Utility
What does service do Functional Requirements Features, inputs, output fit for purpose How well does the service do it? Non functional requirements Capacity, performance, availability fit for use
234

Value= Utility + Warranty

Warranty

Value creation !!

Service Provider
It is necessary to distinguish between different types of service providers. While most aspects of IT Service Management apply equally to all types of service providers, others such as contracts, competition, market space, revenue and strategy take on different meaning depending on types
Type 1: Internal Type 2: Shared Type 3: External
235

Delivery Model Options

Delivery Strategy Description

In sourcing
Outsourcing Co-sourcing Partnership or Multi Sourcing Businesses Process Outsourcing

Internal organization resources

External organization resources Combination of internal & external Format agreement between 2 or more vendors to work together Formal arrangements between 2 organization to relocate and manage an entire business function from lot cost location

Application Service Provision Knowledge Process Outsourcing

Formal arrangements with an ASP to provide shared computer based services over a network Provision of domain based processes and business expertise requiring advance analytical and specialist skill from the outsource
236

Service Model
Graphical representation of the components that makes up a service Documents workflow and dependencies Used to support design, analysis and communication

Service Model codify the service strategy for a market space. They are blueprints by service management process and functions to communicate and collaborate on value creation Main Activities
Define the market Develop the offerings
237

Service Portfolio Management

Decide what services to offer Understand
Why should customer buy these services Why should they but buy these services from us

Provide direction to Service Design

So they can manage and fully exploit the services into the future

238

Service Portfolio Management

Business Service That directly support a business process IT Service A service that business does not think in business context or semantics Business Service Management Considering service management is terms of business processes and business values The transition from managing infrastructure to managing services is marked by a fundamental difference

Managing infrastructure require a focus on component operational

availability Managing services is center on customer and business needs
239

Demand Management
Understand customer requirements for services and how these vary over the business lifecycle Ensure the provision of appropriate level of service By varying provision or influencing customer demand Ensure that the Warranty and Utility we offer matches the customer needs

Pattern of Business Activity

Workload profile of one or more business activities Varies over time Represent changing business demands User profile Pattern of user demand for IT Services Each user profile includes one or more PBAs
240

Demand Management
Service Package
Detailed description of a service Include a service level package and one or more core services and supporting services

Service Level Package

Define level of utility and warranty for a particular service package Defined to meet the needs of PBA. For example
Gold, Silver and Bronze service

Core Service Package

Infra service offered by a specialized service unit
241

Financial Management
Financial visibility and accountability Financial compliance and control Enhanced decision making Operational Control Value capture and creation Understand the value of IT Services

Financial Management provides the business and IT with the qualification, in financial terms, of the value of IT Services, the value of the assets underlying the provisioning of those services, the qualification of operational forecasting
242

Financial Management
Service Valuation (Charging)

Service Investment Analysis (Budgeting)

Accounting Business Case

Business Case Structure

Introduction Methods and Assumption

Business Impact
Risk and Contingencies Recommendations

Business Impact Analysis

243

Service Management Technology and Architecture

ITIL Version 3 Foundation for IT Service Management

Scope: Service Management Tech. & Architecture

Service Design Tools Service Management Tools Event management Tools Knowledge Management Tools Tools Selection

245

Service Design Tools

Scope
Hardware, software, environment, process, data

Benefits
Speed up the designing process Ensure standard and rules are followed Prototyping, simulation and what if Validate designs before implementation

246

Service Management Tools

Scope
Typically includes Incident, Problem, Change Often includes Configuration management Often includes workflow management Maybe integrated to knowledge management systems

Benefits
Reduce time and effort to manage IM, CM and PM Ensure Standards and rules are followed Manage high volumes Provide historical reports
247

Event Management Tools

Management Consoles Dashboard and reporting Active Vs Passive Monitoring

248

Knowledge Management Tools

Document, Record and Context Presentation layer Search and analyze capabilities All process and services All stages of lifecycle

249

Tools Selection
Create a statement of requirements Use MoSCoW analysis to define features
Must, Should, Could, Wont

Consider vendor and tools capabilities Visit Reference Sites Asses Training needs Consider integration with environment
250

Roles Description
ITIL Version 3 Foundation for IT Service Management

Process Owner
Responsible for Assist with process design Documenting the process Make sure that process is performed as documented Make sure that process meets its aim Monitoring and improving the process over time
252

Service Owner
The service owner is responsible to customer for a particular service
Initiation and transition Ongoing maintenance and support Monitoring and reporting Identifying improvement opportunities Prime customer contact

253

Service Owner / Process Owner

SO SO SO SO

Network
PO PO

Unix

Windows

SAP

PO
Service Owner (SO) Process Owner (PO)

254

Other Roles
Service Manager: Is an important role that manages the development, implementation, evaluation and on going management of new and existing products and services. Service managers are recognized as global product/service exports. They drive the decision-making process. Provides the integration of individual product plans and new technologies into seamless customer focused service. Service Manager may also required to coach other manages (Service Owners, Process owners) with differing level of expertise for managing a business function or a particular product / service, within a specified product/service family. Develop business case, product line strategy and architecture Business Relationship Manager (BRM): BRMs establish a strong business relationship with the customer by understanding the customer's business and their customer outcomes. BRMs work closely with the Product Managers.
255

Other Roles
Product Managers: Product Managers to negotiate productive capacity on behalf of customers. PMs take responsibility for developing and managing services across the life-cycle, and have responsibilities for productive capacity, service pipeline, and the services, solutions and packages that are presented in the service catalogues. Chief Sourcing Officer (CSO): the CSO is the champion of the sourcing strategy within the organization, responsible for leading and directing the sourcing office and development of the sourcing strategy in close conjunction with the CIO. CSIM: Continuous Service Improvement Manager

256

Roles: Incident Management

Incident Manager: SO
Maybe performed by Service Desk Supervisor

First Line Support: SO Second Line Support : SO Third Line Support : SO

257

Roles: Problem Management

Problem Manager Supported by Technical Groups
Technical Mgmt IT Ops Application Mgmt Third Party suppliers

258

Roles: Continuous Service Improvement

Continuous Service Improvement Manager : CSIM
Ultimately responsible for success of all improvement activities Communicates the CSI vision across the IT organization Defines and reports on CSI Critical Success Factors, Key Performance Indicators and CSI activity Metrics Co-ordinates CSI throughout the Service Lifecycle Builds effective relationships with the business and IT managers Ensure monitoring is in place to gather data Woks with process and service owners to identify improvements and improve quality
259

Roles: Change management

Change Manager: ST
Process Owner Ensure that process is followed Usually authorize minor changes Coordinate and run CAB meetings Produce change schedule Coordinate change/build/test/implementations Review/Closes Changes
260

Roles: Service Portfolio Management

Product Manager: SS
Own and manage a set of related services Evaluate market opportunity and customer needs Create business cases Plan new service deployment programs

Business Relationship Manager

Identify and document Customer Needs

261

Role: Demand Management

Business Relationship Manager SS
Document PBAs and user profiles Identify correct SLP for their customers Identify un-met customer need Negotiate with Product Manager for creation of new services

262

Role: Financial Management

All manager have some financial responsibility Senior IT Mgmt owners budget and are ultimately responsible for decisions Many organizations appoint financial controller to oversee day-to-day finances Accounting department provide governance framework and support

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Annexure
Reference Slides for extra readings

A Process Model
Process Controls
Process Owner Process Documentation Process Objectives Process Feedback

Process Activities

Process Metrics Process Work Instructions

Process Roles Process Improvements

Inputs

Outputs

Process Procedures

Process Enablers

Process Resources

Process Capabilities

Back
265

Scope of ST

266

Process Cross Reference

267

V2 Operational ITIL Processes

The business, Customers or Users Difficulties Queries Enquiries Incidents Incident Management
Service reports Incident statistics Audit reports

Management Tools Incidents

Communications Updates Work-arounds

Service Desk Change

Customer Survey reports

Releases

Problem Management
Problem statistics Trend analysis Problem reports Problem reviews Diagnostic aids Audit reports

Change Management
Change schedule CAB minutes Change statistics Change reviews Audit reports

Release Management
Release schedule Release statistics Release reviews Secure library Testing standards Audit reports

Configuration Management
CMDB reports CMDB statistics Policy/standards Audit reports

Incidents

Problems Known errors

Changes CMDB

Releases

CIs Relationships 268