05 - Service Design v1.1.pdf

ServiceDesign

Agenda/Learning ObjectivesAgenda/LearningObjectives

Primarygoals,objectivesandbenefitsofServiceDesigng

GenericconceptsanddefinitionsS i D i P k ServiceDesignPackage

ServicePortfolio(andServiceCatalogue) ServiceProvider&Supplier SLA, OLA, ContractSLA,OLA,Contract Availability

Information Technology Learning

Agenda/Learning ObjectivesAgenda/LearningObjectives

KeyPrinciplesandModels ProcessesProcesses

ServiceLevelManagementS i C l M ServiceCatalogueManagement

AvailabilityManagement InformationSecurityManagement Supplier ManagementSupplierManagement CapacityManagementIT S i C i i M


ITServiceContinuityManagement

DefinitionDefinition

TheDesignofappropriateandinnovativeITservices, includingtheirarchitectures,gprocesses,policiesand documentation,tomeet current and future agreed businessmeetcurrentandfutureagreed businessrequirements

l l ServiceDesigntranslatestrategicplansandobjectivesandcreatesthedesignspecifications forexecutionthroughServiceTransition and Operation


TransitionandOperation

Primary Goals Objectives &PrimaryGoals,Objectives &BenefitsServiceDesign

ObjectivesObjectives

Servicethatmeetbusinessrequirements

Service that minimize/constraint costs of service provisionServicethatminimize/constraint costsofserviceprovision

Servicethatadheretothepoliciesand principlesofServiceStrategy

Designefficientandeffectiveprocessesforthedesign,transitions,operationandimprovementofhighqualityITservices

DesignsecureandresilientITinfrastructure

D i h d d iDesignmeasurementmethodsandmetrics

Reducingtheneedforreworkingandenhancingservices


Benefits (Value to the Business)Benefits(ValuetotheBusiness)

ReduceTotalCostofOwnership(TCO)

Improve quality and consistency of serviceImprovequalityandconsistencyofservice

Easierimplementationofneworchangedservices

Improveservicealignmenttobusinessneed

Moreeffectiveserviceperformance

Improve IT GovernanceImproveITGovernance

Improveinformation&decisionmaking


Balanced Design PrincipleBalancedDesignPrinciple

Strategy Governance

Functionality

ResourceSchedule


BusinessserviceaBusinessservicebBusinessservicec

BusinessProcess3

BusinessProcess 2

BusinessBusinessProcess6

BusinessProcess 5

BusinessBusinessProcess9

BusinessProcess 8

Business

The business

SLAsSLAsServiceDServiceCService B

Process2Process1 Process5Process4 Process8Process7

IT Services

SKMS

S sSLAsSLAsSe ce CServiceBServiceA

ServiceSt t

ServiceT iti

ServiceO ti

IT ServicesIT

S i D i

SKMSStrategy Transition OperationServiceServicePortfolio

SServiceDesignProcess

SLM SCM

SLAsSLAsSLAsServices

ServiceImprovement

SupplierSecurity

Availability

SLAsSLAsSLAsArchitectures

ITServiceContinuityCapacity

SLAsSLAsSLAsMeasurementmethodsSupportteams


Suppliers

Service Design Package (SDP)ServiceDesignPackage(SDP)

ADocumentdefiningallaspectsofanITServiceanditsrequirementsthrougheachq gstageofitsLifecycle

A Service Design Package is produced for: AServiceDesignPackageisproducedfor: EachnewITService MajorchangetoanITService ITServiceRetirement


The Business Change ProcessTheBusinessChangeProcess

BusinessProcessChange

BusinessRequirements&Feasibility

BusinessProcess

Development

BusinessProcess

Implementation

BusinessBenefit

Realization

IT ServiceRequirement IT Service

ITServiceLifecycle


Service CompositionServiceComposition

B i S iB i S iBusinessServiceRequirement

Requirements/demand:

BusinessServiceRequirement

Requirements/demand:

BusinessProcess3

BusinessProcess2

BusinessProcess1

BusinessServiceABusinessServiceA

Utility:Name,description,

Requirements/demand:Requirements/demand:ITServiceITService

Service

Policy/strategygovernancecompliance

, p ,purpose,impact,contacts

Warranty:Servicelevels,targets,assuranceservicehours,responsibility

SLAs/SLRsincl.Cost/prices

, p y

Assets/resources:Systems,assets,components

A t / biliti

Environment ApplicationsDataInfrastructure

Assets/capabilities:Process,supportingtargets,resources

Assets/capabilities:

OLAscontracts

Supportservices

Support

ITprocess

S li


Assets/capabilities:Resources,staffing,skills

ppteams

Supplier

Design Process ActivitiesDesignProcessActivities

Requirementcollections

Designappropriateservices

Reviewandrevision

Liaisonwithotherprocess

Productionand

mantainance

Revisionofalldesign

documents

Riskassesment

Ensurealignmentwithpolicies&strategies


Design AspectDesignAspect

Servicesolutions incl.allofthefunctionalrequirements,resourcesandcapabilitiesneeded&agreed

ServiceManagementsystemandtools especiallytheServicePortfolioformanagementandcontrolofservicesthroughtheirlifecyle

Technologyarchitecture andmanagementarchitecturesandtoolsrequiredtoprovidetheservices

Processes thatneededtodesign,transition,operateandimprovetheservices

Measurementsystems incl.methodsandmetricsfortheservices,thearchitecturesandtheirconstituentcomponentsandtheprocesses


p p

Designing Service SolutionDesigningServiceSolution


KeyPrinciplesandModels

ServiceDesign

The 4Ps of Service ManagementThe 4P sofServiceManagement

ThesearetheMajorComponentsofServiceManagement ProcessesManagement

ThedesignandsubsequentImplementation of ServiceImplementationofServiceManagement(andindividual service)isabout

ProductPeople

preparingandplanning(designing)theeffectived ffi i t f th f Pandefficientuseofthefour

PsPartners


The 5 Major Aspects of Service DesignThe5MajorAspectsofServiceDesign

TherearefiveindividualaspectsofServiceDesigntobeconsidered:g ThereareofneworchangedservicesThe design of the Service Management Systems & ThedesignoftheServiceManagementSystems&Tools (especiallytheServicePortfolio) Th d i f th t h l hit t d Thedesign ofthetechnologyarchitectureandmanagementsystems

Thedesignoftheprocesses required Thedesignofmeasurementmethodsandmetrics


g


Thedesignofneworchangedservices

Including all of the functional requirements resources and capabilities needed and agreed Includingallofthefunctionalrequirements,resources,andcapabilitiesneededandagreed(lookatcontentsofSDPfordetails)

ThedesignoftheServiceManagementSystems&Tools (especiallyServiceP tf li )Portfolio)

Requiredordertomanageandcontroltheservicesthroughtheirlifecycle

The design of the technology architecture and management system requiredThedesignofthetechnologyarchitectureandmanagementsystem requiredtoprovidetheservices

Toensurethatthealltechnologyarchitecturesanmanagementsystemsareconsistentwithh h d d h h b l d htheneworchangedserviceandhavethecapabilitytooperateandmaintainthenewservices.

Ifnot,theneitherthearchitectureormanagementsystemswillneedtobeamendedorthedesignofthenewservicewillneedtoberevised


des g o t e e se ce eed to be e sed


ThedesignoftheProcesses needs todesigntransition operate and improve the services (andtransition,operateandimprovetheservices(andthearchitecturesandprocessesthemselves)

Toensurethattheprocesses,roles,responsibilitiesandskillhavethecapabilitytooperate,supportandmaintainthenewor changed serviceorchangedservice

Ifnotthedesignofthenewserviceswillneedtoberevised ortheexistingprocesscapabilitieswillneedtobeenhanced

ThisincludeallITandServicesManagementprocessesnotjustthekeyServiceDesignprocesses



Thedesignofmeansurement methodsandmetrics To ensure that the existing measurement methods can provide Toensurethattheexistingmeasurementmethodscanprovidetherequiredmetricsontheneworchangedservice/process

Ifnotthenthemeasurementmethodswillneedtobeenhancedortheserviced/processmetricswillneedtoberevisedTh t th d d d i d h ld Themeasurementmethodsanddesignedshould: reflect requirements,andbedesignedtomeasuretheabilityof design processes to match these requirements;ofdesignprocessestomatchtheserequirements;

reflect theabilityofthedeliveredsolutionstomeettheidentifiedandagreedrequirementsofthebusiness



Thedesignofmeasurementmethodsandmetrics(contd)( )

Anyprocessmeasurementsselectedneedtoaddress: Progress: milestones and deliverables in the capability of the Progress:milestonesanddeliverables inthecapabilityoftheprocess

Compliance:complianceoftheprocesstogovernancerequirementsandcomplianceofpeopleoftheprocess

Effectiveness:theaccuracyandcorrectnessoftheprocessand its ability to deliver the right resultandits abilitytodeliverthe rightresult

Efficiency:theproductivityoftheprocess,itsspeed,throughputandresourceutilization


(7) Delivery Model Options(7)DeliveryModelOptions

Utilizeinternalorganisationalresourcesinthedesign,development,transition,maintenance,operation,and/or support of a new changed or revised service

Insourcingand/orsupportofanew,changedorrevised service

ili h f l i i ( Utilisestheresourcesofanexternalorganisation(ororganisations)inaformalarrangementtoprovideawelldefinedportionofaservicesdesign,development,maintenance,operations,and/orsupport

Outsourcing, p , / pp

Oftenacombinationofinsourcingandoutsourcing,usinganumberofoutsourcingorganisationsworkingtogethertodesign,develop, transition,maintain,operate,and/orsupportaportionofaservice

Cosourcing



Formalarrangementsbetweentwoormoreorganisationstoworktogethertodesign,develop,transition,maintain,

Partnershiplti operate,and/orsupportITservice(s)

Thefocus heretendstobeonstrategicpartnershipthatleveragecriticalexpertiseormarketopportunities

ormultisourcingg

Relocationofentirebusinessfunctionsusingformalarrangementbetweenorganizationswhereoneorganisationprovidesandmanagestheotherorganisations entire business process(es) or function(s) in

Businessprocess organisation sentirebusinessprocess(es)orfunction(s)in

alowcostlocation Commonexamplesaredatacentreand payrolloperations

processoutsourcing



InvolvesformalarrangementswithanApplicationServiceProvider(ASP)organisationthatwillprovidesharedcomputerbasedservicestocustomer organisationsoveranetwork

ApplicationS i Applicationofferedinthiswayoftentermedondemand

ThroughASPsthecomplexitiesandcostsofshareds/wcanbereduced(andprovidetoorganisationsthatmaynototherwisebeabletojustifyinvestment

ServiceProvision j y

ThenewestformofsourcingKPOisa stepaheadofBPOinonerespectKPOorganisationsprovidedomainbasedprocessesbusinessexpertise rather than just process expertise and requires

Knowledgeprocess expertiseratherthanjustprocessexpertiseandrequires

advancedanaytical andspecializedskillsfromthe outsourcingorganization

processoutsourcing


ServiceLevelManagement

ServiceDesign

Service Level ManagementServiceLevelManagement

Theprocessofnegotiating,agreeinganddocumentingappropriateITservicetargetsg pp p gwiththebusiness,andthenmonitoringandreporting on the service providers ability toreportingontheserviceprovidersabilitytodelivertheagreedlevelofservice


Goal of SLMGoalofSLM

Thegoal oftheServiceLevelManagementprocessistoensurethatanagreedlevelofITserviceisprovidedforallcurrentITservice,andthatfutureservicearedesignedanddeliveredtoagreedachievabletargets



f d d h l l f Define,document,agree,monitor,reportandreviewthelevelofITservicesprovided

Provideandimprovetherelationshipandcommunicationwiththep pbusinessandcustomer

EnsurethatspecificandmeasurabletargetsaredevelopedforallITservicesservices

Monitorandimprovecustomersatisfactionwiththequalityofservicedelivered

EnsurethatITandthecustomershaveaclearandunambiguousexpectationofthelevelofservicetobedelivered

Ensure that proactive measures to improve the level of service delivered Ensurethatproactivemeasurestoimprovethelevelofservicedeliveredareimplementedwhereveritiscostjustifiabletodoso


Key ActivitiesKeyActivities

Developrelationshipwithbusiness,customers,andstakeholders

Determinate,Negotiate,Document,&agreeRequirements for new and changed services inRequirementsfornewandchangedservicesinSLRs

Develop&manageSLAsforOperationalServiceService

Reviewandrevised underpinningOLAsinlineith SLA


withSLAs


MonitorandmeasureserviceperformanceagainstSLATargetsg g

CollatemeasureandimproveCustomerSatisfactionSatisfaction

ProduceServiceReports ConductServiceReviewandInstigateimprovements within an overall ServiceimprovementswithinanoverallServiceImprovement Program/Plan(SIP)


Basic ConceptsBasicConcepts

Writtenagreementbetweenan ITserviceprovider&theITcustomer(s),definingquantitativelyandqualitativelytheservicebeingofferedtoacustomer,thekeyservicetargets

ServiceLevelAgreement(SLA)

andresponsibilitiesofbothpartiesg ( )

AgreementbetweenanITserviceprovider&anotherpartofthesameorganizationthatassistswiththeprovisionofservices

OperationalLevelAgreement(OLA)

Formal contract between an IT Service Provider & a ThirdContract (formerly FormalcontractbetweenanITServiceProvider&aThirdPartycoveringdeliveryofservicesthatsupporttheITorganisationintheirdeliveryofservices.

Contract(formerlyknowasUnderpinning

Contract U/C)


Basic ConceptsBasicConcepts

AdocumentownedbytheBusinessowneroftheServiceServiceLevel

R i Detailsthedesiredlevelofservice GenerallyusedasastartingpointforthedevelopmentoftheSLA,butdoesnotbecomeapartoftheSLA

Requirements(SLRs)

Service AplanorprogrammedestablishedtoimproveanaspectsoftheITservice

Oftendevelopedinconjuction withAvailabilityand

ServiceImprovementP d CapacityManagement

GenerallyownedbyServiceLevelManagementProgrammed

(SIP)


What is an SLA?WhatisanSLA?

TheSLAiseffectivelyalevelofassuranceorwarrantywithregardtothelevelofSecurityqualitydeliveredbytheServiceproviderforeachoftheservicedeliveredtothebusiness

Awrittenagreement(innontechnicallanguage)betweenITServiceProviderandCustomer(s)

Aformalnegotiateddocumentthatdefinesinquantitativetermstheservicebeingofferedtoaq gcustomer


What is an SLA?WhatisanSLA?

Anymetricsincludedshouldbecapableofbeingmeasuredonaregular So ifyoucantmeasureit,dontputitin!

SLAsshouldberenegotiatedwheneverabusinessservicesissubjecttomajorchange RegularupdatingisessentialtoensurethatSLAsremaing p grelevanttoneedsofthebusiness

Itclearlydefinesandarticulatesthekeyservicelevely ytargetsandresponsibilitiesofeachparty

Underpinned by OLA and/or Contract


UnderpinnedbyOLAand/orContract

Key MetricsKeyMetrics

/ PercentagereductioninSLAtargetsmissed/threatened PercentageincreaseinCustomerperception&satisfactionof

SLA hi tSLAachievements Servicereviews Customer Satisfaction Survey responsesCustomerSatisfactionSurveyresponses

TotalnumberandpercentageincreaseinfullydocumentedSLAsinplacep

PercentageincreaseinSLAsagreedagainstoperationalservicesbeingrun

Percentagereductioninthecostsassociatedwithserviceprovision


Service Level Manager RoleServiceLevelManagerRole

Ensuringthatthecurrentandthefutureservicesrequirementsofcustomersareidentified,understoodanddocumented in SLA and SLR documentsdocumentedinSLAandSLRdocuments

Negotiatingandagreeinglevelsofservicetobedeliveredwiththe customer and formally documenting these levels ofthecustomerandformallydocumentingtheselevelsofserviceSLAs

NegotiatingandagreeingOLAsthatunderpintheSLAsg g g g p EnsuringthattargetsagreedwithinunderpinningOLAsand

Contractsarealigned withSLAtargets

AssistingwiththeproductionandmaintenancetheServicePortfolio(andServiceCatalogue)


Service Level Manager RoleServiceLevelManagerRole

h d d d h b h f EnsuringthatservicereportsareproducedandthatbreachesofSLAtargetsarehighlighted,investigated,andactionstakentopreventtheirrecurrence

Ensuringthatserviceperformancereviewsarescheduled,carriedoutwithcustomersregularlyandaredocumentedwithagreedactionsprogressed

Developing relationships and communication with stakeholders Developingrelationshipsandcommunicationwithstakeholders,customersandkeyusers

Managingcompliance andtheirescalation,andresolution Measuring,recording,analysing andimprovingcustomersatisfaction Reviewingservicescope,SLAs,OLAsandotheragreementsonaregular

basis ideally at least annuallybasis,ideallyatleastannually


ChallengesChallenges

MonitoringofpreSLAachievements Ensuringtargetsareachievablebeforecommitting tothem

SLAs that are:SLAsthatare: Simplybasedupondesiresratherthanbusinessneeds IT based rather business alignedITbasedratherbusinessaligned Tootechnicalorlengthy&notproperlycommunicated

Lack of IT Senior Mgmt commitment LackofITSeniorMgmtcommitment Lackofbusinessparticipation


Viewedasanoverhead

ServiceCatalogueManagement

ServiceDesign

Goal of SCMGoalofSCM

ThegoaloftheSCMProcessistoensurethataService Catalogueisproducedandg pmaintainedcontainingaccurate informationon all operational services and those beingonalloperationalservicesandthosebeingpreparedtoberunoperationally


ObjectiveObjective

TomanagetheinformationcontainedwithintheServiceCatalogueandtoensurethatitisgaccurateandreflectsthecurrentdetails,status interfaces and dependencies of allstatus,interfacesanddependenciesofallservicesthatarebeingrunorbeingpreparedto run in the live environmenttorunintheliveenvironment


Scope & PurposesScope&Purposes

Scope Toprovideandmaintainaccurateinformationonpallservicesthatarebeingtransitionedorhavebeentransitionedtotheliveenvironment

PurposeT id i l f i Toprovideasinglesourceofconsistentinformationonalloftheagreedservicesand

h i i id l il bl h hensurethatitiswidelyavailabletothosethatareapprovedtoaccessit


Value to the BusinessValuetotheBusiness

TheServicesCatalogueprovidesacentralsourceofinformationontheITservicesdeliveredbytheserviceproviderorganization: Thisensuresthatallareasofthebusinesscanviewanaccurate,consistentpictureoftheITservices,theirdetailsandtheirstatus

It t i t f i i f th IT i i ItcontainsacustomerfacingviewoftheITservicesinuse,howtheyareintendedtobeused,thebusinessprocessesthey enable and the levels and quality of service thetheyenable,andthelevelsandqualityofservicethecustomercanexpectofforeachservice



d d d f h ll l Agreeinganddocumentingaservicedefinitionwithallrelevantparties InterfacingwithServicePortfolioManagementonthecontentsofthe

ServicePortfolioandServiceCatalogueg

ProducingandmaintainingaServiceCatalogueanditscontents,inconjunctionwiththeServicePortfolio(incl.BusinessandTechnicalServiceCatalogue aspects)Catalogueaspects)

InterfacingwithSupportTeams,SuppliersandConfigurationManagementoninterfacesanddependenciesbetweenITservicesandthesupportingservices,componentsandCIscontainedwithintheTechnicalServiceCatalogue

Interfacing with Business Relationship Management and Service LevelInterfacingwithBusinessRelationshipManagementandServiceLevelManagementtoensurethatinformationisalignedtothebusinessandbusinessprocess


Key Performance IndicatorsKeyPerformanceIndicators

ThenumberofservicesrecordedandmanagedwithintheServiceCatalogueasapercentageofthosebeingdeliveredandtransitionedintheliveenvironment

ThenumberofvariancesdetectedbetweentheinformationcontainedwithintheServiceCatalogueandtherealworldsituation

PercentageincreaseincompletenessoftheTechnicalg pServiceCatalogueagainstITcomponentsthatsupporttheservices


pp

Service Catalogue Manager RoleServiceCatalogueManagerRole

TheServiceCatalogueManagerhasresponsibilityforproducingandmaintainingtheServiceCatalogue.Thisincludes responsibilities such as:includesresponsibilitiessuchas: Ensuringthatalloperationalserviceandallservicesbeingprepared

foroperationalrunningarerecordedwithintheServiceCatalogue

EnsuringthatalloftheinformationwithintheServiceCatalogueisaccurateanduptodata

Ensuring that all of the information within the Service Catalogue is EnsuringthatalloftheinformationwithintheServiceCatalogueisconsistentwiththeinformationwithintheServicePortfolio

EnsuringthattheinformationwithintheServiceCatalogueisadequatelyprotectedandbackup



ThemajorchallengesfacingtheSCMprocessisthatofmaintaininganaccurateServiceCatalogueaspartofaServicePortfolio,incorporatingboththeBusinessServiceCatalogueandtheTechnicalServiceCatalogueaspartofanoverallCMSandSKMS

Inordertoachievethis,thecultureoftheorganizationneedstoacceptthattheCatalogueandPortfolioareessentialssourcesofinformationthateveryonewithintheITorganizationneedstouseandhelpmaintain


CapacityManagement

ServiceDesign


TheprocessresponsibleforensuringthatthecapacityofITservicesandoftheITp yinfrastructureisabletodeliveragreedservicelevel targets in a cost effective and timelyleveltargetsinacost effectiveandtimelymanner

l CapacityManagementprocessesandplanningmustbeinvolvedinallstagesoftheservicelifecyclefromstrategyanddesignthroughtransition and operation to improvement


transitionandoperationtoimprovement

Goal and PurposesGoalandPurposes

Goals ToensurethatjustifiableITcapacityinallareasofIT,alwaysexistandismatchedtothecurrentandfutureagreedneedsofthebusiness,inatimelymanner

Purpose Toprovideapointoffocusandmanagementforall

i d f l d i l i b hcapacityandperformancerelatedissues,relatingtobothservicesandresources



d d d d d l ToproducedandmaintainanappropriateanduptodateCapacityPlan,whichreflectsthecurrentandfutureneedsofthebusiness

ToprovideadviceandguidancetoallotherareasofthebusinessanITonp gallcapacityandperformancerelatedissues

Toensurethatserviceperformanceachievementsmeetorexceedalloftheir agreed performance targets by managing the performance andtheiragreedperformancetargets,bymanagingtheperformanceandcapacityofbothservicesandresources

Toassistwiththediagnosisandresolutionofperformanceandcapacityrelatedincidentsandresources

ToassesstheimpactofallchangesontheCapacityPlanandthePerformance and Capacity of all Service and resourcesPerformanceandCapacityofallServiceandresources

ToensurethatproactivemeasurestoimprovetheperformanceofservicesareImplementedwhereveritisjustifiabletodoso


A Balancing ActA BalancingAct

CostagainstResourcesResourcesneeded

SupplyagainstagainstDemand


3 Sub Processes3SubProcesses

Isfocusedonthecurrentandfuturebusinessrequirements

BusinessCapacity q

Management

Isfocusedonthedeliveryoftheexistingservicesthatsupportthebusiness

ServiceCapacityManagement

Is focused on the IT infrastructure thatComponent IsfocusedontheITinfrastructurethatunderpinsserviceprovision Looksatnewandemergenttechnology

pCapacity

Management


8 Key Activities8KeyActivities

Monitoring DemandManagement Modelling

AnalysisStorageofCapacity

ManagementDataApplicationSizing

Tuning Implementation



Tuning

I l t ti A l i

Monitoring

Implementation Analysis

Monitoring

SLMR SLMexceptionResourceUtilisationthresholds

ResourceUtilisationExceptionreports

SLMthresholds

CapacityManagementDatabase


Database


S i &

Inputs Outputs

Service&ComponentBasedreports

BusinessData

ServiceData

CapacityDataBase

ExceptionReportsTechnicalData

Capacityforecasts

FinancialData

UtilisationData

Storage of Capacity Management Data


Storage of Capacity Management Data

The Capacity PlanTheCapacityPlan

Documentthecurrentlevelsofresourcesutilization&serviceperformance

C id b i t t & l Considersbusinessstrategy&plans ForecastsfuturecapacitytosupportITservicethatunderpin

the business activitiesthebusinessactivities

Includesoptionsconsideredandrecommendationswithjustifications costs benefits impact etcjustifications,costs,benefits,impactetc

Itis,essentially,aninvestmentplanandshouldthereforebepublished annually, in line with the business or budgetspublishedannually,inlinewiththebusinessorbudgetslifecycle Aquarterlyreissueoftheupdatedplanmaybenecessarytotakeinto

h i S i l h f f d


accountchangesinServiceplans,toreportontheaccuracyofforecastsandtomakeorrefinerecommendations

AvailabilityManagement

ServiceDesign


Theprocessofensuringthatthelevelofserviceavailabilitydeliveredinallservicesisymatchedtothecurrentandfutureagreedneeds of the business cost effectivelyneedsofthebusinesscosteffectively

Theavailabilitymanagementprocess,(justlike) b l llcapacitymanagement),mustbeinvolvedinall

stagesoftheservicelifecyclefromstrategyanddesignthroughtransitionandoperationto improvement.


toimprovement.

Availability ManagementAvailabilityManagement

Goal Toensurethatthelevelofserviceavailabilityydeliveredinallservicesismatchedtoorexceedsthecurrentandfutureagreedneedsofthegbusiness,inacosteffectivemanner

Purpose Purpose Toprovideapointoffocusandmanagementfor

ll il bili l d i l i b hallavailabilityrelatedissues,relatingtobothservicesandresources,ensuringthatavailability

i ll d d hi d


targetsinallareasaremeasuredandachieved


T d il bili l hi h fl h Toproduceanavailabilityplan,whichreflectsthecurrentandfutureneedsofthebusinessT id d i d id ll il bili ToprovideadviceandguidanceonallavailabilityachievementsmeetorexceedtheagreedtargetsA i i h il bili l d i id d AssistwithavailabilityrelatedincidentsandproblemsT h i f ll h h A il bili ToassesstheimpactofallchangesontheAvailabilityPlanT th t ti t i th Toensurethatproactivemeasurestoimprovetheavailabilityofservicesareimplementedwhereveritis cost justifiable to do so


iscostjustifiabletodoso

ScopeScope

ThescopeoftheAvailabilityManagementprocesscoversthedesign,implementation,measurement,managementandimprovementofITserviceandcomponentavailability

AvailabilityManagementiscompletedat2interconnectedLevels: ServiceAvailability ComponentAvailabilityy

Involvesallaspectsofservicesavailabilityandunavailabilityandtheimpact of component

p y

Involvesallaspectsofcomponentavailabilityandunavailability

impactofcomponentavailability,orthepotentialimpactofcomponentunavailabilityonserviceavailability


o se ce a a ab ty

Key Principles & ConceptsKeyPrinciples&Concepts

i il bili i h f b i ServiceAvailabilityisatthecoreofbusinesssuccess

BettertodesignAvailabilityInthanboltiton The Vital Business Function (VBF)TheVitalBusinessFunction(VBF)

Thebusinesscriticalelementsofthebusinessprocess supported by an IT serviceprocesssupportedbyanITservice


4 Aspects of AM4AspectsofAM

Theabilityofservice,componentorCItoperformitsagreedfunctionwhenrequired

Itisoftenmeasuredandreportedasapercentage

Theabilityofservice,componentorCItoperformitsagreedfunctionwhenrequired

ItisoftenmeasuredandreportedasapercentageAvailability

Ameasureofhowlongaservice,componentorCIcanperformitsagreedfunctionwithoutinterruptioni f d d d i il ( )

Ameasureofhowlongaservice,componentorCIcanperformitsagreedfunctionwithoutinterruptioni f d d d i il ( )

Reliability ItisoftenmeasuredandreportedasMeanTimeBetweenFailures(MTBF) ItisoftenmeasuredandreportedasMeanTimeBetweenFailures(MTBF)

y

Ameasureofhowquicklyandeffectivelyaservice,componentorCIcan Ameasureofhowquicklyandeffectivelyaservice,componentorCIcan

b leasu e o o qu c y a d e ect e y a se ce, co po e t o C ca

berestoredtonormalworkingafterfailure ItismeasuredandreportedasMeanTimeToRestoreService(MTRS)

easu e o o qu c y a d e ect e y a se ce, co po e t o C caberestoredtonormalworkingafterfailure

ItismeasuredandreportedasMeanTimeToRestoreService(MTRS)Maintainability

Theabilityofathirdpartysuppliertomeetthetermsoftheircontract Oftenthiscontractwillincludeagreedlevelsofavailability,reliabilityand/ormaintainabilityforasupportingserviceorcomponent

Theabilityofathirdpartysuppliertomeetthetermsoftheircontract Oftenthiscontractwillincludeagreedlevelsofavailability,reliabilityand/ormaintainabilityforasupportingserviceorcomponent

Serviceability


The Overall ProcessTheOverallProcess

ReactiveActivities

The monitoring measurement

ProactiveActivities

Involve the proactive planning design Themonitoring,measurement,analysisandmanagementofallevents,incidentsandproblemsinvolvingunavailability

Involvetheproactiveplanning,design,andimprovementofavailability

Producingrecommendations,plansanddocumentsondesignguidelines

Theseactivitiesareprincipallyinvolvedwithintheoperationalroles,andaretoensurethatallagreedservicetargetsare measured and achieved

g gandcriteriafornewandchangedservices

Thecontinualimprovementofserviced d ti f i k i i tiaremeasuredandachieved

MostoftheseactivitiesareconductedwithintheOperationsstageofthelifecycleandarelinkedintothe

andreductionofriskinexistingserviceswhereveritcanbecostjustified

Thesearekeyaspectstobeconsideredmonitoringandcontrolactivities,eventandincidentmanagementprocesses

y pwithintheservicedesignstageofthelifecycle



D t i i th il bilit i t f th b i DeterminingtheavailabilityrequirementsfromthebusinessforaneworenhancedITservice

Formulatingtheavailabilityandrecoverydesigncriteriaforg y y gtheITcomponentsunderpinningaservice

Definingthetargetsforavailability,reliabilityandmaintainability for the IT Infrastructure components thatmaintainabilityfortheITInfrastructurecomponentsthatunderpintheITservice

Establishingmeasuresandreportingofavailability,reliabilityand maintainability that reflects the business user and ITandmaintainabilitythatreflectsthebusiness,userandITsupportorganizationperspectives

ProducingandmaintaininganAvailabilityPlanwhichprioritizesandplansITavailabilityimprovements

Monitoringofallaspectsofavailability,reliabilityandmaintainability of IT services and the supporting components


maintainabilityofITservicesandthesupportingcomponents

Techniques to Support the ProcessTechniquestoSupporttheProcess

ComponentFailureImpactAnalysis(CFIA)

FaultTreeAnalysis(FTA)

AnalysisofExpandedIncidentLifecycle(EIL)

RiskAnalysis&Management

ServiceFailureAnalysis(SFA)



ITServicesaredesignedtomeettheITAvailabilityrequirementsdeterminedfromthebusiness

ThelevelsofITavailabilityarecostjustified,agreed,measured&monitoredtosupportSLM

Shortfallsinservicelevelsareidentified&correctiveactionstakenac o s a e

ThefrequencyanddurationofITservicefailuresisreducedreduced


Availability Manager RoleAvailabilityManagerRole

Anavailabilitymanagerhasresponsibilityforensuringthattheaimsofavailabilitymanagementaremet.Thisincludesresponsibilitiessuchas: EnsuringthatallexistingservicesdeliverthelevelsofavailabilityagreedwiththebusinessinSLAs

Ensuringthatallnewservicesaredesignedtodeliverthel l f il bilit i d b th b ilevelsofavailabilityrequiredbythebusiness

Thespecificationofthereliability,maintainabilityandserviceability requirements for components supplied byserviceabilityrequirementsforcomponentssuppliedbyinternalandexternalsuppliers

Attendance at CAB meetings when appropriate


AttendanceatCABmeetingswhenappropriate


li bl & i b i f & Unreliable&inaccuratebusinessforecasts&information

Incompleteorinaccurateinformation,particularlyfromdistributedsystems,p y y ,networks&PCs

Measures of availability that are meaninglessMeasuresofavailabilitythataremeaninglesstothebusinessL k f t l t d i & t th Lackoftoolstounderpin&supporttheprocess


IT Service ContinuityITServiceContinuityManagementgServiceDesign


ThegoalofITSCMistosupporttheoverallBusinessContinuityManagementprocessbyy g p yensuringthattherequiredITtechnicalandservice facilities can be resumed withinservicefacilitiescanberesumedwithinrequired,andagreed,businesstimescales'


Scope and PurposeScopeandPurpose

Scope ITSCMfocusesonthoseeventwhichthebusinessconsiderationsignificantenoughtobeconsideredadisaster

L i ifi t t ill b d lt ith t f th LesssignificanteventwillbedealtwithaspartoftheincidentManagementprocess.Whatconstitutesadisasterwill vary from organization to organizationwillvaryfromorganizationtoorganization

PurposeThe purpose of ITSCM is to maintain the necessary on ThepurposeofITSCMistomaintainthenecessaryongoingrecoverycapabilitywithintheITserviceandtheirsupporting components


supportingcomponents


l l h DevelopandmaintainITServiceContinuity&ITrecoveryplansthatsupporttheoverallBusinessContinuityPlans(BSPs)oftheorganization

Complete regular Business Impact Analysis (BIA)CompleteregularBusinessImpactAnalysis(BIA) Conductriskassessment&managementexercise Toensurethatappropriatecontinuityandrecoverymechanismsare

putinplacetomeetorexceedtheagreedbusinesscontinuitytargets

ToAssestheimpactofallchangeontheITServiceContinuityPlansand IT recovery plansandITrecoveryplans

Tonegotiateandagreethenecessarycontractswithsupplierfortheprovisionofthenecessaryrecoverycapabilitytosupportallcontinuityp y y p y pp yplansinconjunctionwiththeSupplierManagementprocess


Recovery OptionsRecoveryOptions

Donothing

Manual/clericalbackup

Reciprocalarrangement

GradualRecovery 72hrs+A d i d ili i l Accommodationandutilitiesonly

Includespowerandcommunications

IntermediateRecovery 24 72hrs Own or 3rd party Standby site Ownor3 partyStandbysite Recentapplicationanddataarchivesrequired

FastRecovery upto24hours Equipmentavailable

ImmediateRecovery Equipmentalreadyupandrunning Dataismirrored



ITSCMprovidesaninvaluableroleinsupportingtheBusinessContinuityPlanningpp g y gprocess

The ITSCM should be driven by business risk TheITSCMshouldbedrivenbybusinessriskasidentifiedbyBusinessContinuityPlanning

h handensuringthattherecoveryarrangementsforITservicearealignedtoidentifiedbusinessimpacts,riskandneeds


ITSC Manager RoleITSCManagerRole

ServiceContinuitymanagerhasresponsibilityforensuringthattheaimsofServicegContinuityManagementaremet

Includes such tasks and responsibilities as: Includessuchtasksandresponsibilitiesas: ToimplementandmaintaintheITSCMprocess ToPerformBusinessImpactAnalysesforallexistingandallnewservice

Performingriskassessmentandriskmanagementtopreventdisasterswherecostjustifiableand


p jwherepractical

Information SecurityInformationSecurityManagementgServiceDesign


ThegoaloftheISMprocessistoalignITsecuritywithbusinesssecurityandensurey ythatinformationsecurityiseffectivelymanaged in all services and servicemanagedinallservicesandservicemanagementactivities

b h h ll ISMneedstobeconsideredwithintheoverallCorporateGovernanceFramework



Thesecurityobjectiveismetwhen: Informationisavailableandusablewhenrequired,q ,andthesystemthatprovideitcanappropriatelyresistattacksandrecoverfromorpreventfailuresp(availability)

Information is observed by or disclosed to onlyInformationisobservedbyordisclosedtoonlythosewhohavearighttoknow(confidentiality)

Information is complete accurate and protected Informationiscomplete,accurateandprotectedagainstunauthorizedmodification(integrity)


ScopeScope

TheISMprocessshouldbethefocalpointforallITsecurityissuesandmustensurethataninformationSecurityPolicyisproduced maintained and enforced that covers the useproduced,maintainedandenforcedthatcoverstheusemisuseofallITsystemsandservices

ISM needs to understand the total IT and business securityISMneedstounderstandthetotalITandbusinesssecurityenvironment,including: TheBusinessSecurityPolicyandplans Thecurrentbusinessoperationsanditssecurityrequirements Legislativerequirements The obligations & responsibilities with regards to security contained withinTheobligations&responsibilitieswithregardstosecuritycontainedwithin

SLAs

Thebusiness&ITrisksandtheirmanagement


Information Security PolicyInformationSecurityPolicy

ISMactivitiesshouldbefocusedon&drivenbyanoverallISMPolicyandsetofunderpinningspecificsecuritypolicies

All it li i h ld h th f ll t f t AllsecuritypoliciesshouldhavethefullsupportoftopexecutiveITmanagementandtopexecutivebusinessmanagement and should be reviewed and where necessarymanagement,andshouldbereviewedandwherenecessaryrevisedonatleastanannualbasis

Thesepoliciesshouldbewidelyavailabletoallcustomers&p yusersandtheircomplianceshouldbereferredtoinallSLRs,SLAs,contractsandagreements

TheISMPolicyshouldcoverallareasofsecurity,beappropriate,meettheneedsofthebusiness


Information Security PolicyInformationSecurityPolicy

ISMPolicy shouldinclude....useandmisuseofITassetspolicy

anaccesscontrolpolicy

apasswordcontrolpolicy

anemailpolicy

aninternetpolicy

an antivirus policyananti viruspolicy

aninformationclassificationpolicy

adocumentclassificationpolicy

aremoteaccesspolicy

apolicywithregardstosupplieraccessofITservice,informationandcomponents


anassetdisposalpolicy

ISMS FrameworkISMSFramework

InformationSecurityManagementSystem(ISMS)Framework( ) Toachieveeffectiveinformationsecuritygovernance, management must establish andgovernance,managementmustestablishandmaintainaninformationSecurityManagementSystems (ISMS) to guide the development andSystems(ISMS)toguidethedevelopmentandmanagementofacomprehensiveinformationsecurity programme that supports the businesssecurityprogramme thatsupportsthebusinessobjectives


ISMS FrameworkISMSFramework

EstablishamanagementframeworktoinitiateandmanageinformationsecurityintheorganizationEstablishanorganizationstructuretoprepare,approveandimplementtheinformationsecuritypolicyAllocateresponsibilitiesEstablishandcontroldocumentation

ControlDeviceandrecommendtheappropriatesecuritymeasures,basedontherequirementsoftheorganizationrequirementswilladdressbusiness&servicerisk,plansandfactorssuchastheamountoffundingavailable,andtheprevailingorganizationculture&attitudestosecuritymustbeconsidered

PlanEnsureappropriateprocedures,toolsandcontrolsareinplacetounderpintheInformationSecurityPolicy,suchas:AccountabilityforassetsConfigurationManagementandtheCMSareinvaluablehereInformationclassificationinformation&repositoriesshouldbeclassifiedaccordingtothesensitivityandtheimpactofdisclosure

ImplementSuperviseandcheckcompliancewiththesecuritypolicyandsecurityrequirementsinSLAsandOLAsCarryoutregularauditsofthetechnicalsecurityofITsystemsProvideinformationtoexternalauditorsandregulators,ifrequiredEvaluationImproveonsecurityagreementsasspecifiedinSLAs,OLAsandcontractsImprovetheimplementationofsecuritymeasuresandcontrolsThisshouldbeachievedusingPDCA(PlanDoCheckAct),whichisaformalapproachsuggestedbyISO27001fortheestablishmentoftheISMSframework

Maintain



ISMensuresthatanISMPolicyandFrameworkaremaintainedandenforcedwhichfulfilstheneedsoftheBusinessSecurity Policy and the requirements of theSecurityPolicyandtherequirementsoftheCorporateGovernance

ll f f ISMmanagesallaspectsofITandinformationsecuritywithinallareasofITandServiceManagementactivity


Security Manager RoleSecurityManagerRole

AsecurityManagerhasresponsibilityforensuringthattheaimsofISMaremet,thisincludesresponsibilitiessuchas:

Developing and maintaining the information Security Policy with a DevelopingandmaintainingtheinformationSecurityPolicywithasupportingsetofspecificpolicies,andcommunicationofthepolicytoallappropriateparties

EnsuringthatInformationSecurityPolicyisenforcedandadheredto Designingsecuritycontrolsanddevelopingsecurityplans

Monitoring and managing all security breaches and handling security Monitoringandmanagingallsecuritybreachesandhandlingsecurityincidents,takingremedialactiontopreventreoccurrencewhereverpossible

Ensurethatallaccesstoservicesbyexternalpartners&suppliersissubjecttocontractualagreementsandresponsibilities

Act as a focal point for all security issues


Actasafocalpointforallsecurityissues

SupplierManagement

ServiceDesign

Goal of Supplier ManagementGoalofSupplierManagement

ThegoalofSupplierManagementprocessistomanagesuppliersandtheservicestheyg pp ysupply,toprovideseamlessqualityofITservice to the business ensuring value forservicetothebusiness,ensuringvalueformoneyobtained


Scope and PurposeScopeandPurpose

Scope Thisprocessshouldincludethemanagementofallp gsuppliersandcontractsneededtosupporttheprovisionofITservicestothebusinessp

PurposeTh f hi i b i l f Thepurposeofthisprocessistoobtainvalueformoneyfromsuppliersandtoensurethatsuppliers

f h i d i hi h iperformtothetargetscontainedwithintheircontractsandagreementswhileconformingtoallf h d di i


ofthetermsandconditions


Obtainvalueformoneyfromsupplierandcontracts Ensurethatunderpinningcontractandagreementswith

li li d t b i d d t d lisuppliersarealignedtobusinessneedsandsupportandalignwithagreedinSLRsandSLAs,inconjunctionwithSLM

Manage relationship with suppliers Managerelationshipwithsuppliers Managesupplierperformance Negotiate and agree contracts with suppliers and manage Negotiateandagreecontractswithsuppliersandmanage

themthroughtheirlifecycle

Maintain a supplier policy and a supporting Supplier and MaintainasupplierpolicyandasupportingSupplierandContractDatabase(SCD)


The ProcessTheProcess

h l h ld l d TheSupplierManagementProcessshouldinclude Implementationandenforcementofthesupplierpolicy ThemaintenanceofaSupplierandContractDatabase

Categorization&maintenance

pp(SCD)

Supplierandcontract,evaluationandselection The development negotiation and agreement of contracts

Evaluation

Thedevelopment,negotiationandagreementofcontracts Contractreview,renewalandtermination Themanagementofsuppliersandsupplierperformance Establishnew

Theagreementandimplementationofserviceandsupplierimprovementplan

Themaintenanceofstandardcontracts,termsandManagement&performance

conditions

Managementofcontractualdisputeresolution

p

Renewal&t i ti


termination

The ProcessTheProcess

ll S liSupplierStrategy&Policy

AllSupplierManagementprocessactivityh ld b d i b Supplier categorization &

Supplier & Contracts Database (SCD)

shouldbedrivenbyasupplierstrategyandpolicyfromService Strategy

Suppliercategorization&maintenanceofSCD

EvaluationofnewSupplier&ServiceStrategy

Inordertoachieveconsistencyandeffectiveness in the

contracts

EstablishnewSupplier&contracts

SuooSupplierReports&Informationeffectivenessinthe

implementationofthepolicyanSCDshould be

contracts

Supplier&contractsmanagement&performance

Information

shouldbeestablished

management&performance

Contractrenewaland/ortermination


Learning ObjectivesLearningObjectives

Primarygoals,objectivesandbenefitsofServiceDesigng

GenericconceptsanddefinitionsS i D i P k ServiceDesignPackage

ServicePortfolio(andServiceCatalogue) ServiceProvider&Supplier SLA, OLA, ContractSLA,OLA,Contract Availability


Learning ObjectivesLearningObjectives

KeyPrinciplesandModels ProcessesProcesses

ServiceLevelManagementS i C l M ServiceCatalogueManagement

AvailabilityManagement InformationSecurityManagement Supplier ManagementSupplierManagement CapacityManagementIT S i C i i M


ITServiceContinuityManagement

TestingYourKnowledge

ServiceDesign

Question #1Question#1

Which of the following is NOT a major process of S i D i ?Service Design?

A C it M tA. Capacity ManagementB. Portfolio ManagementC S i L l M tC. Service Level ManagementD. Supplier Management



Which one of the following statements about ServiceLevel Agreement is FALSE?e e g ee e t s S

A. An SLA is an agreement between Service Providergand a Customer

B. The SLA describes the IT Service and documentsService Level Target

C. Each individual SLA should be a comprehensiveplegally binding document

D. An SLA specifies the responsibilities of both parties


p p p


Which one of the following statements is incorrect?

A. Supplier Management negotiates OLAs & SLAsB. Supplier Management has an important role topp g p

play in all phases of the Service LifecycleC. Supplier Management maintains the SCDpp gD. Supplier Management ensures that Changes are

assessed for impact on suppliers contracts, p pp ,supporting services and contracts



Which one of the following statements is correct?Which one of the following statements is correct?1. Information Security is a management activity within the

Corporate Governance frameworkCorporate Governance framework2. ISM ensures that access to services by suppliers is subject

to contractual agreement and responsibilities3. All processes within the IT organization must include

security considerations

A. 1 and 2 onlyB. All are correcta e co ectC. Only 3 is correctD. 2 and 3 only are correct



Which of the following is not a valid stage within theITSCM Lifecycle?

A. Testing

B. Initiation

C. Implementation

D. Requirements & Strategy



The 4Ps of Service Management refer to?

A. People, Process, Products, Partners

B Process Policies Products PeopleB. Process, Policies, Products, People

C. People, Policies, Process, Purchasingp , , , g

D. People, Process, Policies, Philosophy



Who within an organization should know about theInformation Security Policy?

A. The Information Security Manager

B. The Information Security Manager, Head of IT Servicesand the Heads of Business Unitsand the Heads of Business Units

C. IT, Customers and Users

D. Being a secure document, it should only given to thosewho need to know


who need to know


Which are the 5 Major aspects of Service Design....The Design of....?

A. New/changed services service portfolio (incl. service catalogue) technology architecture & management system processes measurement methods & metricsmeasurement methods & metrics

B. New/changed services service portfolio (incl. service catalogue) technology architecture & management system processes

l d fi iti role definitionC. New/changed services service portfolio (incl. Service catalogue)

database processes role definitionD. New/changed services service portfolio (incl. Service catalogue)

organizations & reporting structures technology architecture & management system processes measurement methods &


g y pmetrics


Wh t i b i d ib d R l ti f tiWhat is being described.... Relocation of entirebusiness function using formal arrangement between

i ti h i ti id dorganizations where one organization provides andmanage the organizations entire business process(es)

f f ti ( ) i l t l ti ?of function(s) in a low cost location.?A. a Partnership

B. Knowledge Process Outsourcing

C. Co-Sourcing

D Business Process Outsourcing


D. Business Process Outsourcing

Documents

05 - Service Design v1.1.pdf