Process description (final)

Process Description Managed Services

Author Marco van Velthoven

Last Version 03-04-2013

Version number 1.0

Title document Process Description Managed Services

Distribution list to Ricardo Soto Escamilla

Distribution list cc


Author: M. van Velthoven Date: 3/4/2013 Version: 1.0 2

Table of Contents

Introduction: ........................................................................................................................................................................... 3

A. Offering ........................................................................................................................................................................... 4

Definition......................................................................................................................................................................... 4

Process Overview ............................................................................................................................................................ 4

Process Description ......................................................................................................................................................... 5

B. Implement ....................................................................................................................................................................... 8

Definition ................................................................................................................................................................................ 8

Process Description ................................................................................................................................................................. 9

C. Managed Services Support ....................................................................................................................................... 11

Introduction .................................................................................................................................................................. 11

Definition....................................................................................................................................................................... 11

Process Overview: Incident Management .................................................................................................................... 12

Process Description: Incident Management ................................................................................................................. 12

Process Overview: Problem Management ................................................................................................................... 15

Process Decription: Problem Management .................................................................................................................. 16

Process Description Reporting ...................................................................................................................................... 18

Process Description Monitoring .................................................................................................................................... 18

D. Change Management ................................................................................................................................................ 19

Introduction and Purpose ............................................................................................................................................. 19

Process Overview .......................................................................................................................................................... 19

Process Description ....................................................................................................................................................... 20

E. Termination ............................................................................................................................................................... 24

Introduction .................................................................................................................................................................. 24

Definition....................................................................................................................................................................... 24

Process Overview .......................................................................................................................................................... 24

Process Description ....................................................................................................................................................... 24



Introduction: The purpose of this document is a descriptionof the processes related to Managed Services from a blueprint point of

view. This means that this describes the ideal situation with no regards to the current situation at Ultimum Managed

Services. The blueprint in this document will be used in the workshop with Ultimum and as a result of the workshops the

agreed processes will be made final and will from that point in time be the blueprint.

The following customer lifecycle processes can be determined:

The offering process (A) specifies the steps from information asked by the customer until the final offer and the signing of the contract. The implementation process (B) describes the process after signing the contract and the start of the projectplan until the handover to operations. The Services Support process (C) describes all the elements that will be part of the services delivered to the customer. The Change Management Process (D) describes the steps that need to be taken into account for changes or additions to the service of the customer. Last is the termination process (D) of the service of the customer. In the specific sections of each lifecycle process an overview and a detailled specification are described.

E. T

erm

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D. C

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Man

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C. S

erv

ice

s Su

pp

ort

B.

Imp

lem

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A.

Off

eri

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Lifecycle Processes Managed Services



A. Offering

Definition

Offering is the process from the first interest of the customer for one or more managed services products of Ultimum

until the signing of the contract.

Process Overview

Offering

Optimum MSR Optimum SalesCustomer

Y

N

Y

N

Y

N

Y

N:1.1

Price

N 2

Contact Customer

to get Request

Clear

4. Confirm the

request and

shortly describe

the assignment

5. Customer

agrees?

7. Internal Review

of all Docs

3. Request

Clear?

10. Contract

Signed?

0. Start

Outbound Sales

6. Start Writing

Proposal

RFP

11.

Implement

Managed

Service

8. Internal

agreed?

SLA

2. Analysis

Request

1. Account

Manager

12. No agreement

9. Official offer to

Customer

N:1.2

Content

Contract

Service

Description

Architecture

PID

Pricing

Review request

with technical

team

Determine

feasibilaty of

request



Process Description

Process Step 0: Interest of new Customer

Description:

The signing of new Customers for the Managed Services are entering through the possible channels like

www.ultimum.nl, an RFP, an email or through outbound or inbound calling.

Process Step 1: Account Manager

Description:

The account manager receives the request for information of the Customer and will be in charge for fulfillment and

handling the request until the customers signs the contract or the negotiations are stopped.

Actors:

Ultimum , Account Management

Process Step 2: Analysis of Request

Description: The Account Manager will handle the request and will involve the technical organization / expert from managed services team to review the request and make sure the information is thorough, complete and sufficient to make an offer that matches the customers’ needs and expectations. Actors: Ultimum, Account Manager Ultimum, Technical Consultant

Process Step 3: Request Clear?

Description:

If the customer request is understood and impacted the process can continue. In case the request is not completely

clear this needs o be clarified in close cooperation with the customer.

Actors: Ultimum, Account Manager Customer

Process Step 4: Confirmation

Description:

The interpretation of the request is communicated back towards the customer. The customer is requested to check the

completeness of the interpretation and is informed regarding the timelines and items that will be received in the later

stages of the process. This step could be done in a live meeting to get the interaction between the parties involved

results in a common understanding.

Actors: Ultimum, Account Manager, Technical Expert Customer

http://www.ultimum.nl/



Process Step 5: Customer agrees

Description: This steps represents the feedback of the customer regarding the interpretation. This communication moment is

necessary to get the scope clear. In case there is a mismatch between the expectation and the interpretation this will be

resolved and the customer will receive a new interpretation based on the delta.


Process Step 6: Making the proposal

Description: The proposal is being made based on the wish of the customer. Elements of the proposal ( dependable on the managed

services requested) are contract, pricing, service description, service level agreement, governance, project initiation

document and architecture.

Actors: Ultimum, Account Manager Ultimum, Managed Services Team

Process Step 7: Internal review of theproposal

Description: To make sure the principles of Ultimum are met internally the documents are reviewed by other teammembers not

involved in the process. This process will continue once the internal quality levels are met. In case not agreed the parts

that differ are adjusted and reviewed again.

Actors: Ultimum, Manager Managed Services Ultimum, Managed Services Team

Process Step 8 & 9 : Proposal internally Agreed to make the offer to Customer

Description: Once the proposal is agreed it will be delivered towards the customer. Depending on the complexity and the strategic

value this is done by the Account Manager in person and a summary will be presented to the customer.


Process Step 10: Contract Signed and negotiations

Description: After receiving the proposal the feedback of the customer may come. Also negotiations regarding the different elements

of the offer will take place. During this process step the interaction with the customer is key. Meet timelines that are



communicated and document the agreements that are made in this process. Update the adjusted elements and supply

the customer with the updates. At the end the contract is signed or the negotiations will be stopped and no agreement

is made (process ends in process step 12). If the customer does not agree this could involve pricing or terms of

agreement, without change of scope (N1). An other situation could be that the customer decides to request new

functionality (N2).

Actors: Ultimum, Account Manager & Legal Customer

Process Step 11: Implement Managed Service

Description: The contract is signed and the PID is taken from the offer to start the implementation of the managed services. The

implementation will be done according to the method as described in the PID.

Actors: Ultimum, Account Manager Ultimum, Managed Services Implementation team

Process Step 12: No Agreement

Description: The result of the work has not been leading to a signed contract. In this process step the Account Manager evaluates the

process with the customer and documents the lessons learned. The lessons learned will be presented in the Ultimum

team to improve the quality in the future.




B. Implement

Definition Implement is the process to enable the managed service as agreed upon in the offering phase. Dependent on the

complexity the implementation can be realized through a project or as a task.

The minimum elements (as discussed in the workshop) are in the diagram below:

Project Initiation

Document (PID)Project Plan

Test Plan

Acceptance Plan Closure

Lessons Learned

Uses Cases

In this phase it is important to determine risks, costs, define and focus on scope, timely delivery, planning, resourcing,

make a solid technical design, define projectteam and project roles, create functional implementation plan and technical

implementation plan, create test- and acceptance plans and involve the customer through kitchen reviews and project

updates.



Process Description Description:

The implementation of a new customer can be done by making use of common project methodologies like prince2 or

agile or a combination of these. The processes regarding to the used method should be followed. The advice is where

the complexity of the project is high and the customer customization is high to use the agile method. Through sprints

milestones are met and acceptance criteria will be met. In complex but standard implementations a traditional prince 2

project could be best fit.

Example of Prince 2 process:



Example of Agile process:



C. Managed Services Support

Introduction

In this part the services will be described that are implemented though the project as described in process step B. To

understand managed services support a brief and limited list of the objectives of good managed services should be:

To provide adequate quality management

To increase efficiency

To reduce the risks associated with IT services

For this ITIL was created as a code of good practice aiming to achieve these goals by means of:

A systematic IT services focus centring on processes and procedures

Establishing strategies for the operational management of IT infrastructure

For the further of the description of the processes the fundamentals of ITIL will be used. The actual feedback of the

processes of the Ultimum team has been used to make it fit for Ultimum Managed Services.

Definition

Services Support concerns all aspects of guaranteeing the continuity, availability and quality of service delivered to users. The interactive diagram below briefly summarizes the main aspects of the service support methodology defined by the ITIL standards.

Customers Companies Users

Communication

Incident Requests

Request for

Changes (RFC)

Service DeskKnowledge Base

Incident

Management

Problem

Management

Change

Management

Configuration

Management



In the following sections the Incident Management, Problem Management and Configurations Management will be

discussed. From the workshop with Ultimum it became clear to make a separation between these processes and handle

them separately. First Incident Management will be handles, secondly Problem Management and Configuration

Management will be the last process to be discussed. To end briefly monitoring and reporting is named as parts of

Services Support.

Process Overview: Incident Management

IncidentService

Desk

Logging and

Classification

Knowledge

DatabaseResolved?

Resolution

and Closure

Escalation Resolved?

...

N

Y

N

Process Description: Incident Management

The aim of Incident Management is to resolve any incidents causing an interruption of service in the quickest and most effective way possible.

Process Step Incident

Interruption of Managed IT Service. This is notified by User or automatically generated by applications.

Process Step Service Desk

Directly responsible for incident management. Contact Centre of Ultimum Managed Services. First Line Support.

Process Step Logging and Classification

Logging

The essential first step in managing incidents correctly is to receive and log them.

Incidents may be reported from various sources, such as users, application managers, the Service Desk or technical support, among others.



Incidents should be logged immediately in AutoTask as it is much more difficult to log them later and there is a risk of new incidents emerging, causing the process to be postponed indefinitely.

Commencing handling of the incident: the Service Desk must be able to evaluate whether the service required is included in the customer's Service Level Agreement in the first instance and if not, forward it to a competent authority.

Checking that the incident has not already been logged: it is commonplace for more than one user to report an incident, so it is necessary to check to avoid unnecessary duplication.

Assigning a reference: the incident will be assigned a reference number to uniquely identify it in both internal processes and when communicating with the customer.

Initial logging: the basic information needed to process the incident (time, description of the incident, systems affected, etc.) has to be entered on the associated database.

Supporting information: any relevant information for the resolution of the incident that may be asked for from the customer using a specific form, or which may be obtained from the CMDB (interrelated hardware), etc.

Incident notification: in those cases where the incident may affect other users, these should be notified so that they are aware of how the incident may impact their usual workflow.

Classification

The main aim of incident classification is to collect all the information that may be used to resolve it.

The classification process should implement at least the following steps:

Categorization: a category is assigned (this may in turn be subdivided into several levels) depending on the type of incident and the workgroup responsible for resolving it. The services affected by the incident are identified.

Establishing the level of priority: the incident is assigned a level of priority, based on predefined criteria, depending on its impact and urgency.

Allocation of resources: if the Service Desk cannot resolve the incident in the first instance, it will designate the technical support personnel responsible for resolving it (second level).

Monitoring the status and the expected response time: an incident is associated with the incident (for example, logged, active, suspended, resolved, closed) and the resolution time for the incident is estimated based on the relevant SLA and the priority.

Process Step Knowledge Base

Analysis and Diagnosis. Query the knowledgebase. Solution already exists?

Process Step Resolved (1)

If the solution is known: the required resources are assigned. If the solution is NOT known: the incident is escalated to a

higher level of support.

Process Step Resolution and Closure

When the incident has been closed and has solution has been agreed upon: the process is recorded in AutoTask and the

knowledge base. If necessary an RFC is created and submitted to change management.



Process Step Escalation

There are two possibilities to escalate in the process to resolve the incident: functional escalation (towards higher

skilled resources) or hierarchical escalation (towards higher management level in the organization).

Process Step Resolved (2)

If the solution is known: the required resources are assigned. If the solution is NOT known: the incident is escalated to a

higher level of support.



Process Overview: Problem Management

The drawing based on the result of the workshop is shown below:

ProblemService

Desk

Logging and

Classification

Knowledge

Database

Resolved?

Resolution

and Closure

Escalation

Resolved?

...

N

Y

Y

N

High LowMed

Start

Communication

Analyze

Communication

Communication

Communication

Incident

Report?

Write

Report

End N

Y

Knowledge

Database

Resolved?

Resolution

and Closure

Analyze

Knowledge

Database

Resolved?

Resolution

and Closure

Analyze

N

Y

N

Y



Process Decription: Problem Management

The main functions of Problem Management are:

To investigate the underlying causes of any real or potential anomalies in the IT service.

To define possible solutions to anomalies.

To put forward requests for changes (RFC) needed to re-establish quality of service.

To carry out post-implementation reviews (PIR) to ensure that the changes have brought about the desired results without causing side effects.

Problem Management may be:

Reactive: Analyzing incidents that have occurred in order to discover their causes and propose solutions to them.

Proactive: Monitoring the quality of the IT infrastructure and analyzing its configuration in order to prevent incidents even before they happen.

As was explained Incident Management's sole aim is to restore quality of service as quickly as possible. It does not seek to determine the origins or causes of a degradation to service quality.

When a type of incident becomes recurrent or has a powerful impact on the IT structure, the role of Problem Management is to determine its causes and look for possible solutions.

The following concepts need to be distinguished:

Problem: the as-yet unidentified underlying cause of a series of incidents or an isolated incident of considerable importance.

Known error: A problem becomes a known error when its cause has been identified.

The main concepts involved in the process of Problem Management and their relationship with Incident Management, are summarized in the following diagram:



Problem Management

Problem Creation Diagnosis ResolutionLogging

Incident

Management

Event

Management

Technical Support

Development

Code Review

Problem Record

Created

Categorization

Prioritization

Known Error?

Known Error

Created

Investigation &

Diagnosis

Workaround

Available?

Workaround

logged

Known Error

Created

Resolution

Review

Closure

Y

N

Y

N

The functions of Problem Management include:

Identifying, logging and classifying problems.

Supporting Incident Management by providing information and work-arounds or patches.

Analysing and determining the causes of problems and putting forward solutions.

Submitting RFCs to Change Management to make the necessary changes to the IT infrastructure.

Conducting post-implementation follow-up of all changes to ensure they work correctly.

Producing reports documenting the origins of, and solutions to, a problem, and also providing support for the IT structure as a whole.



Analysing trends to prevent potential incidents.

The main benefits of correct Problem Management are:

An improvement to the general quality of the IT services.

The number of incidents is minimized.

Incidents are resolved more quickly, and generally, at the first line of IT support, thus saving resources and unnecessary escalation.

The documentation produced is of considerable value for Service Level Management.

The main difficulties when implementing Problem Management may be summarized as:

Establishing close cooperation between Incident Management and Problem Management. Without this cooperation, Incident Management will not have all the information it needs to solve problems quickly, and Problem Management will not have the information necessary to determine, classify and resolve problems.

Keeping the associated databases up-to-date requires a commitment by all the parties involved. This frequently calls for close monitoring by the people in charge of IT infrastructure.

Increased costs due to the need to hire specialist personnel, although these costs are more than offset by the benefits obtained.

Process Description Reporting

Description: The service level agreement and the performance of Ultimum is reported on monthly bases in a monthly service report (MSR). The MSR represents reports on the performance indicators as stated in the SLA. Also the tickets and change requests are reported in this MSR. In case service affecting incidents that have led to an incident report happened in the month a reference is made in the MSR. The MSR is discussed between tactical responsible customer and the manager or teamlead of the Ultimum Operational Team. Actors: Ultimum, Teamlead Operational Team Customer

Process Description Monitoring

Description: The performance of the systems need to be monitored. This monitoring is set up during the implementation of the customer managed service. Once boundaries of the system performance are passed a signal is given to the operational team to act. Actors: Ultimum, Operational Team



D. Change Management

Introduction and Purpose

The main goal of Change Management is for all the changes that need to be made to IT infrastructure and services to be performed and implemented correctly by ensuring standard procedures are followed.

Change Management must work to ensure that changes:

Are justified.

Are carried out without jeopardising IT service quality.

Are properly recorded, classified and documented.

Have been carefully tested in a test environment.

Are recorded in the Configuration Management Database (CMDB), for Ultimum this would be Autotask.

Can be undone by running back-out plans if the system functions incorrectly after implementation.

Process Overview

1.

RFC

2. Filtering

Logging

5. Analysis.

Classification

6.

Aprroved?

7. Planning

and Testing

10.1 Back-Out

Plan

3. Urgent?4. Emergency

Procedure

N

8.Succes?

9. Implementation

10.Succes?

11. Review

12.Succes?

13.Close

Y

N

RFC Rejected

Y

N

Y

N

Y

N

AutoTask

Database

AutoTask

Database

AutoTask

Database

AutoTask

Database



The main benefits of proper change management are:

The number of potential incidents and problems associated with each change is reduced.

If the change has a negative impact on the IT structure, the process of returning to a stable configuration is relatively quick and simple.

The number of back-outs needed is reduced.

Changes are better received and the tendency to resist change is reduced.

The true costs associated with the change are evaluated and it is therefore easier to assess the true return on the investment.

The CMDB is kept properly up-to-date. This is essential if all other IT processes are to be managed correctly.

Standard change procedures are developed allowing rapid updates to non-critical systems.

Implementing an appropriate change management policy can also run into serious difficulties:

The various departments concerned must accept the authority of Change Management over issues relating to the change, independently from whether the change is made to solve a problem, improve a service or adapt the system to legal requirements.

Established procedures are not followed, and in particular, the information on CIs is not updated properly in the CMDB.

The people responsible for Change Management lack an in-depth knowledge of the organisation's activities, services, needs and IT structure, making them unable to perform their tasks adequately.

Change management personnel do not have the right software tools to monitor and document the process properly.

There is insufficient commitment on the part of top management to implement the associated processes rigorously.

Excessively restrictive procedures are adopted, getting in the way of improvements, or alternatively, the change process is trivialised, resulting in insufficient stability for quality of service to be ensured.

Process Description

Process step Filtering Logging:

Description: The first step in the change process is to record the RFCs appropriately. An RFC can come from a variety of different sources:

Problem Management

New Services

Business Strategy

Third-party software updates

Legal requirements

Other sources



Regardless of its origin, to log each RFC correctly at the start of the process at least the following data will be required:

Date received.

Unique identifier of the RFC.

Identifier of the associated known error (where appropriate).

Description of the proposed change:

Reason.

Purpose.

Configuration Items involved.

Estimated resources needed for the implementation.

Estimated time.

Status: initially, this will be "logged".

The register must be updated with all the information generated during the process to allow detailed tracking of the RFC from its approval through to final evaluation and closure.

Process step Emergency Changes:

Description Any service interruption that is classed as high impact, either on account of the number of users affected or because systems or services that are critical to the organization are involved, must be responded to immediately. The solution to the problem frequently requires a change, and this has to be carried out following emergency procedures.

The procedure to be followed in such cases must be planned for. For example, validation protocols must be established with which to validate urgent changes. These changes may require:

An urgent meeting with the customer and the Ultimum Emergency Team.

A decision by the change manager if it is possible to postpone problem resolution or if it occurs over a weekend or during the holidays.

As the priority objective in the event of emergency changes is to restore service, it is frequent for the associated processes to follow the reverse order from the usual case: i.e. the CMDB is recorded and the associated documentation completed after the change has been made.

However, it is essential that when the emergency change is closed, the same information is available as would be in the case of a normal change. If it is not, future changes may result in incompatibilities, incorrectly recorded configurations, etc. which could give rise to new incidents and problems.

Process step Analysis and Classification:

Description: Acceptance: Once the RFC has been recorded a preliminary assessment needs to be made of its importance. An RFC may simply be rejected if it is felt that the change is not justified or the originator may be asked to modify it if it could be improved in some way or certain issues defined more clearly. In any event, the RFC must be returned to the person or department making the request in order for them to offer new justifications in favor of their RFC or in order to modify it if necessary.



Classification: After it has been accepted the RFC should be assigned a priority and category depending on its urgency

and impact. The priority will determine the relative importance of the RFC in relation to other outstanding RFCs and it

will be the main item of data on the basis of which pending changes are scheduled.

The category determines the difficulty and impact of the RFC and will be the main parameter used to determine the

resources that need to be allocated, the envisaged deadlines and the level of authorization needed before the change

can be implemented.

The basic classification should include at least the following priority levels:

Low: this change may be best made alongside others, such as when updating software packages, buying new

hardware, etc.

Normal: This change should be made provided it does not get in the way of another, higher priority, change.

High: a change that should be made without delay, as it is associated with known errors that are significantly

degrading service quality.

Urgent: this problem has to be solved as it is causing an interruption or serious degradation to service. An urgent

change triggers the so-called emergency change process, which we will deal with separately.

Process step Approval and Planning:

Description: Planning is essential for good change management.

Information management systems are highly sensitive to configuration changes due to the complex relationships between all the configuration items involved. An apparently minor change may trigger a chain reaction with catastrophic results. At the very least, back-out plans are essential. These should allow you to get back to the last stable configuration before the change. However, this is obviously not enough.

Changes must be evaluated in detail before being approved:

What are the expected benefits of the proposed change?

Do these benefits justify the costs entailed by the change process?

What are the associated risks?

Do we have the necessary resources to make the change with certainty of success?

Can the change be postponed?

What will the general impact be on the IT infrastructure and quality of service?

Could the change affect the established IT security levels?

In the case of high impact changes the management should also be consulted as strategic issues and the organization's general policy may come into play.

Once the change has been approved (if it is not, the process described earlier for rejected RFCs should be followed) it should be assessed whether it should be implemented in isolation or as part of a package of changes which would be formally equivalent to a single change. This has a number of advantages:

The necessary resources can be optimized.



Incompatibilities between different changes can be avoided.

Only one back-out plan is needed.

Process step Implementation

Description:

During the change development phase the process should be monitored to ensure that:

Both the software developed and the hardware purchased match the predefined specifications.

The envisaged schedules are met and the appropriate resources are assigned.

The test environment is realistic and simulates the live environment sufficiently closely.

The back-out plans will allow the last stable configuration to be recovered rapidly.

If possible, restricted user access should be allowed to the test environment so that users can give a preliminary assessment of the new systems as regards their:

Functionality.

Usability.

Accessibility.

The users' opinion should be taken into account, and the RFC should be revised if justified objections to the change are raised (however, the usual resistance to change by certain types of users should be envisaged).

Process Step Evaluation:

Description: Before closing the change it is necessary to carry out an evaluation. This will allow the real impact of the change on the organisation's quality of service and productivity to be assessed.

Points to be taken into account are: Were the envisaged objectives met?, Did the change cause any unexpected problems or interruptions to service? What was users' perception of the change? Where the back-out plans put into operation at any stage in the process? Why?

If the final evaluation finds the process and results to have been satisfactory, the RFC will be closed.



E. Termination

Introduction

The ending of a contract and the termination of the service process is started after the decision to end has been taken.

The entry point of this process is that definite decision to end and NOT the process which leads to that decision.

Important to specify this process is that in a termination Ultimum Managed Services will end with a solid and

professional impression: good termination of a service will be remembered.

Definition

Termination can de described as all the actions that take place to end the contract with the customer after the decision

to end the contract has been made.

Process Overview

Termination

of contract

Account

Manager

Determine exit

clause

Create exit

plan

Agreed with

customer?

Dismantle

systems /

Services

N

Y

Exit plan Template

Confirm

dismantling

system and

contract

termination

Process Description

Process Step Entry point Termination of Contract:

Description: the contract is ended by the customer, checks regarding termination conditions and end of contract date

has been done prior to this entry point.

Process Step Account Manager:

Description: the account manager will end to end manage the termination of the customer and makes sure all the

contractual agreements will be taken into account.

Process Step Determine Exit Clause:

Description: In the contract the conditions regarding the exit will be determined as an entry point for the exit plan. The

may include: cleaning and wiping of servers, cleaning customer data and/or migrating customer data. Also the terms and

conditions will be reviewed.



Process Step Create Exit Plan:

Description: the exit plan will define all the steps to be taken to end the contract in detail. All the entry and exit

conditions will be put in a document (ie. project plan) and this exit plan will be send to the customer to approve.

Process Step Dismantle systems / Services:

Description: once the customer agrees on the exit plan the systems and services can and will be dismantled. This will be

tested and documented in the central ticketing system.

Process Step Confirm Dismantle and Contract Termination:

Description: the customer will get an handover document stating that the contract has ended and all the systems and

services has been dismantled according to the conditions mentioned in the exit plan.

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Process description (final)

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