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CMS Computers Ltd. © Copyright 2005 1ITSM Foundation R1 15-11-05
“To be No. 1 IT Service Provider in India
with
Highest number of certified
professionals on ITIL Best Practices ”
CMS Global Services Vision (CGS)
CMS Computers Ltd. © Copyright 2005 2ITSM Foundation R1 15-11-05
“Our Mission is to enable
Our Customers to enable their
business using CMS processes,
Quality and Certified IT
Professionals”
CMS Global Services Mission (CGS)
CMS Computers Ltd. © Copyright 2005 3ITSM Foundation R1 15-11-05
The World we live in
Challenge - the Change
Staff
Technology
Budgets are tight
Business – IT alignment
IT’s reputation with the business
Legacies – organizational & personal
Business needs constant evolution
& evolving is change
CMS Computers Ltd. © Copyright 2005 4ITSM Foundation R1 15-11-05
So how should we respond?
• Proactive Analytical approach
• Proactive approach to service delivery
• Better identification for areas of improvement
• Improved first line resolution rates
• Systematic and consistent approach to all process
• Adopt Best Industry standards/ benchmarks
CMS Computers Ltd. © Copyright 2005 5ITSM Foundation R1 15-11-05
Benefits
Organization Benefits
• To Compete in Global Market
• Climb up the value chain
• Get Branded
CMS Computers Ltd. © Copyright 2005 7ITSM Foundation R1 15-11-05
Introduction
ITIL gives a detailed description of a number of
important IT practices, with comprehensive checklists,
tasks, procedures and responsibilities which can be
tailored to any IT organization.
ITIL is the best known approach to IT Service
Management (ISM) and describes the relationships
between the activities in processes.
CMS Computers Ltd. © Copyright 2005 8ITSM Foundation R1 15-11-05
Introduction
ITIL publications cover a broad subject area and the
ITIL processes can be used to set new improvement
objectives for the IT organization.
IT Service Management frame works developed on the
basis of ITIL:
• HP ITSM Reference Model
• IBM IT Process Model
• Microsoft Operations Framework, etc.
CMS Computers Ltd. © Copyright 2005 9ITSM Foundation R1 15-11-05
IntroductionInputs from
The Office of Government Commerce (OGC), formerly
CCTA
• The IT Service Management Forum (itSMF) and
• IT organizations and technical experts
CMS Computers Ltd. © Copyright 2005 10ITSM Foundation R1 15-11-05
Introduction
itSMF :
“The objective of the itSMF is to provide a forum for
our membership to enable them to exchange views,
share experiences and participate in the continuous
development and promotion of best practice and
standards, through a range of services that delivers
significant value to their enterprises”.
CMS Computers Ltd. © Copyright 2005 11ITSM Foundation R1 15-11-05
Why ITIL?
• Comprehensive documentation of best practice for IT Service
Management.
• Used by many hundreds of organizations around the world.
• Generic framework based on the practical experience of a global
infrastructure of professional users.
• Formalization of processes within the organization
CMS Computers Ltd. © Copyright 2005 12ITSM Foundation R1 15-11-05
Benefits
Benefits of ITIL to the customer / user:
IT services become more customer-focused.
Services are described better, in customer language
and appropriate detail.
• Quality, availability, reliability and cost of services are
managed better.
CMS Computers Ltd. © Copyright 2005 13ITSM Foundation R1 15-11-05
Benefits
Benefits of ITIL to the organization :
• Clearer structure, more efficient and focused on the corporate objectives.
• More control of the infrastructure and services. Change becomes easier to manage.
• Provides framework for the effective outsourcing of elements of the IT services.
• Introduction of quality management systems based on ISO 9000 or BS 15000.
CMS Computers Ltd. © Copyright 2005 14ITSM Foundation R1 15-11-05
What can go wrong…
• Introduction can take a long time, significant efforts
and change in the organization culture.• Lack of fundamental understanding about what the
relevant processes should provide, what the
appropriate performance indicators are and how
processes can be controlled.• Improvement of services and cost reductions are not
visible, because no baseline data was available for
comparison.• Insufficient resources, training because the
organization is already overloaded by routine IT Service
Management activities.
CMS Computers Ltd. © Copyright 2005 15ITSM Foundation R1 15-11-05
What can go wrong…
INDIVIDUAL heroism’s must change to TEAM
EFFORTS.
• TECHNOLOGY FOCUS has to change to
CUSTOMER FOCUS.
• GUT FEEL decisions to be replaced by FACTS
and DATA.
CMS Computers Ltd. © Copyright 2005 16ITSM Foundation R1 15-11-05
Certification Bodies
Certifications Bodies:
EXIN (Exameninstituut voor Informatica)
ISEB (Information Systems Examination Board)
Professional certification system developed
jointly in cooperation with the OGC and itSMF.
CMS Computers Ltd. © Copyright 2005 17ITSM Foundation R1 15-11-05
Certification levels
Foundation Certificate :
For personnel who have to be aware of the major
activities in IT service support and delivery, and
relationships between them.
CMS Computers Ltd. © Copyright 2005 18ITSM Foundation R1 15-11-05
Certification levels
Practitioner Certificate:
Aimed at the practical level of how to perform a
specific ITIL process and the tasks within that process.
CMS Computers Ltd. © Copyright 2005 19ITSM Foundation R1 15-11-05
Certification levels
Manager Certificate :
Intended for those who are required to control all the
ITSM processes, to advise on the structure and
optimization of the processes, and to implement them
in a way that meets the business needs of the
organization.
CMS Computers Ltd. © Copyright 2005 20ITSM Foundation R1 15-11-05
What it contains…
PDCA Process
Businessrequirements
Customerrequirements
Request for new Or changed services
Other process,Eg. Business
Supplier
Service Desk
Other Teamseg Security
BusinessResults
CustomerSatisfaction
New or changedservice
Other process,Business,
Supplier, customer
Team & PeopleSatisfaction
Management ResponsibilityManagement Responsibility
PLANPlan servicemanagement
PLANPlan servicemanagement
DOImplement
ServiceManagement
DOImplement
ServiceManagement
ACTContinuous
Improvement
ACTContinuous
Improvement
CHECKMonitor, Measure
and Review
CHECKMonitor, Measure
and Review
Manage Services
CMS Computers Ltd. © Copyright 2005 22ITSM Foundation R1 15-11-05
ITIL Model
Problem ManagementProblem Management
Incident ManagementIncident Management
Release ManagementRelease Management
Change ManagementChange Management
Configuration ManagementConfiguration Management
Capacity ManagementCapacity Management
It ServiceContinuity Management
It ServiceContinuity Management
Availability ManagementAvailability Management
Service Level Management
Service Level Management
Financial Managementfor IT Services
Financial Managementfor IT Services
ServiceDesk
IT CustomerRelationshipManagement
Service Delivery
Service Support
Security ManagementSecurity Management
CMS Computers Ltd. © Copyright 2005 ITSM Foundation R1 15-11-05
Service Support Processes
ConfigurationManagement
CMS Computers Ltd. © Copyright 2005 24ITSM Foundation R1 15-11-05
Configuration Management
Objective
Keeping up-to-date and reliable information about the IT
infrastructure and services.
Maintaining details of relations between the IT
components.
CMS Computers Ltd. © Copyright 2005 25ITSM Foundation R1 15-11-05
Configuration Management
Configuration Items (CI)
All IT components, services and documentations to be controlled by the organization. Ex: PC hardware, software, network components, SLAs etc.
Configuration Management Database (CMDB)
A database of all the CI’s. It keeps track of all the IT components, their versions, status and relationships between them.
CMS Computers Ltd. © Copyright 2005 26ITSM Foundation R1 15-11-05
Configuration Management
Configuration Management Activities
The configuration Management activities includes
• Planning-Scope, Objectives, Policies, standards, roles and responsibilities.
• Identification-processes to keep the database up-to-date.
• Control-Unauthorized modifications of CI’s.
• Status Accounting – Current and historical details of CI’s.
• Verification and audit – Accuracy of records.
• Reporting – Provides information to other processes.
CMS Computers Ltd. © Copyright 2005 27ITSM Foundation R1 15-11-05
Configuration ManagementConfiguration Management v/s Asset Management
Asset Management• Accounting process for monitoring asset whose purchase
price exceeds a defined limit.• Details purchase price, depreciation, business unit and
location.
• Provides basis for Configuration Management Systems.
Configuration Management• Goes beyond Asset Management and keeps technical
information about CI’s, and relationship with CI’s.
CMS Computers Ltd. © Copyright 2005 28ITSM Foundation R1 15-11-05
Configuration mgmt
• The database access is to all.
• No controls are defined• Asset mgmt is keeping track of
m/c inventory.
• Database is maintained only for m/c inventory
• Database access (CMDB) has been defined.
• All controls are defined• Asset Mgmt is accounting
process for monitoring asset whose purchase price exceeds a defined limit.
• Config Mgmt goes beyond asset mgmt and keep technical information about CI’s.
• CMDB consist of all CI’s which is related for Service Delivery / support.
Present Process ITIL Processes
CMS Computers Ltd. © Copyright 2005 ITSM Foundation R1 15-11-05
Service Support Processes
IncidentManagement
CMS Computers Ltd. © Copyright 2005 31ITSM Foundation R1 15-11-05
Incident Management
IncidentAny event which is not part of the standard operation of a service and which causes an interruption or reduction in the quality of that service.
Incident Management Should Be• Proactive (Responding to potential incidents)
• Reactive (responding to incidents)
• Concerned with restoration of customer service (Not cause)
CMS Computers Ltd. © Copyright 2005 32ITSM Foundation R1 15-11-05
Incident Management
Scope of Incidents
Incidents include not only hardware and software
errors, but also Service Requests.
Service Requests
Request from a user for support, delivery, information,
advice or documentation, not being a failure in the IT
infrastructure.
CMS Computers Ltd. © Copyright 2005 33ITSM Foundation R1 15-11-05
Incident Management
PrioritiesPriorities should to be based on IMPACT and URGENCY
ImpactImpact is based on actual or potential damage to customers
business
UrgencyUrgency is based on the time between problem or incident
being detected and the time that the customers business is
impacted.
CMS Computers Ltd. © Copyright 2005 34ITSM Foundation R1 15-11-05
Incident Management
Example of a priority coding system
HighHigh MediumMedium LowLow
HighHigh
MediumMedium
LowLow
PriorityResolution
time
< 1 hour
< 8 hours
<24 hours <48 hours
<24 hours
< 8 hours <24 hours
<48 hours
planned
critical
high
medium
high
medium
low
medium
low
planning
IMPACT
UR
GE
NC
Y
CMS Computers Ltd. © Copyright 2005 35ITSM Foundation R1 15-11-05
Incident Management
Escalation
• Functional Escalation
• Hierarchical Escalation
– Function EscalationInvolving personnel with more specialist skills, time or access privileges to solve the incident
– Hierarchical EscalationInvolving an higher level of Organizational authority, when current level of authority appears insufficient.
CMS Computers Ltd. © Copyright 2005 36ITSM Foundation R1 15-11-05
Incident Management
Incident Management Activities
• Detection and recording – Call reception, recording, priority
• Classification and first-line support – Category and Category
Type
• Matching – Similar Incidents
• Investigation and Diagnosis – Support group with more
expertise and technical competence
• Resolution and Recovery – Record the solution or raise RFC
• Closure – Inform and update
• Progress tracking and monitoring – Service Desk
CMS Computers Ltd. © Copyright 2005 37ITSM Foundation R1 15-11-05
Incident Management
Incident Management Works closely with
• Configuration Management Database (CMDB)
• Problem / Known Error Database (KEDB)
• Service Level Management (SLM)
• Problem Management
CMS Computers Ltd. © Copyright 2005 38ITSM Foundation R1 15-11-05
Incident Management
Benefits
For the Business
• Timely resolution of incidents resulting in reduced business impact
• Improved user productivity
• Independent, Customer – focused incident monitoring
• Availability of SLA-focused business management information
CMS Computers Ltd. © Copyright 2005 39ITSM Foundation R1 15-11-05
Incident Management
Benefits
For the IT Organization
• Improved monitoring, allowing performance against SLA’s
to be accurately measured
• Better and more efficient use of the personnel
• No lost or incorrectly registered incidents
• More accurate CMDB
• Improved user and customer satisfaction
CMS Computers Ltd. © Copyright 2005 40ITSM Foundation R1 15-11-05
• Service request termed as call
• Escalation are not classified
• Calls are not classified on Impact & Urgency
• Service req termed as an incident.
• Escalations are classified technical & Hierarchical.
• Incidents are classified on Impact & urgency
Incident Management
Present Process ITIL Processes
CMS Computers Ltd. © Copyright 2005 ITSM Foundation R1 15-11-05
Service Support Processes
ProblemManagement
CMS Computers Ltd. © Copyright 2005 42ITSM Foundation R1 15-11-05
Problem Management
Problem Management
The Identification and management of the underlying causes of service incidents whilst minimizing or preventing disruption to the customers.
Scope Of Problem Management• Investigate the underlying causes of Incidents
• Proactively prevent the recurrence or replication of incidents or Known Errors wrt Business requirements
CMS Computers Ltd. © Copyright 2005 43ITSM Foundation R1 15-11-05
Problem Management
Known Error
When root cause of an incident is known and a temporary
workaround has been identified, the problem should be
classified as Known Error.
Known Error Should Be
Recorded against current and Potentially affected services.
Maintained in a Knowledge base along with workaround.
Closed after successful resolution
CMS Computers Ltd. © Copyright 2005 44ITSM Foundation R1 15-11-05
Problem Management
What is Workarounds?
The process by which service restoration can be
enabled by users of staff is called Workaround
Development and maintenance of Workarounds
– Applicable only for known errors
– Corrective Action has been successfully applied
– Information on workaround stored in knowledge base
– Applicability and Effectiveness should be stored and
maintained
When root cause of an incident is identified and a method of resolving the incident is available, the problem should be classified as Known Error.
CMS Computers Ltd. © Copyright 2005 45ITSM Foundation R1 15-11-05
Problem Management
Problem Management Activities
• Problem Control
• Error Control
• Proactive Problem Management
• Providing Information
CMS Computers Ltd. © Copyright 2005 46ITSM Foundation R1 15-11-05
Problem Management
Benefits
Problem Management ensures that• Failures are identified, documented, tracked and resolved
• Permanent or temporary solutions for failures are
documented
• Request for Changes are raised to modify the Infrastructure
• Avoidable incidents are prevented
• Reports are issued about the quality of the IT infrastructure
and process
CMS Computers Ltd. © Copyright 2005 47ITSM Foundation R1 15-11-05
Problem Management
• All calls are termed as a problems.
• Known errors are not put in the KEDB
• Workarounds not maintained in KEDB.
• Identification & mgmt of the underlying causes of service incidents.
• Known errors are maintained in KEDB along with workarounds
• Workarounds are maintained in KEDB
Present Process ITIL Processes
CMS Computers Ltd. © Copyright 2005 ITSM Foundation R1 15-11-05
Service Support Processes
ServiceDesk
CMS Computers Ltd. © Copyright 2005 49ITSM Foundation R1 15-11-05
ITIL Model
Problem ManagementProblem Management
Incident ManagementIncident Management
Release ManagementRelease Management
Change ManagementChange Management
Configuration ManagementConfiguration Management
Capacity ManagementCapacity Management
It ServiceContinuity Management
It ServiceContinuity Management
Availability ManagementAvailability Management
Service Level Management
Service Level Management
Financial Managementfor IT Services
Financial Managementfor IT Services
ServiceDesk
IT CustomerRelationshipManagement
Service Delivery
Service Support
Security ManagementSecurity Management
CMS Computers Ltd. © Copyright 2005 50ITSM Foundation R1 15-11-05
Service Desk
Service Desk
• Single point of contact
• Monitoring / tracking of status of incidents recorded
• Handling Service requests
CMS Computers Ltd. © Copyright 2005 51ITSM Foundation R1 15-11-05
Service Desk
Service desk handles activities related to
• Incident Management
• Software and hardware installation – Release Management
or Change Management
• Verification of caller details and allocated resources –
Configuration Management
• Activities concerning standard requests – Change
Management
• Information to the users about the services they are
entitled to as specified in the SLA
CMS Computers Ltd. © Copyright 2005 52ITSM Foundation R1 15-11-05
Service Desk
Structure
• Accessibility
• Business support (infrastructure, application)
• Service desk types
• Centralized
• Local (distributed)
• Virtual
CMS Computers Ltd. © Copyright 2005 53ITSM Foundation R1 15-11-05
Service Desk
Service Desk Personnel
• Call Center – Calls routed to specialist dept
• Unskilled – Calls recorded and immediately assigned.
• Skilled – Better skills and experience. Some incidents
resolved and others passed on.
• Expert – Specialist knowledge of full IT infrastructure and
expertise.
CMS Computers Ltd. © Copyright 2005 54ITSM Foundation R1 15-11-05
Service Desk
How Are Incidents Reported?
• Telephone calls
• Voice mails
• Visits
• Letters
• Faxes
• Emails
• Recording systems
• Automated monitoring Softwares
CMS Computers Ltd. © Copyright 2005 55ITSM Foundation R1 15-11-05
Service Desk
• Termed as Help Desk
• Calls are only recorded
• No first level support
• Termed as Service Desk
• Incidents are classified (Monitor Incident lifecycle)
• Restoration of service within acceptable time and in accordance with the SLA
Present Process ITIL Processes
CMS Computers Ltd. © Copyright 2005 ITSM Foundation R1 15-11-05
Service Support Processes
ChangeManagement
CMS Computers Ltd. © Copyright 2005 58ITSM Foundation R1 15-11-05
Change Management
Change Management
To ensure that all changes are assessed, approved,
implemented and reviewed in a controlled manner.
CMS Computers Ltd. © Copyright 2005 59ITSM Foundation R1 15-11-05
Change Management
Change Authorities
Change Manager
– Responsible for filtering, accepting and classifying all
RFC
– Supported by change coordinators
– Responsible for planning and coordinating the
implementation of the changes.
Change Management is responsible for obtaining the
required authorization for implementation of change
CMS Computers Ltd. © Copyright 2005 60ITSM Foundation R1 15-11-05
Change Management
Change Authorities
Change Advisory Board (CAB)
– Consultative body which meets regularly to authorize, assess, prioritize and plan changes
– Mainly concerned with significant changes
– A CAB/EC (Emergency Committee) should be appointed with authority to make emergency decisions
– Consists of representatives from all IT sections eg. Change Manager, IT Line Managers, Business Managers, Incident and Problem Managers, User group
CMS Computers Ltd. © Copyright 2005 61ITSM Foundation R1 15-11-05
Change Management
Change Management Planning
The Change Management Procedure should ensure
• Changes have a clearly defined and documented scope
• Only changes that have business benefits are approved
• Changes are scheduled based on priority and risk
• The time to implement the changes is monitored and
improved where required
CMS Computers Ltd. © Copyright 2005 62ITSM Foundation R1 15-11-05
Change Management
Recording
All RFC’s are recorded or logged
• Can be submitted by anyone working with the infrastructure.
Ex. Problem Management, Customers, other IT personnel
Details that can be included in RFC
• ID number
• Associated problem number, ID of CI
• Reason for change & business benefit
• Name, location, phone no. of person submitting the RFC
CMS Computers Ltd. © Copyright 2005 63ITSM Foundation R1 15-11-05
Change Management
Change ClassificationChange is classified based on Category and Priority
Availability of res.
Risks
Benefits (Business Needs)Cost
UrgencyImpact
PriorityCategory
On changes to Service, Customer and Release Plans
CMS Computers Ltd. © Copyright 2005 64ITSM Foundation R1 15-11-05
Change Management
Change Management Implementation
Large Effort and Major Impact^Major Impact3
Significant Efforts with substantial Impact@
Substantial Impact
2
Little Efforts with Little Risk*Minor Impact1
DescriptionCategoryCategory Level
* CAB Approval may not be required
@ CAB Approval will be required
^ IT Steering Committee and CAB approval may be required.
CMS Computers Ltd. © Copyright 2005 65ITSM Foundation R1 15-11-05
Change Management
Benefits• Reduced adverse impact of changes on the quality of IT
services
• Fewer changes are reversed, and any back-outs that are implemented proceed more smoothly
• Enhanced management information is obtained about changes, enabling diagnosis of problem areas
• Improved user productivity through stable IT services
• Increased ability to accommodate frequent changes without creating an unstable IT environment
CMS Computers Ltd. © Copyright 2005 ITSM Foundation R1 15-11-05
Service Support Processes
ReleaseManagement
CMS Computers Ltd. © Copyright 2005 68ITSM Foundation R1 15-11-05
Release Process
Release
Set of new and/or changed Configuration Items,
which are tested and introduced into the live
environment together.
Release Management
A planned project style approach to implementing
changes in IT services, which address all aspects of
the changes.
CMS Computers Ltd. © Copyright 2005 69ITSM Foundation R1 15-11-05
Release Management
Release Levels
• Major releases (V1)
• Increased functionality And Eliminates Known errors,
workarounds and temporary fixes
• Minor releases (V1.1)
• Minor improvements and fixes of Known errors
• Emergency fixes (V1.1.1)
• Temporary fix for problem or Known error
CMS Computers Ltd. © Copyright 2005 70ITSM Foundation R1 15-11-05
Release Management
Release Types
• Delta Release• Not possible to test all the links in software• Unwanted modules are not deleted
• Full Release• All components of Release Unit are built, tested and
distributed including components that are not changed.
• Package Release• Bundle of Full and Delta Release and new functionalities.
CMS Computers Ltd. © Copyright 2005 71ITSM Foundation R1 15-11-05
Release Management
Release Management Process consist of
• Release policy and Planning
• Design, building and configuration
• Testing and release acceptance
• Rollout planning
• Communication, preparation and training
• Distribution and installation
CMS Computers Ltd. © Copyright 2005 72ITSM Foundation R1 15-11-05
Release Management
Benefits
• Release Management helps to ensure that
• The s/w and h/w used in the live environment are of high quality
• The risk of errors in s/w and h/w combination is minimized
• There are fewer separate implementations and each implementations is thoroughly tested
• Users are more involved in the testing of a release
• A release calendar is published in advance
CMS Computers Ltd. © Copyright 2005 75ITSM Foundation R1 15-11-05
ITIL Model
Problem ManagementProblem Management
Incident ManagementIncident Management
Release ManagementRelease Management
Change ManagementChange Management
Configuration ManagementConfiguration Management
Capacity ManagementCapacity Management
It ServiceContinuity Management
It ServiceContinuity Management
Availability ManagementAvailability Management
Service Level Management
Service Level Management
Financial Managementfor IT Services
Financial Managementfor IT Services
ServiceDesk
IT CustomerRelationshipManagement
Service Delivery
Service Support
Security ManagementSecurity Management
CMS Computers Ltd. © Copyright 2005 76ITSM Foundation R1 15-11-05
Scope:
• Support business needs
• Present new options
Through
• Continuous interaction with the customer
• Regular reviews of business needs
• Technological developments
Service
At anAcceptable cost
CMS Computers Ltd. © Copyright 2005 77ITSM Foundation R1 15-11-05
Service
Service delivery refers to:
• The services the customer needs to support the business
• What is needed to provide these services
CMS Computers Ltd. © Copyright 2005 78ITSM Foundation R1 15-11-05
Service Delivery
Processes defined are :
• Service Level Management
• Capacity Management
• IT Service Continuity Management
• Availability Management
• IT Security Management
• Financial Management for IT Services
CMS Computers Ltd. © Copyright 2005 ITSM Foundation R1 15-11-05
Service Delivery Processes
Service LevelManagement
CMS Computers Ltd. © Copyright 2005 80ITSM Foundation R1 15-11-05
Service Level Management
Definition
Service-level management is the set of people and systems that allows the organization to ensure that the agreed quality of services are being met and that the necessary resources are being provided efficiently
CMS Computers Ltd. © Copyright 2005 81ITSM Foundation R1 15-11-05
Service Level Management
Activities:
– Identify
– Define
– Formalize
– Monitor
– Report
– Review
Levels of service
CMS Computers Ltd. © Copyright 2005 82ITSM Foundation R1 15-11-05
Service Level Management
Service specification Sheet (Spec Sheet)
• Technical specifications of each service
• Delivery and implementation procedure
• Quality control procedure
CMS Computers Ltd. © Copyright 2005 83ITSM Foundation R1 15-11-05
Service Level Management
Service Catalogue
Define for each service:
• Name and functions
• Benchmarks, targets and metrics
• Acceptable and unacceptable levels of service
• Reporting procedures
• Actions in exceptional circumstances
• Communication and escalation lines
CMS Computers Ltd. © Copyright 2005 84ITSM Foundation R1 15-11-05
Service Level Management
Service Level Agreement (SLA)
Service Level Agreement is a Contract between a customer organisation and the IT service organisation to provide a range of support services up to an agreed minimum standard.
CMS Computers Ltd. © Copyright 2005 85ITSM Foundation R1 15-11-05
Service Level Management
Service Level Agreement (SLA)
Contents:
• Introduction
• Scope of work
• Performance Tracking and Reporting
• Problem Management
• Compensation and penalties
• Customer duties and responsibilities
CMS Computers Ltd. © Copyright 2005 86ITSM Foundation R1 15-11-05
Service Level Management
External Documents• Service Level Requirements
• Service Level Agreements
• Service Catalogues
Internal Documents• Service Specification Sheets
• Operational Level Agreements (OLA)
• Underpinning Contracts (UC)
CMS Computers Ltd. © Copyright 2005 87ITSM Foundation R1 15-11-05
Service Level Management
• No concept of OLA
• No concept of Service Catalogue
• No SIP after service review
• OLA needs to be signed to meet the SLA.
• Need Service Catalogue
• SIP is must after review
Present Process ITIL Processes
CMS Computers Ltd. © Copyright 2005 ITSM Foundation R1 15-11-05
Service Delivery Processes
CapacityManagement
CMS Computers Ltd. © Copyright 2005 89ITSM Foundation R1 15-11-05
Capacity Management
Definition
Capacity Management is the proactive process of planning, analyzing, sizing and optimizing IT resource capacity to satisfy demand in a timely manner and at a reasonable cost.
CMS Computers Ltd. © Copyright 2005 90ITSM Foundation R1 15-11-05
Capacity Management
The three sub-processes are:
• Business Capacity Management (BCM)
• Service Capacity Management (SCM)
• Resource Capacity Management (RCM)
CMS Computers Ltd. © Copyright 2005 91ITSM Foundation R1 15-11-05
Capacity Management
Business Capacity Management
Evaluation of current business, financial, economic and technology indicators with the goal of forecasting future business load placed on the IT system by business needs. The goal is to plan and implement projects to achieve necessary capacity on time and at an appropriate cost and risk.
CMS Computers Ltd. © Copyright 2005 92ITSM Foundation R1 15-11-05
Capacity Management
Service Capacity Management
Evaluates and bases short term strategy and tactical response to service related issues and needs. The goal is to profile and meet the needs of specific services on end-to-end basis in order to remain in compliance with SLA.
CMS Computers Ltd. © Copyright 2005 93ITSM Foundation R1 15-11-05
Capacity Management
Resource Capacity Management
Evaluates and analyses the use of the IT infrastructure and components that have a finite resource. The goal is to manage the capacity and performance of individual components within the IT infrastructure.
CMS Computers Ltd. © Copyright 2005 94ITSM Foundation R1 15-11-05
Capacity Management
Capacity Plan documents:
• Capacity Requirements – Current and Future
• Performance Expectations – Current and Future
• Replacements – Outdated and defective Items
• Technical Developments
• Costs – New or/and Changed Services
Updated annually and reviewed quarterly
CMS Computers Ltd. © Copyright 2005 95ITSM Foundation R1 15-11-05
Capacity Management
Activities:
Populating the Capacity Database (CDB)
Contains the detailed technical, business, and service level management data that supports the capacity management process. The resource and service performance data in the database can be used for trend analysis and for forecasting and planning.
CMS Computers Ltd. © Copyright 2005 96ITSM Foundation R1 15-11-05
Capacity Management
Capacity Management Database :
Business Forecasts
Business Forecasts
Business Forecasts
Business Forecasts
ManagementReports
CapacityPlans
TechnicalReports
CDB
CMS Computers Ltd. © Copyright 2005 ITSM Foundation R1 15-11-05
Service Delivery Processes
ContinuityManagement
CMS Computers Ltd. © Copyright 2005 98ITSM Foundation R1 15-11-05
IT Service Continuity Management
Definition
The objective of ITSCM is to support the overall Business Continuity Management (BCM) by ensuring that the required IT infrastructure and IT services, including support and Service Desk can be restored within specified time limit after a disaster.
CMS Computers Ltd. © Copyright 2005 99ITSM Foundation R1 15-11-05
IT Service Continuity Management
Disaster
An event that affects a service or a system such that significant effort is required to restore the original performance level.
Eg. Fire, water damage, burglary, vandalism and violence, large scale power outage
CMS Computers Ltd. © Copyright 2005 100ITSM Foundation R1 15-11-05
IT Service Continuity Management
Activities
• Defining the scope of ITSCM
• Business Impact Analysis
• Risk Assessment
• IT Service Continuity Strategy
• Organization and implementation planning
• Prevention measures and recovery measures
• Developing plans and procedures for recovery
CMS Computers Ltd. © Copyright 2005 ITSM Foundation R1 15-11-05
Service Delivery Processes
AvailabilityManagement
CMS Computers Ltd. © Copyright 2005 102ITSM Foundation R1 15-11-05
Availability Management
Definition
The objective of Availability management is to provide a cost-effective and defined level of availability of the IT service that enables the business to reach its objectives
CMS Computers Ltd. © Copyright 2005 103ITSM Foundation R1 15-11-05
Availability Management
Basic Concepts:
High availability means that the IT services is continuously available to the customer, as there is little downtime and rapid service recovery. The achieved availability is indicated by metrics. The availability of the service depends on the
• Reliability
• Maintainability
• Serviceability
Of the IT infrastructure
CMS Computers Ltd. © Copyright 2005 104ITSM Foundation R1 15-11-05
Availability Management
Basic Concepts:
Reliability
Reliability of a service means that the service is available for an agreed period without interruptions. This concept also includes resilience.
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Availability Management
Basic Concepts:
Maintainability
Maintainability and recoverability relate to the activities needed to keep the service in operation and to restore it when it fails. This includes preventive maintenance and scheduled inspections.
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Availability Management
Basic Concepts:
Serviceability
Serviceability relates to contractual obligations of external service providers.
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Availability Management
Availability Measurement
Detection
time
Resolution time
response repair recovery
Uptime, Time between failuresDowntime, Time to repair
time time time
Time Between system Incidents
recovery
Time
Incident Incident
MTTR: The Average Mean Time to Repair across a number of incidents
MTBF: The Average Mean Time Between Failures across a number of incidents
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Availability Management
Availability and ITSCM
Availability management and ITSCM are closely related as both processes strive to eliminate risks to the availability of IT services. The prime focus of availability management is handling the routine risks to availability that can be reasonably expected to occur on a day-to-day basis. Where no straight-forward countermeasures are available or where the countermeasure is prohibitively expensive or beyond the scope of a single IT service to justify in its own right, these availability risks are passed on to service continuity management to handle.
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Service Delivery Processes
SecurityManagement
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Security Management
IT Security Management
The objective of IT Security Management is to control the provision of information and to prevent unauthorized use of information. It is an essential quality aspect of management.
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Security Management
Value of Information depends on:
• Confidentiality : Protecting information against unauthorized access and use
• Integrity: Accuracy, completeness and timeliness of the information
• Availability: Accessible at any agreed time
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Security Management
Maintain
Evaluate Implement
Plan
Control
Reporting(as per SLA)
Service Level agreement(security chapter)
IT Service Provider ImplementsSLA Security requirements
Customer defines business requirements
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Service Delivery Processes
IT FinancialManagement
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Financial Management
Financial Management
The objective of the Financial Management process is the sound management of monetary resources in support of organizational goals. It ensures that activities engaged to meet the requirements defined in service level management are justified from a cost and budget standpoint.
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Financial Management
Service depends on:
• Quality – Capacity, Availability, Performance, Disaster Recovery, Support
• Cost – Expenditure and Investment
• Customer Requirements – Business Needs
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Financial Management
Cost Types:
Materials - Equipment Costs Unit (ECU)Software Cost Unit (SCU)
Labor - Organization Cost Unit (OCU)
Overhead - Accommodation Cost Unit (ACU)Transfer Cost Unit (TCU)Cost Accounting (CA)
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Financial Management
Financial Management is implemented through:
• Budgeting
• Accounting
• Charging
• Reporting
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Financial Management
Charging:
Charging is an effective tool to encourage users to use the IT resources more carefully as well as a cost recovery activity for the IT services provided.
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Financial Management
Charging Policy:
• Communication of Information
• Pricing Flexibility
• Notional Charging
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Financial Management
Rate :
• Decide the objective for charging
• Determine Direct and Indirect costs
• Determine market rates
• Analyze the demand for services
• Analyze the number of customers and the competition
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Financial Management
Pricing :
• Cost Plus
• Going Rate
• Target Return
• Negotiated Contract Price
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Financial Management
Reporting :
• IT services expenditure per customer
• Difference b/w actual and estimated expenditure
• Charging and accounting methods
• Disputes about charges, with causes and solution