Pink Elephant ITIL Overview - · PDF file©Pink Elephant Inc., 2001. The contents of...

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©Pink Elephant Inc., 2001. The contents of this presentation are protected by copyright and cannot be reproduced in any manner. Pink Elephant is a Pink Roccade company.

Pink ElephantITIL OverviewStewart Crymbles.crymble@pinkelephant.com

SPIN Conference

Agenda• Introduction• ITIL Overview• Break• Communication, Change and

Release Management• Questions

Who Is Pink Elephant?• Pink Elephant Introduced ITIL in North America

in 1997• Part of PinkRoccade Group

• >€650 million revenue ($600M US/$850M CA)• >7800 staff

• Offices in Amsterdam, London, Toronto, Sydney, Chicago and ….

• Active in 22 countries

What is ITIL?…ITIL is the application of the science of management to information technology. This knowledge is captured in a library of over forty books that outline a process-based set of best practices for IT Service Management.

Information Technology Infrastructure Library

ITIL PrinciplesITIL is all about which processes need to be realized within the organization for management and operation of the ITinfrastructure to promote optimal serviceprovision to the customer of the services atjustifiable costs.

ITIL Books• Service Support • Service Delivery • Managers’ Set• Complementary Guidance• Software Support Set• Environmental Set• Business Continuity

Management Set• Business Perspective Set

(ITIL Enhanced)

• Service Level Management• Availability Management• Capacity Management• IT Service Continuity Management • Financial Mgmt for IT Services

• Configuration Management• Incident Management• Problem Management• Change Management• Release Management

Service Desk Function

Three Levels of CertificationFoundation Certificate

Service ManagerCertificate

Service Support

Service DeliveryPractitioner CertificatesPractitioner Certificates

Incident Management

ConfigurationManagement

ProblemManagement

ChangeManagement

AvailabilityManagement

CapacityManagement

Service LevelManagement

Financial Management

IT Market Trends• Increasing cost of IT services (delivery &

maintenance)• Increasing requirements for quality and value

for money from IT services• Increasing complexity of IT infrastructure• Increasing frequency of IT changes• Increasing dependency on IT services

Business Perceptions of IT• Dissatisfaction with IT service provision • Lack of communication and understanding between IT

and customers • Expenditures on the IT infrastructure are excessive or felt

to be excessive on the part of the business• Costs for IT service provision lack justification and cannot

easily be tied to benefits for the business• The IT provider’s responsiveness to required changes in

the IT infrastructure not in line with business objectives• IT projects are delivered late and over budget• The business feels that provision of IT is out of control

Processes vs. Departments

Like weather borders do not exist within processes

•You can’t ignore the weather

•Do you want to prepare for the weather or wait until it rains torealize you need an umbrella?

Processes vs. Departments

Quality SystemsContinuous Process Improvement

Quality Systems

ISO 900x

Six Sigma

Theory of Constraints

Statistical Process Control

Deming

Process Frameworks

IT Infrastructure Library

Gartner CSD

IBM Processes

EDS Digital Workflow

Deloitte & Touche

Microsoft MOF

•What is not defined cannot be controlled•What is not controlled cannot be measured•What is not measured cannot be improved

Define

Improve

Measure

Control &Stabilize

ITIL Best PracticesITIL Best Practices

Operational ITIL Processes

Release Management

Problem Management

Incident Management

Change Management

Configuration Management

Operational Processes

Release Management

Problem Management

Change Management

Service Desk

authorization

problemcontrol

errorcontrol

OperationalIT-Services

impact analysis

incidents

requestfor change

DSLReleaseStrategies

IncidentManagement

Configuration ManagementTo manage the IT infrastructure by identifying, recording, and controlling all Configuration items

Configuration Items: Components of the IT infrastructure that are, or are to be part of the IT Infrastructure

Identification &Registration

Verification

StatusAccounting

DefineScope

DefineCI-level

Activities

Example Hardware CIs

NETWORKNETWORKMAINFRAMEMAINFRAME FILESERVERSFILESERVERS

HUBHUB

PCPC PCPC PCPC PCPC PCPC PCPCPC

Keyboard Screen CPU

MODEMMODEM

CI LEVEL

ATTRIBUTESOwner, Status,

Location, Version,Serial#, ...

RELATIONSHIPSIs connected to…Is a copy of…Is part of ...

Incident Management

• Provide continuity: Restore services ASAP• Detection, recording, classification• Investigation, diagnosis, resolution, recovery

An incident is a deviation from the (expected) standard operation of a system or service

Service Desk

• Managing Incident Control • Communication & Promotion• Providing Management Information

Activities

Managing Incident Control…

incidentclosure

recording &classification

investigation &diagnosis

resolution &recovery

itorin

directsolution?

Incidents1st line

2nd line

ConfigurationManagementProcess

Problem ManagementEnsures stability in IT services, by identifying & removing errors in the IT infrastructure.

A problem is a condition that has been defined, identified from one large incident or many incidents exhibiting common symptoms, for which the cause is unknown.

A known error is a condition identified by successful diagnosis of the root cause of a problem, when it is confirmed that a CI is at fault.

Problem ManagementActivities

• Problem Control• Error Control• Proactive Problem Management• Management Information

Incident Matching

New Problem?

Incident

(Temporary)Solution

Number of Incidents withProblem + 1

Problem?yes

KnownError?

(Temporary)Solution

Number ofIncidents with

Known Error + 1

Incident Control

RoutineSolutionRoutine?

BusinessScope Decision

Proactive Problem Control

New Problem Record Defined

1-1M-1

Relationships

Incident Matching

Historical Incident DataTrending Activities

Data Mining

! Similarities?! Like Symptoms?! Incident Groupings?

Investigation &Diagnosis

IncidentControl

Problem Management Process

Error Control

Problem Control

Incident ManagementProcess:

IncidentControl

CMDBConfigurationManagementProcess

ICS(Resolution Advice)

Support for Incident Control

Change ManagementEnsures that standardized methods and techniques are used, for efficient and immediate handling of all changes to the IT infrastructure, while minimizing change related incidents.

A Change is an action that results in a new status for one or more IT infrastructure Configuration Items

A Request for change (RFC) is the main input to the Change Management process.

Change Management ProcessIncident

Change

InfrastructureProblem

Operation

Implementation

Identification

Requestsfor Change

INFORMATIONTECHNOLOGY

SERVICES

Requestsfor Change

from Clients

Change ManagementActivitiesProblem Management Process

Error Control CMDBConfigurationManagementProcess

Assessment& Planning

Authorization ofChanges

Requestfor Change Control

& Coordination

Evaluation

Change Mgmt.RFC

Process IntegrationIncident Mgmt.

Problem Mgmt.

Change Mgmt.

Communication

• Temporary Fixes

Incidents CMDBConfigurationManagement

• Workarounds

Problem Record

1-1M-1

Relationships

Incident Matching + 1

Known Error Record

CIs at fault

Root Cause

Incident Matching

Solution

Release Management

Ensures that only authorized and correct versions of software are made available for operation.

The Definitive Software Library (DSL)contains all original software, developed in-house or purchased through vendors.

Release Management Activities

• Release Planning• Distribution & Implementation of software

and hardware into production• Management of Definitive Software

Library and Definitive Hardware Store• Management Information

Software Version Control

Archive

Development

Production

1.0 (original)

1.0 (original) DSL

Copy of…(Test)

Copy of…(Production)

1.0 (copy of)

Test1.0 (copy of)

Release Mgmt. Integration

ProblemRecord

Known ErrorRecord

RootCause

* Classification* Analysis

* Root CauseAnalysis

Solution?

Monitor?

Incidents

Release Qualification

Production EnvironmentStagingEnvironment

DevelopmentEnvironment

NewProblem

* Release Strategies* Testing Requirements* Production sign-off* Documentation* Support Requirements

AD Lifecycle

* New Services* Updates* Integration withChange Mgmt.

Change Management

Release Management

Service Desk / Incident Control (Service Recovery)

Problem Management (Systemic Problem Elimination)

Definitive Software Library (DSL)

Configuration Management Database (CMDB)

IT Service Continuity

Management

FinancialManagement

Capacity Management

Service Level Management

Availability Management

Tactical ITIL Processes

Tactical ProcessesService Level Management

FinancialManagement

FacilitiesManagement

Capacity Management

IT Service Continuity

Security Management

Third PartyMaintenance

Ensures continual identification, monitoring and reviewing of the optimally agreed levels of IT service as required by the business. This is done in close co-operation between the IT services providers and the customers (or their representatives).

A Service Level Agreement specifies the services, the service levels, specific conditions and the parties involved.

SLM Process

Establish FunctionEstablish Function

Periodic ReviewsPeriodic Reviews

Implement SLAsImplement SLAs

Catalogue S

ervice

Catalogue S

ervice

Negotia

Review

UCs & SLAs

Review

UCs & SLAs

AgreeAgree

Review

SLM Process

Review

SLM Process

Planning

Implem

Manage the Ongoing ProcessManage the Ongoing Process

Monitor

Report

Review

DefineExecute

Control

What is an SLA?• A formal agreement between the customer(s)

and the IT service provider specifying service levels and the terms under which a service or a package of services is provided to the customer

• Details of the standard services, options and levels described in the Service Catalogue

Agreements vs. ContractsInternal/External

Customers

IT Service

Service Level Agreements

INTERNALSuppliers

&Maintenance Personnel

EXTERNALSuppliers

&Maintenance Personnel

Operational LevelAgreement (OLA)

UnderpinningContracts (UC)

Allows organizations to sustain the IT service availability, in order to support the business ata justifiable cost.

Availability ReliabilityMaintainability Serviceability

Resilience Security

Availability ManagementActivities

Realize Availability Requirements

Compile Availability Plan

Monitor Availability Monitor Maintenance Obligations

Calculating Availability

Time Agreed To

Time Actually Availablex 100% Availability =

If a service has been available 39 hours during a time agreed to of 40 hours, then the availability percentage may be calculated as follows:

% Available = 39/40 x 100= 97.5%

Time Actually Available = Time Agreed To - Downtime

Availability and Incidents

Incident Incident

DetectionDetection Diag

Diagnosis

Repair Restoration

Restoration

Time between Failures or‘uptime’

Time between System Incidents

Recovery

‘‘Repair’Time

ResponseTime

RecoveryTime

Time to repair or ‘downtime’

DetectionElapsed

Capacity ManagementSupports the optimum and cost effective provision of IT services by helping organizations match their IT resources to the business demands.

Capacity Management Database (CDB):A collection of technical, business and organizational data, to provide capacity forecasts and plans.

Capacity Management…

Capacity Management Activities

CapacityPlan

Reports

Forecasts

OrganizationalData

TechnicalData

Business Data

Guidelines forService LevelManagement

Inputs & Outputs

Capacity ManagementActivities

Performance Management

WorkloadManagement

ResourceManagement

DemandManagement

ModelingApplicationSizing

CapacityPlanning

Client

Technical infrastructure

Applications

IT Service Continuity ManagementIT Service Continuity Management (ITSCM) is focused onthe continuity of IT Services to the business

Business Continuity Management (BCM) is concerned withthe management of Business Continuity that incorporatesall services upon which the business depends, one of which is IT

A crisis is an unplanned situation where it is expected thatthe period when one or more IT services will be unavailable will exceed threshold values agreed to withthe customer.

Risk Analysis and StrategyBusiness Impact Analysis

Countermeasures

Assets Threats Vulnerabilities

Business ContinuityStrategy

Technical and business processes / assets

Business Continuity Plan

Risk Assessment

Countermeasures• Do nothing• Clerical backup procedures• Reciprocal arrangement• “Fortress” approach• Cold start fixed center• Cold start portable center• Hot start external or internal• Mobile hot start

RiskAnalysis

ManageContingency Plan

TestContingency Plan

RiskManagementContingency

ITSCMActivities

Financial Management

Provides insight into, monitors and if necessary, recovers costs of IT services from customers.

IT Financial CycleIT Operational Plan

(inc. Budgets)Cost Analysis(Accounting)

Business ITRequirements

Charges

Costing ModelsCharging Policies

Financial Targets

Feedback of proposed charges to business

Costing • Determine Cost Unit Structure

• Budgeting• Direct Costs• Indirect Costs

• IT Accounting• Calculate Cost-Price

• Activity Based Costing• Cost Center Accounting

• Monitor Costs (Budgeted / Actual)

Charging• Implementation of the Charging Policy• Setting Rates

• Cost Recovery• Profit

• Charging System• Define Measurable Units• Invoicing• Monitoring Profits/Results

Short Break

Communication, Change and Release Management

How Do We Get There?

• Steps to be taken :– Identify process goal– Determine activities – Determine inputs & outputs– Set quality norms– Determine measurements or targets

• Taking the steps is a:– Creative process– Iterative process– Interactive process

Define and Understand

• Where is the need?

• Then What….–Standardize current process?–Reusable components?–Documented procedures?–Re-Engineer from scratch?– Integrate ITIL Best Practices!

The Quick approach

• First Identify the Pain• Every organization has procedures, implicitly if not

explicitly• Step 1: Write down these procedures as they are

now; make them explicit• Step 2: Correct any obvious errors and omissions• Step 3: Check the procedures against best practices

(from ITIL)

The Importance of Communication

You are the chief airplane washer at the company hangar and you:1. Hook high pressure hose up to the soap machine.2. Turn the machine "on".3. Receive an important call and leave work to go home.4. As you depart for home, you yell to Don, your assistant, "Don,

turn it off." 5. Assistant Don thinks he hears, "Don't turn it off." He

shrugs, and leaves the area right after you.

As with any occupation, make sure people have a clear understanding of what you are communicating

Change & Communication• Implementing or improving service management

within an organization requires cultural change by –Management– IT employees – IT customers and users.

• Managing change requires correct use of communication.

–clarification of how the project will communicate with all interested parties

–ensure all parties are aware of what is going on –can play a relevant part in the project.

Communication Plan• Describes how target groups, contents and media

are connected in the time-line • Includes (comp. project plan)

–actions –people –method–budget

• Direct contribution to project success• Requires continuous attention to (positive and

negative) signals of parties involved

Communication plan: steps1. Formulate vision for change and role of communication2. Analyze current communication structure and culture3. Identify target groups4. Decide for each target group

• Communication objectives• Communication strategy• Communication methods and techniques

5. Write communication plan6. Communicate (applying methods & techniques)7. Measure & evaluate the effect and adjust

Choosing your champion• Choosing champion ≠ creating buy-in !• Depends on implementation strategy

–Style–Skillset

• High enough level to make a difference• Well respected by key players at all levels• Must be a “believer”• Multiple champions possible,

sometimes necessary

Achieving buy-in

• Prior to full awareness campaign• Initial champion(s) play(s) key role• Determine

–Key decision makers and influencers–Likely “fans” and “enemies”

• Arrange for and communicate quick wins• “What is in it for them”• Try to make them “accomplices”

Release Management

Problem Management

Change Management

Service Desk

authorization

problemcontrol

errorcontrol

OperationalIT-Services

impact analysis

incidents

requestfor change

DSLReleaseStrategies

IncidentManagement

Change ManagementGoals:

• Prompt Handling of Changes

• Reduce Adverse Impact of Changes

• Improve Service Quality

• Maintain High Visibility

• Change is ACTIVE

Change Management Activities

• Acceptance• Classification• Assessment and planning • Coordination• Evaluation

Benefits Of Change

• Alignment• Productivity• Risk control• Volume• Communication

Recognizing Control•Change process is communicated throughout the organization•Proposed changes are known •RFCs are utilized•Change requests are logged.•Changes are classified•A CAB group exists•Meetings are held •Risk and Impact analysis •Reports are generated

Possible Change Related Problems

• Perceived Bureaucracy• Scope• Dependencies• Synchronization

Metrics & Management Reports

• Change Volumes and Frequency• Reasons and Initiators• Incidents Related to Change• Backlogs and Bottlenecks• Key Performance Indicators

Release Management

Release Management takes a holistic view of a change to an IT service and should ensure that all aspects of a Release, both technical and non-technical, are considered together.

Release Management

The focus of Release Management is the protection of the live environment and its services through the use of formal procedures and checks by ensuring that only authorized and correct versions of software and hardware are made available for operation.

The Definitive Software Library (DSL) contains all original software, developed in-house or purchased through vendors.

Release Management Activities

• Release Planning• Distribution & Implementation of software

and hardware into production• Management of Definitive Software

Library and Definitive Hardware Store• Management Information

Recognizing Control• Release Alignment between departments•Information from the CMDB is used to compose releases.•Definition for Delta, Package Full Release.•Changes follow same release path.•DSL and DHS exist•Development links into Change Process

Real World Linking

C hange M anagem entR equestfor newconfig .

D esktop D eve lopm en t

N ew D esktopC onfiguration

C M D B

O perationalC onstra in ts

A uthorised R equest

R elease M anagem en t G o L ive?

A uthority to R elease

N ewR eleaseD esk top S upport

R epeatR equest

A dditional W orkstation

Benefits Of Release Management

• Consistency in the release processes• Better expectation levels• Improved historical data concerning releases• Reduced risk of unauthorized or illegal software

Possible Release Management Problems

• Initial resistance to change• Circumvention of procedures• Unclear ownership and responsibilities• Pressure to move forward

Reporting, Reviewing & AuditingManagement Information

Items for reviewing Auditing for compliance

•Number of software change requests made to Release Management

•Percentage of releases giving problems

•Percentage of changes implemented successfully

•Results of reviews and audit checks

•Accuracy of distribution of releases to remote sites

•DSL size matches demand for space

•Unauthorized reversions

•All software versions in use authorized

•Maintenance only performed on software from the DSL

•All records complete and accurate

Metrics And Management Reports

• Number of major and minor releases per reporting period

• Number of problems in the live environment that can be attributed to new releases

• Number of new, changed and deleted objects introduced by the new release

• Number of releases completed in the agreed timescales

Further Information About ITIL• Contact Office of Government Commerce in UK• Contact itSMF• Contact Pink Elephant• Internet Resources

– www.ITIL.co.uk– www.itsmf.com– www.pinkelephant.com

Thank You !s.crymble@pinkelephant.com

Pink Elephant ITIL Overview - · PDF file©Pink Elephant Inc., 2001. The contents of...

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