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IBM Global Technology Services
© Copyright IBM Corporation 2006|
Agenda
Service Management Foundation: - Fundamental building blocks for successful Service Management
- ITIL v3: What’s new in Service Operations and Service Transition
From “Best Practice” to Implementation- Planning a successful Service Management roadmap
- Overcoming organizational challenges:
- Using a Process Reference Model to accelerate process design
- Building a Service Management Technology Architecture
- Case study: successful Service Management implementations
IBM Global Technology Services
© Copyright IBM Corporation 2006|
The current situation at a bank in the ASEAN regionThere is no integrated process frameworkDifferent tools are used for different processes:- Monitoring is done at the platform level, with no overall monitoring capability. There is no event
management function, and event information is not passed to the Service Desk- Service Desk is currently using a CA product for Incident and Service Requests, but they are
considering changing to a BMC product- 2nd and 3rd level support staff use PVCS Tracker for Problem Management- Change Requests are managed on spreadsheets- There is no formal Release Management process- Configuration management is done in an unstructured manner by each of the support teams in a
silo and hero-based manner. Spreadsheets are used by some of the teams.Consequences:- The standard method of finding out about an availability problem is via a call to the Service Desk
(users know before the IT team does)- There are significant availability issues, and there was recently a significant downtime of core
banking services- Data is manually entered from one ITSM tool to the next- It is difficult to produce KPI reports, or understand the health of the IT services- Users are highly dissatisfied with IT services
IBM Global Technology Services
© Copyright IBM Corporation 2006|
Weak/missing processes continue to be the top ten biggest challenges faced by IT Organizations
20021. Resource issues: including quantity, skill
levels.2.Weak, missing processes.3. User buy-in, communication issues with
user community, getting proper user requirements.
4. Failure of strategy and lack of planning as applies to entire ESM as well as Tivoli.
5. Total cost of solution concerns/budget (due to global economy) creates uneasiness about ESM solution.
6. Project management.7. Low exploitation of solution/competitive
product issues.8. Environmental maintenance not done,
creates snowballing effect of decreased confidence and success.
9. Failure to completely deploy.10.Stresses from organization demanding
delivery of more function and reporting in less time.
20021. Resource issues: including quantity, skill
levels.2.Weak, missing processes.3. User buy-in, communication issues with
user community, getting proper user requirements.
4. Failure of strategy and lack of planning as applies to entire ESM as well as Tivoli.
5. Total cost of solution concerns/budget (due to global economy) creates uneasiness about ESM solution.
6. Project management.7. Low exploitation of solution/competitive
product issues.8. Environmental maintenance not done,
creates snowballing effect of decreased confidence and success.
9. Failure to completely deploy.10.Stresses from organization demanding
delivery of more function and reporting in less time.
20031. Too few trained and dedicated
resources.2. Lack of basic IT
processes.3. No Project Management.4. Deployed product is obsolete or
at end-of-life.5. Weak or obsolete architecture.6. No internal communication and
little to no organizational commitment.
7. Failure to maintain Tivoli solution.
8. Lack of focus and planning for all of ESM including Tivoli.
9. Executives (generally new) realizing little value in Tivoli/no identifiable person responsible for success of deployment.
10. Concerns about product quality. (related to #4)
20031. Too few trained and dedicated
resources.2. Lack of basic IT
processes.3. No Project Management.4. Deployed product is obsolete or
at end-of-life.5. Weak or obsolete architecture.6. No internal communication and
little to no organizational commitment.
7. Failure to maintain Tivoli solution.
8. Lack of focus and planning for all of ESM including Tivoli.
9. Executives (generally new) realizing little value in Tivoli/no identifiable person responsible for success of deployment.
10. Concerns about product quality. (related to #4)
20041. Resources: no formal Tivoli
training, cross training and quantity of resources.
2. No Project Management.3. Lack of basic IT
processes.4. Weak or undocumented
architecture.5. Failure to upgrade product in a
timely manner.6. No product level standardization
across environment (mainly TSM).7. Unclear mission regarding Tivoli
due to lack of communication.8. Inadequate hardware in place for
expansion.9. Little to no testing before going to
production.10. Code defects (ITM).
20041. Resources: no formal Tivoli
training, cross training and quantity of resources.
2. No Project Management.3. Lack of basic IT
processes.4. Weak or undocumented
architecture.5. Failure to upgrade product in a
timely manner.6. No product level standardization
across environment (mainly TSM).7. Unclear mission regarding Tivoli
due to lack of communication.8. Inadequate hardware in place for
expansion.9. Little to no testing before going to
production.10. Code defects (ITM).
20051. Inadequate staffing & lack of formal Tivoli training
and basic skills. (DB, UNIX, WinTel, Scripting)2. Weak management/enforcement of
expectations through SLAs.3. Inconsistent incident and problem
management.4. Lack of overall ESM strategy with no Executive
support/direction.5. Tivoli products not included in disaster recovery
plans/tests.6. Need for proper test environment to manage
change.7. Failure to upgrade products and properly
maintain environment. (Endpoints, Tuning)8. No Project Management & evangelizing of ESM9. Immaturity of process
implementation. (Focus on Capacity, Change, Incident management)
20051. Inadequate staffing & lack of formal Tivoli training
and basic skills. (DB, UNIX, WinTel, Scripting)2. Weak management/enforcement of
expectations through SLAs.3. Inconsistent incident and problem
management.4. Lack of overall ESM strategy with no Executive
support/direction.5. Tivoli products not included in disaster recovery
plans/tests.6. Need for proper test environment to manage
change.7. Failure to upgrade products and properly
maintain environment. (Endpoints, Tuning)8. No Project Management & evangelizing of ESM9. Immaturity of process
implementation. (Focus on Capacity, Change, Incident management)
20061. Poor management of expectations in
lack of SLAs.2. Lack of formal Tivoli training, cross training &
recommended number of resources.3. Haphazard product level standardization across
environment & inadequate hardware.4. Underutilization of product functionality.5. Inconsistent incident/problem
management, little use of metrics and trending.
6. Failure to upgrade products & properly maintain environment. (Endpoints, Tuning)
7. No proper test environment to manage change.8. Weak or undocumented architecture.9. Tivoli products not included in disaster recovery
plans/tests.10. No Project Management & evangelizing of ESM.
20061. Poor management of expectations in
lack of SLAs.2. Lack of formal Tivoli training, cross training &
recommended number of resources.3. Haphazard product level standardization across
environment & inadequate hardware.4. Underutilization of product functionality.5. Inconsistent incident/problem
management, little use of metrics and trending.
6. Failure to upgrade products & properly maintain environment. (Endpoints, Tuning)
7. No proper test environment to manage change.8. Weak or undocumented architecture.9. Tivoli products not included in disaster recovery
plans/tests.10. No Project Management & evangelizing of ESM.
(identified by the Tivoli Assessment Program)
IBM Global Technology Services
© Copyright IBM Corporation 2006|
With evolution and increasing complexity of the managed environment, there is increasing need for effective IT processes
Business Processes
Business Applications
SAP OracleLegacy
Middleware and IT Services
InfrastructureServers Storage Networks
Composite Applications and SOA
There has been a natural progression from managing infrastructure resources to systems, to IT services and business services.
This requires a set of streamlined processes to improve efficiency of service management
Transaction
…
…Availability Mgmt
Service Level Mgmt
Release Mgmt
ConfigMgmt
Change Mgmt
Mainframe
Business Service
User
J2EE Appl
Linux
Transaction
…
…Availability Mgmt
Service Level Mgmt
Release Mgmt
ConfigMgmt
Change Mgmt
Mainframe
Business Service
User
J2EE Appl
Linux
Management Processes
Man
aged
Ele
men
ts
IBM Global Technology Services
© Copyright IBM Corporation 2006|
The ITIL v3 books introduce the concept of a service lifecycle, but do not provide a roadmap for implementing an IT Service Management program
Service StrategyEstablishes the overall strategy for providing IT services. It consists of four main activities:
- Define the market- Develop the offerings- Develop the strategic assets- Prepare for execution
Service OperationCoordinate and carry out the activities and processes required to deliver and manage services at agreed levels to business users and customersManage the technology that is used to deliver and support services
Continual Service ImprovementReview and analyze Service Level Achievement resultsIdentify and implement improvement activities to improve IT Service quality and improve the efficiency and effectiveness of ITSM processes
Service DesignConverts strategic objectives into portfolios of services and service assetsDevelops policies, architectures, portfoliosDesign a new or changed service for introduction into the live environment
Service TransitionGuidance for the transitioning of new and changed services into the production environmentIt focuses on the broader, long-term change management role and release practicesObjective is to ensure minimal unpredicted impact on production services, operations and support organization
ServiceTransition
Continual ServiceImprovement
Continua
l Serv
ice
Impro
vemen
t
Continual Service
Improvement
ServiceOperation
ServiceDesign
ServiceStrategies
ITIL
Governance MethodsStandards Alignment
Case StudiesTem
plates
Scal
abili
ty
Quick Wins
Qualifications
Study Aids
Knowledge &
Skills
Spec
ialty
Top
ics
Executive Introduction
ServiceTransition
Continual ServiceImprovement
Continua
l Serv
ice
Impro
vemen
t
Continual Service
Improvement
ServiceOperation
ServiceDesign
ServiceStrategies
ITIL
ServiceTransition
Continual ServiceImprovement
Continua
l Serv
ice
Impro
vemen
t
Continual Service
Improvement
ServiceOperation
ServiceDesign
ServiceStrategies
ITIL
Governance MethodsStandards Alignment
Case StudiesTem
plates
Scal
abili
ty
Quick Wins
Qualifications
Study Aids
Knowledge &
Skills
Spec
ialty
Top
ics
Executive Introduction
Governance MethodsStandards Alignment
Case StudiesTem
plates
Scal
abili
ty
Quick Wins
Qualifications
Study Aids
Knowledge &
Skills
Spec
ialty
Top
ics
Executive Introduction
ServiceTransition
Continual ServiceImprovement
Continua
l Serv
ice
Impro
vemen
t
Continual Service
Improvement
ServiceOperation
ServiceDesign
ServiceStrategies
ITIL
Governance MethodsStandards Alignment
Case StudiesTem
plates
Scal
abili
ty
Quick Wins
Qualifications
Study Aids
Knowledge &
Skills
Spec
ialty
Top
ics
Executive Introduction
ServiceTransition
Continual ServiceImprovement
Continua
l Serv
ice
Impro
vemen
t
Continual Service
Improvement
ServiceOperation
ServiceDesign
ServiceStrategies
ITIL
ServiceTransition
Continual ServiceImprovement
Continua
l Serv
ice
Impro
vemen
t
Continual Service
Improvement
ServiceOperation
ServiceDesign
ServiceStrategies
ITIL
Governance MethodsStandards Alignment
Case StudiesTem
plates
Scal
abili
ty
Quick Wins
Qualifications
Study Aids
Knowledge &
Skills
Spec
ialty
Top
ics
Executive Introduction
Governance MethodsStandards Alignment
Case StudiesTem
plates
Scal
abili
ty
Quick Wins
Qualifications
Study Aids
Knowledge &
Skills
Spec
ialty
Top
ics
Executive Introduction
IBM Global Technology Services
© Copyright IBM Corporation 2006|
ITIL v3 covers a lifecycle of 5 phases and many processes…
Service Strategy
Market Intelligence
IT Financial Management
Service Portfolio Mgmt
Demand Management
Service Portfolio Mgmt
Service Catalog Mgmt
Service Level Mgmt
Capacity Mgmt
Availability Mgmt
Service Continuity Mgmt
Information Security Mgmt(ISO 27K, ISO 20K)
Supplier & Contract Mgmt
Change Mgmt
Service Asset & Configuration Mgmt
Knowledge Mgmt & a service knowledge system
Service Release & Deployment Planning
Performance and Risk Evaluation
Testing
Acquire, Build, Test Release
Service Release, Acceptance, Test & Pilot
Deployment, Decommission and
Transfer
Monitoring & Event Mgmt
Incident Mgmt
Request Fulfillment (standard changes)
Problem Mgmt
Access Mgmt
Measurement & Control
Service Measurement
Service Assessment & Analysis
Process Assessment & Analysis
Service Level Management
Improvement PlanningRisk Management
Processes
Functions
Service Desk
Infrastructure Management
IT Operations
Facilities Management
Organizational Change & Communications
Strategy Design Transition Operation Continual Improvement
The question is often “Where do I begin?”
IBM Global Technology Services
© Copyright IBM Corporation 2006|
Service Operation and Service Transition are recognized to be the foundation and pre-requisites for effective Service Management
In ITIL v2 most organizations started with the Service Support book, implementing the following functions/processes:
- Service Desk
- Incident Management
- Problem Management
- Change Management
- Release Management
- Configuration Management
In ITIL v3 the same processes exist, but the list has been expanded to provide a more complete view of the service lifecycle:
Service Operation:- Service Desk
- Access Management
- Request Fulfillment
- Event Management
- Incident Management
- Problem Management
Service Transition- Change Management
- Transition Planning and Support
- Knowledge Management
- Release and Deployment Management
- Service Validation and Testing
- Service Asset and Configuration Mgmt
IBM Global Technology Services
© Copyright IBM Corporation 2006|
The IT Service Management framework should be developed using an integrated, holistic approach
Event Mgmt Console
Incident Mgmt
Request Fulfillment
Problem Mgmt
Change Mgmt
Release Mgmt
Configuration Mgmt
Service Level Mgmt
www
Service Desk
IBM Global Technology Services
© Copyright IBM Corporation 2006|
Request FulfillmentRequest Fulfillment is the initial support handling of contact with IT users.
The purpose of the Request Fulfillment Process is to receive service requests from users and route each request to the appropriate process for handling. Some service requests are handled by the Request Fulfillment Process, whereas many others are routed to other processes for fulfillment. Request Fulfillment can be the contact management process for an implementation of an IT Service Desk (or equivalent).
Sample KPIs
- User satisfaction with IT handling of
• Incidents
• Service requests
• Requests for information
- Number of contacts handled
• Percent handled by the first line of support
- Time to completion of service goal
Incident Mgmt
Request Fulfillment
Configuration Mgmt
Service Level Mgmt
Service Desk
IBM Global Technology Services
© Copyright IBM Corporation 2006|
Incident Management
Incident Management provides rapid response to possible service disruptions. The purpose of the Incident Management process is to focus on the restoration of a service affected by any real or potential interruption which has impact upon the quality of that service.
Sample KPIs- Number of incidents opened, closed, and
pending (by severity level)
- Percent of incidents closed with automated responses against manual responses
- Percent of incidents closed using existing documentation (known errors)
Event Mgmt Console
Incident Mgmt
Request Fulfillment
Problem Mgmt
Change Mgmt
Configuration Mgmt
Service Level Mgmt
Service Desk
IBM Global Technology Services
© Copyright IBM Corporation 2006|
Problem Management
Problem Management identifies and resolves the root causes of service disruptions.
The purpose of the Problem Management process is to resolve problems affecting the IT service, both reactively and proactively. Problem Management finds trends in incidents, groups those incidents into problems, identifies the root causes of problems, and initiates change requests (RFCs) against those problems.
Sample KPIs- Number of known problems eliminated
- Status of change requests created to eliminate known problems
- Historical number of incidents eliminated through problem elimination
- Number of known errors (with workarounds) added to the known error database
- Percent of incidents related to known problems
Incident Mgmt
Problem Mgmt
Change Mgmt
Configuration Mgmt
IBM Global Technology Services
© Copyright IBM Corporation 2006|
Change ManagementThe purpose of the Change Management process is to achieve the successful introduction of changes to an IT system or environment. Success is measured as a balance of the timeliness and completeness of change implementation, the cost of implementation, and the minimization of disruption caused in the target system or environment. The process also ensures that appropriate details of changes to IT resources (assets, CIs) are recorded.
Sample KPIs- Customer satisfaction with the timeliness and
value of the change approval process - Percent of emergency changes - Percent of change requests needing revision - Percent of approved changes completed as
planned and scheduled - Number of Incidents due to Approved
changes and Non-approved changes
Incident Mgmt
Problem Mgmt
Change Mgmt
Release Mgmt
Configuration Mgmt
Service Level Mgmt
IBM Global Technology Services
© Copyright IBM Corporation 2006|
Release Management
Release Management is the controlled deployment of approved changes within the IT infrastructure.
The purpose of the Release Management process is to prepare and finalize release packages that are fit for deployment so that optimal business value will be attained when deployment occurs.
Sample KPIs- Customer satisfaction with the value and
quality of releases
- Percent of releases
• Completed as planned and scheduled
• Rescheduled or delayed
• Needing revision
- Number of incidents caused by a release
Incident Mgmt
Change Mgmt
Release Mgmt
Configuration Mgmt
IBM Global Technology Services
© Copyright IBM Corporation 2006|
Configuration Management
Configuration Management identifies, controls, and maintains all elements in the IT infrastructure called Configuration Items.
The purpose of the Configuration Management process is to maintain the integrity of the configuration item (CI)employed in, or related to, IT systems and infrastructure, and to provide accurate information about CIs and their relationships.
Sample KPIs- Satisfaction of related processes with CMS
accuracy, completeness, and usefulness
- Percent of IT-controlled CIs represented in the CMS
- Number of updates made to the CMS
- Number of inaccuracies discovered in CMS data
Incident Mgmt
Request Fulfillment
Problem Mgmt
Change Mgmt
Release Mgmt
Configuration Mgmt
IBM Global Technology Services
© Copyright IBM Corporation 2006|
ITSM Implementation Challenges
Once you decide to implement an ITSM solution, the questions are:- Where to begin?
- How to determine where you are?
- How to determine where you want to be?
- How to get to where you want to be?
• How to determine your ITSM’s "pain points" and gaps between theory and current reality?
• How to translate the ITIL framework and best practices into a design that can be implemented?
• How to customize ITIL best practices for your IT operational processes and procedures?
• How to train your staff to internalize ITSM and ITIL best practices?
• How to learn from other customer successes and failures?
• …………..
IBM Global Technology Services
© Copyright IBM Corporation 2006|
5 Steps to Plan for ITSM ImplementationThe first two steps establish a basis for the ITSM design phases.
Awareness & Awareness & TrainingTraining AssessmentAssessment
RoadmapRoadmapPlanningPlanning
ProcessProcessDesignDesign
OrganizationOrganizationDesignDesign
ArchitectureArchitectureDesignDesign
ImplementationImplementationDetailedDetailed
ToolToolDesignDesign
Awareness& Training
Strategy& Plan
Design DetailedDesign
Implementation
A well defined process for ITSM assessment and planning, and lesA well defined process for ITSM assessment and planning, and lesson learned from other implementations son learned from other implementations can save you a lot of time and money.can save you a lot of time and money.
High Level ToolHigh Level ToolDesignDesign
IBM Global Technology Services
© Copyright IBM Corporation 2006|
Step 1: Awareness and Training
Understanding ITSM and ITIL processes is critical to the assessment and planning of IT Service Management. - ITSM concept, objectives, process definitions, activities,
terminologies, relationships, roles, and responsibilities.
- Advantages and benefits of using IT Infrastructure Library (ITIL) and IBM Process Reference Model for IT (PRM-IT) process models.
- Key success factors and considerations for the implementation ofITSM based processes.
The IBM Tivoli Unified Process Composer is a customizable process model that offers detailed content and tooling to enable content customization, extension, and publishing.
Awareness & Awareness & TrainingTraining
IBM Global Technology Services
© Copyright IBM Corporation 2006|
In addition to ITIL training, a well planned communications campaign helps instill awareness and cultural change
IBM Global Technology Services
© Copyright IBM Corporation 2006|
Step 2: ITSM Assessment
The success of every IT Service Management implementation project is dependent on a combination of people, process, and technology. Understanding the current organizational capabilities, status and issues is critical to identify areas for development. This Assessment workshop draws inputs from executives, managers and IT professionals to baseline the current environment. It establishes the current status, the target and the roadmap.The results of benchmarking and reviews lead to identification of gaps in terms of people, process and technology issues.The ITSM assessment maybe based upon:- ISO/IEC 20000- COBIT- ITIL Maturity Matrix- ISM Adoption Model
AssessmentAssessment
RoadmapRoadmapPlanningPlanning
IBM Global Technology Services
© Copyright IBM Corporation 2006|
Sample assessment results
6.5 Capacity Management
0%20%
40%
60%
80%
100%Plan
Do
Check
Act
Max Score Assessment Score
ISO/IEC 20000 Assessment Result
COBIT levels of maturity
IBM Global Technology Services
© Copyright IBM Corporation 2006|
Step 3: Design
Key requirements are first captured through collaborative discussions, these include: - Key Business Drivers
- IT Service Management Objectives
- IT Service Management Requirements
- Key Value Propositions
- Critical Capabilities
- Critical Success Factors
- Issues
Designs are then developed for the Process, Organization, and Architecture.
At this stage, a high level design of the tool is also defined.
ProcessProcessDesignDesign
OrganizationOrganizationDesignDesign
ArchitectureArchitectureDesignDesign
High Level ToolHigh Level ToolDesignDesign
IBM Global Technology Services
© Copyright IBM Corporation 2006|
IBM’s Service Management Reference Architecture can be used as a design guide for the development of the ITSM tools architecture
Process Runtime Environment
Process Execution Capabilities
Common Process Data Store
Process Reporting Capabilities
Process Management Capabilities
Proc
ess
Man
agem
ent
Adm
in P
orta
l
Support Interface
Service Provisioning
Service Request Management
Service Management Foundation
Service Quality Management
Service Monitoring
Service Asset Management
Reporting & Dashboards
Presentation Capabilities
Templates & Data
Data Transformation
Capabilities
Escalation Capabilities
User Contact Management
Communication Capabilities
User ContactData
Fulfillment & Routing
Capabilities
UC Monitoring & Analysis Capabilities
Knowledge Management
Planning & Maintenance Capabilities
Submission and Structuring
Capabilities
Retrieve and Publish
Capabilities
StructuredKnowledge
Problem Management
KnownErrors
Root Cause Analysis
Capabilities
Definition & Prioritization Capabilities
Resolution Planning
Capabilities
Incident Management
Logging & Classification Capabilities
Incident Policies & Records Diagnosis &
Resolution Capabilities
Change ManagementRFC
AssessmentService
Change Scheduling Capabilities
Change Implementation
Capabilities
RFC Audit & Review
Capabilities
RFC Data
Financial Management
Cost Management Capabilities
Metering Capabilities
Billing & Invoicing
Capabilities
Budget & Planning
Capabilities
UsageData
Accounting Capabilities
Cost Model & Rates
Release Management
Release Testing Capabilities
Release Packaging Capabilities
Software Distribution Capabilities
Platform Capabilities
DistributedSoftware Library
Distributed Hardware Store
Patch Mgmt Capabilities
Capacity ManagementReservation Capabilities
Forecasting Capabilities
Demand Management Capabilities
BusinessCapacity
Service Capacity
Resource Capacity
Capacity Data
Performance Management
Performance Correlation &
Tuning CapabilitiesPerformance
Data
Service Levels
Financials
Process
Capacity
Performance Analysis
Capabilities
Service Continuity Management
BIA Capabilities
Continuity Planning
Capabilities
SC Data
Recovery Capabilities
Availability Management
Availability Analysis
Capabilities
Availability Planning
Capabilities
Availability Data
Business System Management
CorrelationCapabilities
Business Health Analysis
Capabilities
Modeling & Decomposition
Capabilities
Bus System Rules & Policies
Event Management
Detection & Filtering
Capabilities
Correlation Capabilities
Resolution Capabilities
Historical Event Data
RealtimeEvent Data
Service Execution & Choreography
\
Service FlowRepository
Scheduling Capabilities
Service Flow Development Capabilities
Service Flow Execution Capabilities
Service Fulfillment Tasks
12n
Service Flows
12n
Asset Management
Inventory
Asset Auditing Capabilities
Asset Reporting
Capabilities
Asset Control Capabilities
Discovery
Discovery Data
Operational Monitoring Capabilities
Infrastructure Monitoring Capabilities
Operation/App Monitoring Capabiities
Alerting Capabilities
Monitoring Data
Service Request
Service Request
ProjectRequest
Incident Logging
StandardChange
EntitlementCapabilities
Enrollment & Subscription Capabilities
Customer Profiles
Service Catalog
ServiceCatalogOffering
Management Capabilities
Ordering Capabilities
Resource Management
Batch & Job Mgmt
Capabilities
Load Balancing
Capabilities
Workload Management Capabilities
Policies & Profiles
Transaction Management Capabilities
Workload Monitoring Capabilities
Service Level ManagementService Level Negotiation Capabilities
ServiceContracts
SLAs
OLAs
UCs
Service Level Attainment Capabilities
Configuration Management
CMDB
CI Status Accounting Capabilities
Configuration Control
Capabilities
CI Auditing Capabilities
Discovery Capabilities
Topology Management Capabilities
Data Integration Capabilities
Report Creation Capabilities
Metrics and Measurement Capabilities
Proactive Problem
Capabilities
IBM Global Technology Services
© Copyright IBM Corporation 2006|
Sample of Functional Architecture Design
IBM Global Technology Services
© Copyright IBM Corporation 2006|
Sample Process Design (Workflow)Operational workflow - Making ITIL Actionable
Tool
sP
roce
ss
Ow
ner
Inci
dent
A
naly
stIn
cide
nt M
anag
erC
usto
mer
S
uppo
rt R
epE
xter
nal
Pro
cess
Use
r
IBM Global Technology Services
© Copyright IBM Corporation 2006|
Step 4: Detailed Design
Detailed tools design will include the configuration of the tool, the design of reports, and construction of interfaces.
Detailed tool integrations need to be addressed.
This phase will also incorporate system and user acceptance testing.
This provides the basis for the next step of implementation.
DetailedDetailedToolTool
DesignDesign
IBM Global Technology Services
© Copyright IBM Corporation 2006|
Example of process integration with tools
Frame Relay DTEDLCI Status Change
Link Down
C
C
NetView NetViewNode Down
C CNetView NetViewNode Up
Link Up
Shutdown NotificationS
S
SS S
Frame Relay DTEDLCI Status Change
Link Down
C
C
NetView NetViewNode Down
C CNetView NetViewNode Up
Link Up
Shutdown NotificationS
S
SS S
Problem Notification
Root Cause Analysis
IBM Global Technology Services
© Copyright IBM Corporation 2006|
Step 5: Implementation
Implementation Planning prepares the organization and align resources for the implementation and deployment. Typical activities include:- Mapping the process roles to the functional roles
- Training the staff on the new processes
- Tools training
User Acceptance Testing and sign-off for any new tools
Move to production
Monitor and report on the process KPIs
Management to conduct periodic reviews
Develop Service Improvement Programs for any areas where KPIs / SLAs are not being met
ImplementationImplementation
IBM Global Technology Services
© Copyright IBM Corporation 2006|
IBM’s Accelerator Solutions for Tivoli delivers faster time-to-value
Awareness & Awareness & TrainingTraining AssessmentAssessment
RoadmapRoadmapPlanningPlanning
ProcessProcessDesignDesign
OrganizationOrganizationDesignDesign
ArchitectureArchitectureDesignDesign
ImplementationImplementationDetailed ToolDetailed ToolDesignDesign
Awareness& Training
Strategy& Plan
Design DetailedDesign
Implementation
High Level ToolHigh Level ToolDesignDesign
Accelerator fast-tracks design and implementation
IBM Global Technology Services
© Copyright IBM Corporation 2006|
What does an Accelerator have that is not already included in the software?
Project plan Base code validation procedure
Technical support
procedure
Maintenance activity review
Organization change
management considerations
Bill of materials
Customized code
Model training
plan
Solution documentation
Technical support
Personalized code
installation
Model organization
communicationplan
Teach the teacher training
workshop
Completed personalization
worksheet
Personalizationcollectionworkshop
Solution architecture
Organization considerations
planningworkshop
IBM Global Technology Services
© Copyright IBM Corporation 2006|
In our experience we see five common phases that many organizations go through in building their ITSM architecture
1Provide essential resource availability monitoring and basic event management
Implement system management tools and processes with basic event management
Basic Configuration information should exist to support component identification
Effectively manage IT services to the users
Implement Service Desk solution with Request Fulfillment, Incident Mgmt and Knowledge Base with basic Problem, Change, Release and Configuration Mgmt.
2
Ensure that IT Configuration Items and Assets are managed
IT asset management, configuration management, advanced change management & device auto-discovery functions3
Provide enterprise-view of IT capacity and availability against SLAs
Implement an integrated IT dashboard for proactive operational monitoring
Advanced correlation of events to allow automated diagnosis and recovery4
Provide integrated IT & business performance monitoring Implement an integrated IT & business dashboard to support management reporting of business-aligned KPI’s and continuous improvement
5
Progressively implement
KPIs
Service Level Agreements
leading to continuous improvement
Recommended