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formation
chnologyVersion 3.0
frastructure
Library
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Introduction to ITIL
Service Management
A set of specialized organizational capabilities forproviding value to customers in the form of
services
and
A set of Functions and Processes for managing
Services over their Lifecycle
ITIL (the IT Infrastructure Library)
Widely accepted approach to ITSM
Comprehensive and consistent set of best
practices
Quality approach
Effective and efficient utilization of IT systems
Good Practice Vs Best Practice
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Introduction to ITIL
Information Technology Infrastructure Library First
published by Office of Government Commerce - OGC Created
in 1980s to improve ITSM at UK Central Government Updated
to V2 in 2000/2001
- Improved for International audience - New
types of service delivery Updated to V3 in
2007-
Lifecycle model
- Greater focus on strategy and business outcomes
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Functions, Roles and Processes
Function:
A team or group of people and the tools
they use to carry out one or more processes or
activities
Roles:
A set of responsibilities, activities and
authorities granted to a person or team
Processes:
A process is a sequence of activities
combined to achieve a certain goal. A process
takes defined inputs and turns them into
defined outputs
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Process
ProcessProcessProcess Control ObjectivesOwners
Process Process
Documentation Feedback
Process
Activities AndInput OutputSub-Processes
Process Enablers
Role basedResources Roles responsibilities
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Process - Characteristics
Data, information
& knowledge
Suppliers Process Desired
Outcome
CustomerActivity 1 Activity 2 Activity 3
Service control & quality
Trigger
It is measurable
It delivers specific results
Primary results are delivered to customers or
stakeholders
It responds to specific events
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The Service Lifecycle
Why Lifecycle?
Building on a great practice base
Managing services from cradle to grave
Removing process silos
Reflecting the public feedback for
holistic lifecycle focus
The Service Lifecycle
Service Strategy
Service Design
Service Transition
Service Operation
Continual Service Improvement
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Service Strategy
Service:
A service is a means of delivering value tocustomers by facilitating outcomes customers
want to achieve without the ownership of
specific costs and risks.
Service Strategy:
Shows the organizations how to transform Service Management into strategic asset and to
then think and act in a strategic manner
Helps clarify the relationships between various services, systems or processes and the
business models, strategies or objectives they support
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Service Management as a Practice
Operational efficiency is necessary but not sufficient.
Service strategies are required to create long-term value for Customers andStakeholders.
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Service Design
Definition:
The design of appropriate and innovative
IT services, including their architectures,
processes, policies and documentation to
meet current and future agreed business
requirements
Service Design:
Provides guidance for the design and development of services and service managementprocesses
The scope includes new services, changes and improvements necessary to increase or
maintain value to the customers over the lifecycle of services
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Scope of Service Design
Design of:
New and changed servicesService Portfolio and Service Catalog
Technology architecture and management systems
Processes required
Measurement methods and metrics
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Scope of Service Design
Value to business of SD
Reduced total cost of ownership (TCO) Improved quality & Consistency of service
Easier implementation of new/changed services
Improved service alignment
More effective service improvement
Improved IT governance
Improved information and decision making
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Service Transition
Service Transition:
Plan and implement the deployment of allreleases to create a new service or improve
an existing service
Assure that the proposed changes in the
service design package are realized
Successfully steer releases through
testing and into live environment
Transition servicesto/from other
organizations
Decommission or terminate services
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Scope of Service Transition
Scope of ST:
Management and coordination of processes, systemsand functions to:
- Package, build, test and deploy a release intoproduction
- Establish the service specified in the customer andstakeholder requirements
Value to business of ST
Management of mergers, de-mergers, acquisitions, transfer of services
Higher success rate of changes and releases
Better prediction of service levels and warranties
More confidence in governance and compliance Better
estimating of resource plans and budgets Improved
productivity of business and IT Timely savings
following disposal or de-commissioning Reduced level
of risk
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Service Operation (SO)
Service Operation:
Coordinate and carry-out day to day
activities and processes to deliver and
manage services at agreed levels
Ongoing management of the technology
that is used to deliver and support
services
Where the plans, designs and
optimizations areecuted and
measured
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Scope of Service Operation
Scope of SO:
Ongoing management of: -
The services themselves
- The Service Management processes
- Technology
- People Value to business of SO
Where actual value of strategy, design and
transition are realized by the customers and users
Achieving balance (Conflicting Motives)
IT Services v Technology
Stability v Responsiveness
Quality of Service v Cost of Service
Reactive v Proactive
Value of communication
Good communication is important across allphrases of the service lifecycle but so particularlyin SO
Good communication is needed between all ITSMpersonnel and with users/customers/partners
Issues can be often mitigated or avoided throughgood communication
All communication should have: -Intended
purpose and/or resultant action
-Clear audience, who should be involved indeciding
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Continual Service Improvement (CSI)
Service Operation:
Aims to continually align / Realign IT services tochanging business needs by identifying and
implementing improvements
Continually looking for ways to improve
process efficiency and effectiveness as well as
cost effectiveness
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Scope of Continual Service Improvement
Scope of CSI:
Overall health of ITSM as a discipline and of the
services
Alignment of the service portfolio with businessneeds
Maturity of processes
Value to business of CSI
Improved service quality, higher availability
Gradual cost reduction and better cost-justification
Better information about existing services andareas for improvement
Better business/IT alignment
Increased flexibility and adaptability
Improved communication
ROI/VOI
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Key Principles, Models & Concepts
Service Provider
RACI Model
Process Owner
Service Owner
Suppliers & Contracts
Service Portfolio
Service Catalog
k Management Analysis
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Key Principles, Models & Concepts
Service Provider
An organization supplying
services to one or more internal
or external customers
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Key Principles, Models & Concepts
RACI Model
A RACI model can be used to define roles and responsibilities
It identifies the activities that must be performed alongside the various individuals and roles
involved
RACI is an acronym for the four main roles of:
- Responsible: The person or people responsible for getting the job done -
Accountable: Only one person can be accountable for each task -
Consulted: The people who are consulted and whose opinions are sought -
Informed: The people who are kept up-to-date on progress
TaskTask IMSupport Towers SDOperations Team
No
1 Ticket creation & initial severity assessment I R AR R
2 Severity re-assessment / upgrade / downgrade I R NA NA
3 Ticket reassignment C R NA NA
4 Status update content C R NA I
5 Ticket update and closure I R AR I
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Key Principles, Models & Concepts
Process Owner
Responsible for:
Assisting with Process Design
Documenting the process
Making sure the process is being
performed as documented
Making sure the process meets its aims
Monitoring and improving the process
over time
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Key Principles, Models & Concepts
Service Owner
The Service Owner is responsible to the
Customer for a particular service -
Initiation and transition
- Ongoing maintenance and support
- Monitoring and reporting
- Identifying improvement
opportunities
- Prime customer contact
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Key Principles, Models & Concepts
Suppliers and Contracts
Supplier
- A third party responsible for
supplying goods or services - These
are required by the service provider
to enable them to deliver services
Contract
- A legally binding agreement between
two or more parties to supply goods
or services
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Key Principles, Models & Concepts
Service Portfolio
Service Knowledge Management System
Service Portfolio
Service Lifecycle
Service StatusService
Requirements Pipeline
Defined
Analyzed
Approved
Chartered
Designed
Customers/Users onlyDeveloped Service
allowed access toBuild Catalogueservices in this rangeTest
Release
OperationalRetired
RetiredServices
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Key Principles, Models & Concepts
Service Catalog
Part of Service Portfolio
Services available for deployment or use
Information to be shared with customers
Business Service Catalog
- Services of interest to customersTechnical Service Catalog
- Underpinning services of interest to IT
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Key Principles, Models & Concepts
Risk Management and Analysis
Define a framework
Embed and review Identify the risks
Gain assurance about Identify probable risk
effectiveness owners
Implement responses Evaluate the risks
Set acceptable levels of
risk
Define a framework
Risk Management Risk Assessment
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A Lifecycle Stage at Work
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Non-Linear Process
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Service Strategy
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Service Strategy
Key Concepts:
- Utility and Warranty
- Value Creation
- Service Provider
- Delivery Model Options
- Service Model
Processes:
- Service Portfolio Management (SPM)
- Demand Management
- Financial Management
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Service Strategy - Utility and Warranty
Utility and Warranty define services and work together to create value for thecustomer
Utility:
- What does the service do?
- Functional requirements -
Features, inputs, outputs -
fit for purpose
Warranty:
- How well does the service do it? -
Non-functional requirements -
Capacity, performance, availability -
fit for use
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Service Strategy
Value Creation
Increase in
possible gainsReturn on from the
assetsperformance ofcustomer assets.
Service
PerformanceUtilityaverage
Performance ofcustomer assets
Performance
WarrantyVariation
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Service Strategy - Service Provider
An organization supplying services to one or more internal customers or externalcustomers
Type 1:
- Internal
edded in the business unit it serves
Type 2:
- Shared
de services to multiple business unitsType 3:
- External
ovide services to many customers
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Service Strategy - Delivery Model options
DeliveryDescription
Strategy
In-sourcingUtilizing internal organizational resources for all stages in the lifecycle
OutsourcingUtilizing the resources of an external organization (s)
he combination of In-sourcing and Outsourcing to co-source key elements
Co-sourcing within the lifecycle
Partnership orFormal arrangement between 2 or more organizations to work together.Multi-sourcingcus on strategic partnerships to leverage expertise or market opportunities
Business Processormal arrangement between two organizations to relocate and manage onOutsourcing (BPO)entire business function (payroll or call-center) from a low-cost location
Formal agreement with an Application Service Provider (ASP) to provideApplication Serviceshared computer based services over a network (Sometimes called on-Provision
demandsoftware/application)
Knowledge Processrovision of domain based processes and business expertise requiringOutsourcing (KPO)advanced analytical and specialist skills from the outsourcer
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Service Strategy - Service Model
phical representation of theonents that make up a service
nts workflow and dependencies
Used to support design, analysis andcommunication
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Service Strategy - Main Activities
Define the market
- Evaluate the services you could potentially offer, and who you may be able to
offer them to!
Develop the offerings
-Continue to formulate the services you think it will be worthwhile pursuing
- Utility and Warranty are considered at this stage
Develop strategic assets
-Look for opportunities to exploit your services and capabilities (to allow moreservices to more customers)
-Develop Service Management to that it becomes a strategic asset
Prepare for execution
- Take all the necessary steps to ensure that we are ready to go ahead and it isworthwhile doing so
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Service Strategy
Service PortfolioManagement
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gy - Service Portfolio Management
Objectives
Decide what services to offer
Understand
- Why should a customer buy these services? - Why
should they buy these services from us? Provide
direction to Service Design
- So they can manage and fully exploit the services into thefuture
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gy - Service Portfolio Management
Basic Concepts
Business Service
that directly supports a business process
IT Service
-business does not think of in business context or semantics
Business Service Management
-management in terms of business processes and business
value
-approach for linking key IT components to the goals of the
you to understand and predict how technology impacts the
and how business impacts the IT infrastructure.
Project Charter
scope, objectives and participants in a project. It provides a
preliminary delineation of roles and responsibilities, outlines the project
objectives, identifies the main stakeholders, and defines the authority of the
project manager.
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gy - Service Portfolio Management
Activities Service
Strategy
InventoriesDefine
Business Case
Value proposition
AnalyzePrioritization (Supply and
Demand)
Finalize Service PortfolioApprove
Authorize Services andResources
Communication DecisionsCharter
Resource allocation
Charter Services
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gy - Service Portfolio Management
Roles
Product Manager
- Own and manage a set of related services -
Evaluate market opportunities and customer needs -
Create business cases
- Plan new service development programs
Business Relationship Manager - Identify and
document customer needs - Sources on
Demand
- Input to Service Catalogue
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Service Strategy
Demand Management
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ce Strategy - Demand Management
ives and business value
Understand customer requirements for services and how these varyover the business cycle
Ensure the provision of appropriate levels of service - By
varying provision or influencing customer demand
Ensure that the Warranty and Utility we offer matches the customerneeds
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ce Strategy - Demand Management
ic Concepts (1 of 3)
Core Service- An IT service that delivers outcomesdesired by one or more customers
Supporting Service
- A service that enables or enhances a coreservice. For example
ctory service or a backup service
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ce Strategy - Demand Management
ic Concepts (2 of 3)
n of Business Activity (PBA)
-Workload profile of one or more business activities
-Varies over time
-Represents changing business demands
User Profile
- Pattern of user demand for IT Services -
Each user profile includes one or more PBAs
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ce Strategy - Demand Management
ic Concepts (3 of 3)
Service Package
Detailed description of a service
-Includes a service level package and one or more
core services and supporting services
upporting Level Package
- Defined level of utility and warranty for a particular
service package
- Designed to meet the needs of a PBA. For example
- Gold, Silver or Bronze service
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ce Strategy - Demand Management
Roles
Business Relationship Manager -Document PBAs and user profiles
- Identify correct service level packages for their customers
- Identify unmet customer need
- Negotiate with Product Managers for creation of newservices
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Service Strategy
inancial Management
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e Strategy - Financial Management
ives and business value
Financial visibility and accountability Financial compliance and control
Enhanced decision making
Operational control
Value capture and creation
Understand the value of IT Services
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e Strategy - Financial Management
ic Concepts (1 of 2)
Service Valuation
Cost of providing the service
- Value to the customers receiving the service
Business Impact Analysis
- Understand the total lifecycle value and costs ofproposed new services or projects
Accounting- Keeping track of what has been spent, assigned to
appropriate categories
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e Strategy - Financial Management
ic Concepts (2 of 2)
Business Case
- A decision support and planning tool that predictsoutcomes of a proposed action
- Used to justify investments
Business Impact Analysis
- Understanding the financial cost of serviceoutages
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e Strategy - Financial Management
Roles
have some financial responsibility
Senior IT Management own budgets and are ultimately
responsible for decisions
Many organizations appoint a financial controller to oversee
day-to-day finances
Accounting department provides governance framework and
support
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goo,
*90
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Service Design
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ServiceDesign
What is Service Design?
ign of appropriate and innovative ITservices, including theirarchitectures,
processes, policies and documentation, to meet
currentand future agreed business
requirements
Service Design stage of the lifecycle starts with a set of new or changed business
requirements and ends with the development of a service solution designed to meet the
documented needs of the business
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Service Design
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Service Design
Five major aspects of ServiceDesign
The design of new or changedservices
The design of the Service
Portfolio, including the Service
Catalog
The design of the technologyarchitecture and management
systems
The design of the processes
The design of measurement
systems, methods and metrics
S i D i
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Service Design
cle - Inputs and Outputs
S i D i
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Service Design
Key concepts
Service Design Package
Details all aspects of a service through all
stages of its lifecycle
Requirements
Service Functional / Level /
Operational ManagementRequirements
Service Design and Topology
Organizational Readiness Assessment
Service Lifecycle Strategy
The SDP is passed from Service Design to
Service Transition for implementation
S i D i
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Service Design
Processes
Service Catalog Management
Service Level Management
Availability Management
Information Security Management
Supplier Management
Capacity Management
ervice Continuity Management
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Service CatalogManagement
i S i C t l M t
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ign - Service Catalog Management
Objectives
and manage an accurate Service Catalog
Provide a single source of consistent information on
all agreed services and ensure that it is widely
available to those that are approved to access it
Ensure that a Service Catalog is produced andmaintained containing accurate information on all
operational services and those being prepared to run
operationally
ign Service Catalog Management
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ign - Service Catalog Management
Basic concepts
The Service Catalog - Partof the Service Portfolio
- Details of all operational services and those being prepared for transition
Business Service Catalog
- Details of all the IT services delivered to the customers, together with
relationships to business units and business process that rely upon the ITservices
- Visible to the customer Technical Service Catalog
- Details of all the supporting services, together with the relationships to
supporting services, shared services, components and CIs necessary to support
the provision of the service to the business
Not usually visible to the customer
ign Service Catalog Management
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ign - Service Catalog Management
ign Service Catalog Management
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ign - Service Catalog Management
Roles
rvice Catalog Manager
Produce and maintain the service catalog
Ensure all operational services and those
being prepared for operational running are
recorded
Ensure all information in the Service Catalog
is accurate and up to date
Ensure all the information is consistent with
the information in the Service Portfolio
Ensure all information is adequately protected
and backed-up
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Service LevelManagement
esign - Service Level Management
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esign - Service Level Management
Objectives
Negotiate, agree and documentservice levels
Measure, report and improve service
levels
Communicate with business and
customers
esign - Service Level Management
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esign - Service Level Management
Scope
Ensure quality of service matchexpectations
Existing services
Requirements for new or changed
services
Expectations and perception of the
business, customers and users
esign - Service Level Management
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esign - Service Level Management
Definitions
SLA -A contract between the Service Provider (IT Organization) and the Customerthat articulates the detail of which services are to be delivered along with thequality, performance and availability.
Operational Level Agreement (OLA) -Document to support the SLA agreed with theInternal Departments
Underpinning Contract (UC) -Document to support the SLA agreed with the Externalservice providers / suppliers to delivery of one or more components of the end-to-end service.
Service Catalog -The details of range of services that an IT Organization can deliverand different levels of service that are available to the customer. (Technical andBusiness Service Catalog)
Service Improvement Program (SIP) -An initiative to improve the performance of adelivering services.
Service Level Requirements (SLR) -Provides the details of list of services that arerequired by the customer.
esign - Service Level Management
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esign - Service Level Management
Structure of SLM
Customers Customer Customer Customer
SLA / SLC
IT Service
IT ServiceDepartment
IT System IT System
OLA UC
MaintenanceInternal External
And Supplier
esign - Service Level Management
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esign Service Level Management
Activities
Design SLA frameworks
Service Level Requirements ( SLRs)
- Agree and document Operational Level Agreement ( OLAs)and Underpinning
Contracts
Monitor service performance against SLA
Measure and improve Customer Satisfaction
Review and revise underpinning agreements and service scope
Produce service reports
Conduct service reviews and instigate improvements
Review and revise SLAs, OLAs and UCs Develop
contacts and relationships Manage complaints and
compliments
esign - Service Level Management
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esign Service Level Management
Roles
ervice Level Manager Process Owner
Understand Customers Create
and maintain SLA s and OLA s
Review and reporting
Ensure that changes are assessed
for impact on service levels
esign - Service Level Management
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esign Service Level Management
Key Metrics
Number and % of targets being met
Number and severity of service breaches
Number and % of up to date SLAs Number
of services with timely reports and service
reviews
vements in Customer Satisfaction
esign - Service Level Management
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esign Service Level Management
Process Interfaces
Service Portfolio Management
Service Catalog Management
Supplier Management
Availability Management, Capacity
Management and ITSCM
Service Knowledge Management Continuous Service Improvement All other
service management processes to agree and
document required customer outcomes
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Availability Management
Service Design - Availability Management
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Service Design Availability Management
Objectives
Ensure agreed level of availability is provided
Continually optimize and improve the availability of IT
infrastructure, Services and supporting
organization
Provide cost effective availability improvements
that can deliver business and customer benefits
Produce and maintain an availability plan
Service Design - Availability Management
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Se ce es g a a y a age e
Definitions
Availability -Is the ability of an IT Service or component to perform its requiredfunction at a stated instant or over a stated period of time
Reliability -The reliability of an IT Service can be qualitatively stated as freedomfrom operational failure
Maintainabilityhe ability of an IT Infrastructure component to be retained in, orstored to, an operational state
Serviceability (external) -A contractual term used to define the support to bereceived from the external supplier in which they will support in case ofunavailability of one or more services
Resilience -The ability of a component or service to keep running, where one or
more components have failed.
Vital Business Function -Ensure that the primary function / deliverables of aspecific service should be available
Service Design - Availability Management
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g y g
Activities
Determining Availability requirements from the businessand designing the availability criteria
Defining targets for the Availability, Maintainability andReliability of the IT infrastructure components
Monitoring and Reporting Availability, Maintainability andReliability of IT services and components
Producing and Maintaining an availability plan
Design - Availability Management
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g y g
Unavailability Lifecycle
MTRS = Mean Time To Restore Service (Downtime)=>
MAINTAINABILITY OR SERVICEABILITY
IncidentIncident
MTBF= Mean TimeBetween Failures(Uptime)=>
AVAILABILITY
MTBSI = Mean Time Between System Incidents = RELIABILITY
Time
Design - Availability Management
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g y g
Calculating availability
Time Agreed to = Hours of Operations as per SLA
Downtime = Outage as reported by Incident Management
Actual Time = Time Agreed to - Downtime
% Availability = Time Actually AvailableX100
Time Agreed to
Service Design - Availability Management
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g y g
Roleservice Level Manager
Process Owner
Ensure services deliver agreed levels of availability
Creation and maintenance of an availability plan
Assessing changes
Monitoring and reporting availability Proactive
improvement of service availability and optimizationof the IT
infrastructure to optimize costs
Assisting with investigation and diagnosis of
incidents and problems which cause availability
issues
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Information SecurityManagement
Information Security Management
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Objectives
To protect the interests of those relying on information To protect thesystems and communication that deliver the information Specifically
related to harm resulting from failures of : - Availability
- Confidentiality
- Integrity
Information Security Management
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Definitions
Availability - Information is available and usable
when required, and the systems that provide it can
appropriately resist attacks and recover from or
prevent failures
Confidentiality - Information is observed by or
disclosed to only those who have a right to know
Integrity- Information is complete, accurate and
protected against unauthorized modification
Information Security Management
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Roles
Security Manager
Process Owner
Develop and maintain Information Security
Policy
Communicate and publicize security
awareness and policy
Perform security analysis and riskmanagement
Monitor and manage security breaches and
incidents
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upplier Management
vice Design - Supplier Management
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Objectives
Manage supplier relationship and performance Negotiate and agree contracts with SLM liaison
Manage contracts throughout their lifecycle Maintain
a supplier policy and a supporting Supplier and
Contract Database (SCD)
vice Design - Supplier Management
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Activities
Ensure the UC and OLA with suppliers are aligned tobusiness needs and support and align with targets in
SLRs and SLAs, in conjunction with SLM
Manage relationship with suppliers
Manage supplier performance
Negotiate and agree contracts with suppliers and
manage them through their lifecycle
Maintain a supplier policy and a supporting Supplier
and Contract Database (SCB)
Service Design - Supplier Management
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Supplier srategy & policy
Service knowledge
Management system(SKMS)
Evaluation of newsuppliers & controls
Establish new suppliers& contracts
Supplier categorization &maintanenance of SCD
Supplier & contract
management andperformance
Contract renewal and/ortermination
Supplier and ContractDatabase
Supplier reports andinformation
vice Design - Supplier Management
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Roles
Supplier Manager
Process Owner
Maintain and review
- Supplier and Contract Database ( SCB) -
Processes for contract dispute, expected end,
early end or transfer of a service
Assist in development and review of SLAs,contracts,
agreements
Perform supplier, contract and SLA reviews
Identify improvement actions and ensure these are
implemented
Assess changes for impact on suppliers, supporting
services and contracts
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apacity Management
ice Design - Capacity Management
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Objectives
e and maintain a capacity plan
To provide advice and guidance on capacity and performance related issues
To ensure services meet or exceed performance targets
To assist in diagnosing and resolving capacity related problems and incidents
To assess the impact of changes on capacity plan
apacity and performance measures
RIGHT CAPACITY
at RIGHT TIME
with RIGHT MONEY
ice Design - Capacity Management
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Basic Concepts
ancing costs against resources needed
Balancing supply against demand
Should be involved at all the stages of the lifecycle
Forward looking, regularly updated capacity plan
Capacity Management System (CMS) Capacity
Management Information System Modeling
Application Sizing
ice Design - Capacity Management
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Activities
Monitoring -Monitors the performance of the IT Services and the supporting
infrastructure components
nalysis -Analyze the data
Tuning -Undertaking activities to make most efficient use of existing services
Implementation
Storage of Capacity Management Data
Demand Management
Modeling -Predicting the behavior of computer systems under a given volumeand variety of work
Application sizing -The objective of this activity is to estimate the resourcerequirements to support a proposed application change or new application, to
ensure that it meets its required service levels
roduction of capacity plan
ice Design - Capacity Management
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Management has three levels of concern:
Business Capacity Management
This sub-process is responsible for ensuring that the future business requirements for IT services areconsidered, planned and implemented in a timely fashion
The current resource utilisation by various services is obtained trend, forecast or model the future
requirements
- Service Capacity Management
The focus of this sub-process is the management of the performance of the IT services used by the
customers. It is responsible for ensuring that the performance of all services, as detailed in the SLAs
and SLRs is monitored and measured, and the collected data is recorded, analyzed and reported
omponent Capacity Management
The focus of this sub-process is the management of the individual components of the IT infrastructure.
It is responsible for ensuring that all the components within the IT infrastructure that have a finiteresource are monitored and measured, and the collected data is recorded, analyzed and reported
ice Design - Capacity Management
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Roles
Capacity Manager -
Process Owner -
Proactive planning
Service Level Manager
- Provides capacity requirements through discussions with business users
Technical and Application Management
- Day-to-day capacity management activities
- Reacting to capacity incidents and problems
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IT Service
ntinuity Management
Service Design - ITSCM
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Objectives
To maintain Service Continuity and IT Recovery plans that support the Business
Continuity Plans
To complete regular Business Impact Analysis exercises to ensure that the plans
are current and relevant
To conduct regular risk assessment and management activities To
provide advice and guidance on issues related to Service Continuity To
implement measures to meet or exceed Business Continuity targets To
check the impact of changes on existing plans
te necessary contracts with suppliers
Service Design - ITSCM
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Activities
Initiation
Requirement Analysis
Implementation
perational Management
Service Design - ITSCM
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Initiation
Policy setting
Specify terms of reference and scope
Allocate Resources
Define the project organisation andcontrol structure
gree project and quality plans
Service Design - ITSCM
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Business Impact Analysis
Critical business processes
The potential damage or loss that may be caused to the organisation as a result ofa disruption to critical business processes
The staffing, skills, facilities and services (including the IT Services) necessary toenable critical and essential business processes to continue operating at aminimum acceptable level
The time within which minimum levels of staffing, facilities and services should berecovered
The time within which all required business processes and supporting staff,facilities and services should be fully recovered
Service Design - ITSCM
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Risk Assessment
Risk Assessment Model Risk Measurement Table
Service Design - ITSCM
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iness Continuity Strategy
Risk Measurement
Identify risks Assess threat and Vulnerability levels Assess the levels of risk
Recovery Options
Manual Work-around
Reciprocal arrangements
Gradual recovery
-Cold Standby (target recovery normally inexcess of 72 hours)
Intermediate recovery
- Warm Standby (target recovery normallybetween 24 and 72 hours)
Fast recovery
- Hot Standby (target recovery normallywithin 24 hours)
Service Design - ITSCM
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Roles
ervice Continuity Manager
Process Owner for ITSM
Responsible for producing, testing andmaintaining service continuity plans
overall Business Continuity Team
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goo,
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Service Transition
ServiceTransition
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at is Service Transition?
Taking the design and transitioning the
Service into operations- focused on
Service
ing in the actual circumstances
ice Transition practices to:
Make it easier for to adopt and manage
change
Standardize transition activities
Maintain the integrity of configurations as
they evolve
xpedite effective decisions
Ensure new/changes services will be
deployable, manageable, maintainable,
cost effective
Service Transition
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Value to the business
-Integrate/align new or changes services
with the customersbusiness
- Ensure that the changes services can be
used in a way that maximizes the value to
the business operations
r more change successfully
Across the customer base
- Reduce unpredicted impact and risks -
Reduce variation -estimated v. actuals -
Services - fit for purpose and fit for use
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Service Transition
Service Transition - Concepts
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Concepts
-V Model
-Configuration Item
-Configuration Management System
-Knowledge Management
-Data Information Knowledge Wisdom -
Service Knowledge Management System -
Definitive Media Library
Performed by any department, group or team managing and supportingoperational applications
-Change Management
-Service Asset and Configuration Management
-Release and Deployment Management
Service Transition
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Benefits
Delivering what business needs
Services fit for purpose, fit for use
Integrated, holistic, standard approach
Reduce variation predicted vs actual -
Quality, Cost, Time
-Capabilities, Resources, Capacity
-Risks, Errors and incidents
More IT enabled change that adds value to the
customersbusiness
Service Transition - Configuration Item
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Configuration Item (CI)
Anything thats needs to be managed in order to deliver an IT ServiceCI information is recorded in the Configuration Management System
CI information is maintained throughout its lifecycle by Configuration
Management
All CIsare subject to Change Management
CIstypically include
- IT Services, hardware, software, buildings, people, and formal
documentation such as Process documentation and SLAs
Service Transition
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Configuration Management System (CMS)
Information about all Configuration Items - CI may
be entire service, or any component - Stored in one
or more database (CMDBs) CMS stores attributes
- Any information about the CI that might be needed CMS stores relationships
- Between CIs
- With incident , problem, change record etc
CMS has multiple layers
- Data sources and tools, information integration, knowledge
processing, presentation
Service Transition
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Configuration Management System(CMS)
Service Transition - Knowledge Management
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s Knowledge Management?
The process responsible for gathering,
analyzing, storing and sharing knowledge and
information within an organization.
The primary purpose of knowledge management
is to improve efficiency by reducing the need to
rediscover knowledge.
ice Transition - Knowledge Management
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Objectives
Enabling the Service provider to be more efficient and improve quality of service,
increase satisfaction and reduce the cost of service
Ensure staff have a clear and common understanding of the value that their
services provide to customers and the ways in which benefits are realized from
the utilization of those services
Ensuring that, at a given time and location, service provider staff have adequateinformation of
-Who is currently utilizing their services
-The current state of consumption -
Service delivery constraints
-Difficulties faced by the customer in fully realizing the benefits expected
from the service
Service Transition - DIKW
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ta, Information, Knowledge and Wisdom (DIKW)
Wisdom
Knowledge
Information
Data
ment is typically displayed within the DIKW structure.
Service Transition - SKMS
l d M t S t (SKMS)
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owledge Management System (SKMS)
Wisdom - Ability tomake decisions
Service Knowledge Base
Information Integration Layer
DML
Data and Information
e Management is a superset of CMS and CMDB
at covers a much wiser base of knowledge, for example:
- The experience of staff, records of peripheral matters, user numbers& behavior and organizationperformance
- Supplier and partners requirements, abilities and expectations
-Typical and anticipated user skill levels
vice Transition - Definitive Media Library
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ter copies of all software assets
- In house, external software house
- Scripts as well as code
- Management tools as well as applications
- Including licenses
Quality checked
- Complete, correct, virus scanned.. -
Reduce unpredicted impact and risks The
only source for build and distribution
Transition - DML and CMDB relationship
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Service Transition - Processes
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vice Transition Processes:
- Transition Planning and Support- Change Management
- Service Asset and Configuration Management
- Release and Deployment Management -
Service Validation and Testing - Evaluation
- Knowledge Management
sition - Transition Planning and Support
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Integrated Planning
- Transition Capacity and resources
- Across all service transition
- With service operations and CSI - With the
business, customers and users Proactive
Support
- Maintain/ re-use transition models
- Progress tracking & Management -
Course corrections
- Transition closure
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Change Management
ervice Transition - Change Management
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Objectives
d to changing business requirements
- Respond to business and IT requests to align Services with business needs
Minimize impact of implementing changes
- Reduce incidents, disruption and rework
Optimize business risk
plement changes successfully
Implement changes in times that meets business needs
Use standard processes
Record all changes
ervice Transition - Change Management
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Scope
Addition, Modification or Removed of - Any Service
or Configuration Item or associated documentation
Changes Management in includes - Strategic,
Tactical and Operational changes Excludes
- Business strategy and process -
Anything documented as out of scope
ervice Transition - Change Management
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e - Value to the Business
Prioritizing and responding to requests Implementing
changes in required times Meet agreed service
requirements while optimizing risk Reducing failed
changes and rework
Correctly estimating quality, time and cost
Assessing and managing risks
Managing staff time
ervice Transition - Change Management
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Change types:
Normal changes
Types are specific to the organization Typesdetermine what assessment is required
Standard changes
orized with an established procedure
Emergency changes
Business criticality means there is insufficient time fornormal handling
use normal process but speeded up
ervice Transition - Change Management
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Basic Concepts
Change -An action that results in a new status for one or more ITinfrastructure configuration items
Standard Change (pre-approved)
Urgent Change
Request for Change (RFC)
Forward schedule of Changes (Change Schedule)
Change advisory board (CAB)
ncy Change advisory board (ECAB)
ervice Transition - Change Management
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Activities
Change Manager Filters Requests
Change Manager Allocates initial priority
Change Manager Decides Category
Change Builder builds Change, Devises Back Out And Testing Plans
CAB Members do the Impact and resource assessment, authorization and
scheduling
endent Tester Tests the Changes
Change Manager Coordinates implementation Of Change
Post Implementation Review
s Configuration Management to update the CMDB
ervice Transition - Change Management
SUPPORT GROUPS CHANGE MANAGEMENT
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SUPPORT GROUPS CHANGE MANAGEMENT
RegistrationPlanning RfCClassification
Build ApprovalRefusal
AuthorizationTestImplementation
Refusal
Implementation
Back out Evaluation (PIR)
EXECUTION CONTROL
ervice Transition - Change Management
Change - Inputs
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Change Policy and strategy
Requests for Change
Change Proposal
Service Management Plans
Asset and configuration Items
ting Change Management documents
- Change schedule
- Projected Service Outage (PSO)Change - Outputs
Rejected and approved RFCs
Changes to services and CIs
Updated
- Change schedule
- Projected Service Outage (PSO) Change plans, decisions and actions
Change documents and records
Change management reports
ervice Transition - Change Management
ge - Process Interfaces
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ge Process Interfaces
Asset and Configuration Management
IT Service Continuity Management
Capacity and Demand Management
Release and Deployment Management
Security Management
ervice Transition - Change Management
Roles
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Roles
Change Manager -
Process Owner
-Ensures that the process is followed
-Usually authorizes minor changes -
Coordinates and runs CAB meetings -
Produces change schedule
- Coordinates change/built/test/implementation
-Review/Closes change
ervice Transition - Change Management
ange Key Metrics
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ange - Key Metrics
Number of RFC by status
- Logged
- CAB pending
- Approved -
Build
- Test
- Authorize
- Implementation
Number of RFC by category
Number of RFC backed out
CAB Effort per RFC
FC from logged to implementation
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Service Asset and ConfigurationManagement (SACM)
Service Transition - SACM
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Objectives
Protect the integrity of service assets and
configuration items through the service
lifecycle
Provide accurate information to support
business and service management
Establish and maintain a Configuration
Management System (CMS) as a part of
overall Service Knowledge Management
System (SKMS)
Service Transition - SACM
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SACM Configuration Item categories
Service Lifecycle CIs
- Business case, plan, design package
Service CIs
-Service package, acceptance criteria
-Service assets i.e. management, organization, process,
knowledge, people, information, applications,
infrastructure, financial capital etc
Organization CIs
Internal and External CIs
Service Transition - SACM
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Roles
Service Asset Manager
Configuration Manager
Each of these is the process owner for their area -
Implement policy and standards
-Procure and manage finances -Agree
scope, processes and procedures -Define
and procure tools
-Recruit and train staff
-Oversee collection and management of data
-Manage audits
-Provide management audits
Configuration Analyst
Administrator/Librarian
CMS/Tools administrator
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Release and DeploymentManagement
on - Release & Deployment Management
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Objectives
Ensure clear, comprehensive release and deployment plans supportingcustomer and business change projects
Release packages can be built, installed, tested and deployed -
Efficiently, successfully and on schedule
-With minimal impact on production services, operations and support teams -Enabling new or changed services to deliver agreed service requirements Skills
and knowledge transfer to enable
- Customers and users to optimize use of service -
Operations and support staff to run and support the service
on - Release & Deployment Management
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Basic Concepts
Release Unit
Isthat are normally released together
Typically includes sufficient components to perform a useful function. For e.g. Fully
configured desktop PC , payroll application
Big bang versus phased approach
Push versus pull deployment
Automated versus manual deployment
Release package
ingle release or many related releases
re, software, utility, warranty, documentation, training
on - Release & Deployment Management
Key Concepts
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y p
Big-bang approach - the new or changed service is deployed to all user areas in one operation. Thiswill often be used when introducing an Application change and consistency of service across the
organization is considered important
Phased approach - the service is deployed to a part of the user base initially, and this operation isrepeated for subsequent parts of the user base via a scheduled roll out plan
Push approach - This approach is used where the service component is deployed from the centre andpushed out to the target locations
Pull Approach - It is used for the software releases where software is made available in a central
location but the users are free to pull the software down to their own location at a time of choosing or
when a user workstation restarts
Automation - Mechanism to release and deploy the service components should be established in therelease design phase and tested in build and test stages of the new or changes service
on - Release & Deployment Management
D fi iti
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Definitions
Definitive Media Library DML: The DML includes all the original versions of software
items used during production and development. The DML can also include several
versions of software, documentation and the source code
Release types: The release type is defined by considering the number of Changes that
should be included in one Release
Delta Release
Full Release Package Release
Release Unit: Is the portion of IT Infrastructure that is to be released together. E.g.
Changes to the complete PC or the Processor
on - Release & Deployment Management
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Activities
Release Planning
Designing, building and configuring a release
Release acceptance
Rollout Planning
Communication, preparation and training
Distribution and installation
Management Information
on - Release & Deployment Management
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on - Release & Deployment Management
Roles
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Roles
Deployment Manager
al delivery of service implementation
C-ordinates documentation and communications - includes training, service
management and technical release notes
oyed with Change, SKMS and SACM
Technical and application guidance and support - includes known errors and
workarounds
ck on effectiveness of the release
deployment - to ensure within agreed SLAs
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goo,
*90
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Service Operation
Service Operation
Processes
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- Event Management -
Incident Management -
Request Fulfillment -
Problem Management -
Access Management
Functions
- Service Desk
- Technical Management - IT
Operations Management -
Application Management
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Event Management
ice Operation - Event Management
Objectives
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Detect Events, make sense of them and determine the appropriate control action
Event Management is the basis of Operational Monitoring and Control
Basic Concepts
Event
An alert or notification created by any IT Service, Configuration Item or monitoring tool. Events typically
require IT Operations personnel to take actions and often lead to incidents being logged.
Examples:- A batch job has completed
PU is above the acceptable utilization rate
tected that the number of licenses allocated has reached the limit
Event Management
The process responsible for managing Events throughout their Lifecycle
Alert
Something that happens that triggers an event or a call for action or human intervention after the event is
filtered
ice Operation - Event Management
Logging and Filtering
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ice Operation - Event Management
Managing Exceptions
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ice Operation - Event Management
ormation and Warnings
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Do anyone or
combination of
ice Operation - Event Management
Roles
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Event management roles are filled by
people in the following functions -
Service Desk
- Technical Management -
Application Management - IT
Operations Management
ervice Operation - Incident Management
Definition
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Any event whichis not part of the standard operation of a service and
whichcauses, or may cause, an interruption to, or a reduction in, the
quality of that service is an INCIDENT.
Goal
To restoreNormal service operation as quickly as possible andminimize the adverse impact on business operations.
To ensure that the best possible levels of service quality and availability aremaintained
ervice Operation - Incident Management
Scope
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Managing any disruption or potential disruption to live IT
services
Incidents are identified
Directly by users through the Service Desk
Through an interface from Event Management to
Incident Management tools
d and/or logged by technical staff
ervice Operation - Incident Management
Business Value
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Quicker incident resolution
Improved quality
Reduced support costs
Basic Concepts
An Incident
An unplanned interruption or reduction in the quality of anIT service
Any event which could affect an IT service in the future isalso an Incident
Timescales
Incident Models
Major Incidents
Incident Management Activities
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Consult with CMDB
ervice Operation - Incident Management
Interfaces
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Problem Management
Service Asset and Configuration Management (SACM)
Change Management
Capacity Management
Availability Management
Service Level Management
Event Management
ervice Operation - Incident Management
High 3 2 11
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High 3 2 11
HighestIM priorityP
4 3 2AMediumCT
5 4 3Low
Low Medium High
URGENCY
PRIORITY = IMPACT* URGENCY
ervice Operation - Incident Management
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nctional (Technical Competence) Horizontal
ervice Operation - Incident Management
Metrics
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otal number of incidents
Number of incidents resolved within SLA
Number of incidents resolved at service desk
without referring to other support levels
Number of incidents escalated to other teams
Number of incidents processed at each desktop
Cost of solution
ervice Operation - Incident Management
Roles
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Incident Manager
-May be performed by Service Desk Supervisor Super Users
First-Line Support
-Usually Service Desk Analysis
Second-Line support
Third-Line Support (Technical Management, IT Operations,Application Management, Third-party suppliers)
ervice Operation - Incident Management
Challenges
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Ability to detect incidents as quickly as possible
(Dependency on Event Management)
ring all incidents are logged
Ensuring previous history is available (Incidents, Problems,
Known Errors, Changes)
Integration with Configuration Management System,
Service Level Management, and Known Error Database
(CMS, SLM, KEDB)
Service Operation
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Request Fulfillment
Service Operation - Request Fulfillment
Objectives
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To Provide a channel for users to request and receive
standard services for which a pre-defined approval and
qualification process exists
To provide information to users and customers about the
availability of services and the procedure for obtaining
them
To source and deliver the components of requested
standard services (licenses and software media) To assistthe general information, complaints or comments
Basic Concepts:
Service Request
-A request from a user for information or advice, or fora Standard Change (Password Reset, IT Service for a
new user)
Request model
Service Operation - Request Fulfillment
Self HelpSignificant Opportunity
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-Improve responsiveness
-Reduce costs-Extend hours of serviceWeb based front end
menu driven shopping-Reduce demand of IT staff
-Improve quality
Incident ManagementRequest Fulfillment
Change Management
Deployment
Access ManagementAsset or
CMDB
Service Operation - Request Fulfillment
Roles
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Not usually dedicated staff
Service Desk staff
Incident Management staff
Service Operations teams
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blem Management
ervice Operation - Problem Management
Objective
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To prevent problems and resulting incidents from happening
To eliminate recurring incidents
pact of incidents that cannot be prevented
ervice Operation - Problem Management
asic Concepts: (1 of 2)
Problem the cause of one or more
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Problem - the cause of one or moreincidents
Problem Models Workaround Known Error
Known Error Database
Basic Concepts: (2 of 2) ReactiveProblem Management - Resolution of
underlying cause(s) - Covered in Service
Operation Proactive Problem Management
- Prevention of future problems - Generally
undertaken as part of CSI
ervice Operation - Problem Management
Roles
Problem Manager
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g
Supported by technical groups- Technical Management -
IT Operations
- Application Management
- Third-party suppliers
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ccess Management
Service Operation - Access Management
Objectives
Granting authorized users the
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Granting authorized users theright to use a service
Preventing access to non-authorized users
Basic Concepts:
Access
Identity
Rights
Service or Service Groups Directory Services
Service Operation - Access Management
Roles:
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Not usually dedicated staff
Access management is an execution of AvailabilityManagement and Information Security Management
Service Desk staff
Application Management staff
IT Operations staff
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erations Functions
Service Operation - Functions
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Service Desk
IT OperationsManagement
Technical ApplicationManagement Management
Operations Control
Facilities Management
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Service Desk
Service Operation - Service Desk
Primary point of contact
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Deals with all user issues (incidents,
requests, standard changes)
Coordinates across the IT organizationto meet user requirements
Different options (Local, Centralized,Virtual, Follow-the-Sun, specialized
groups)
Service Operation - Service Desk
Objectives:
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Logging and categorizing Incidents, Service Requests
and some categories of change
First line investigation and diagnosis
Escalation
Communication with Users and IT Staff
Closing calls
Customer satisfaction Update the CMS if so agreed
Service Desk Types
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Service Operation - Service Desk
Staffing:
Correct number and qualifications at any given time,
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considering
- Customer expectations and business requirements -
Number of users to support, their languages and skills -
Coverage period, out-of-hours, time zones/locations -
Processes and procedures in place
Minimum qualifications
- Interpersonal skills -
Business understanding -
IT understanding
- Telephone skills
r and Technical emphasis, Expert
Service Operation - Service Desk
Metrics:
A e age speed of Ans e (ASA)
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Average speed of Answer (ASA)
Abandoned calls percentage Average Handling Time (AHT)
First Call Resolution (FCR)
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chnical Management
rvice Operation - Technical Management
The groups, departments or teams that provide technical expertise and overall
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management of the IT Infrastructure
-Custodians of technical knowledge and expertise related to managing the IT
Infrastructure
-Provide the actual resources to support the IT Service Management Lifecycle
-Perform many of the common activities already outlined
Execute most ITSM processes
rvice Operation - Technical Management
l Management Organization:
Technical teams are usually aligned to the technology
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Technical teams are usually aligned to the technology
they manage
Can include operational activities
Examples
-Mainframe Management -
Server Management -
Internet/Web Management -Network Management -
Database Management
rvice Operation - Technical Management
Objectives
D i f ili t t ff ti
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Design of resilient, cost-effective
infrastructure configuration
Maintenance of the infrastructure
Support during technical failures
Roles
Technical Managers
Team Leaders
Technical Analysts/ Architects
Technical Operator
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IT OperationsManagement
e Operation - IT Operations Management
The department, group or team of people responsible for performing the
organizations day-to-day operational activities,
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such as:
-Console Management
-Job Scheduling
-Backup and Restore
-Print and Output management -
Performance of maintenance activities -
Facilities Management
-Operations Bridge
-Network Operations Center
ng the infrastructure, applications and services
e Operation - IT Operations Management
Objectives
Maintaining the statusquoto achieve infrastructure
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stability
Identify opportunities to improve operational
performance and save costs
s and resolution of operational Incidents
e Operation - IT Operations Management
Roles
IT Operations Manager
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IT Operations Manager
Shift Leaders
IT Operations Analysts
IT Operators
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lication Management
ice Operation - Application Management
e Applications throughout lifecycle
Performed by any department, group or team managing and supporting
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operational applications
Role in the design, testing and improvement of Applications that form part of
IT services
Involved in development projects, but not usually the same as the Application
Development teams
Custodian of expertise for Applications
Provides resources throughout the lifecycle
Guidance to IT Operations Management
ice Operation - Application Management
Objectives
Well designed, resilient, cost effective applications
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Ensuring availability of functionality
Maintain operational applications
Support during application failures
ice Operation - Application Management
Roles
Application Manager/Team leaders
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Application Manager/Team leaders
Application Analyst/Architect
Note: Application management teams are usually aligned to
the application they manage
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ervice Improvement
ntinual Service Improvement (CSI)
I and Organizational Change
CSI Model
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Measurements and metrics The 7
Step Improvement Process Continual
Service Improvement roles: - Service
Manager
inual Service Improvement Manager
CSI and Organizational Change
Successful CSI requires organizational
change
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Organizational change presentschallenges
Use format approached to address
people-related issues:
-John Kotters Eight steps to
transforming your organization -
Project Management
Continual Service Improvement
Model
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Continual Service Improvement
rvice Measurement
The ability to predict and report service
pe fo mance against ta gets of an end to end
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performance against targets of an end-to-end
service.
Will require someone to take the individual
measurements and combine them to provide
a view of the customer experience This
data can be analyzed over time to produce a
trend
This data can be collected at multiple levels(for example, CIs, Processes, Services)
CSI - Why do we measure?
To Validate To Justify
Strategic Factual
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Strategic Factual
Vision
Evidence
Your Measurement Framework
To Intervene To Direct
Changes, Targets and
corrective actions Metrics
Continual Service Improvement
Metrics:
Technology metrics: typically components and
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applications
For example -
Performance -
Availability
Process metrics: Critical Success Factors (CSFs), KeyPerformance Indicators (KPIs), activity metrics for
ITSM processes
metrics: end-to-end service metrics
Continual Service Improvement
he 7 Step Improvement
Process Purpose
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Fundamental to Continual ServiceImprovement is the concept of
measurement
The 7 Step Improvement Process is
designed to provide this measurement
CSI - 7 Step Improvement Process
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Continual Service Improvement
Role:
Ultimately responsible for the success of all
improvement activities
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improvement activities
Communicates the CSI vision across the IT
organization
Defines and reports on CSI CSFs,KPIsand CSI
activity metrics
Co-ordinates CSI throughout the service lifecycle
Builds effective relationships with the business and IT
managers
Ensures monitoring is in place to gather data
Works with process and service owners to identifyimprovements and improve quality
Continual Service Improvement
Role of Service Manager
Manages the development, implementation,
evaluation and on going management of new and
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evaluation and on-going management of new and
existing products and services
Develops business case, product line strategy
and architecture
Develops new service deployment and lifecycle
management schedules
s Service Cost Management activities
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