ITIL Awarness 24102007

CMS Computers Ltd. © Copyright 2005 1ITSM Foundation R1 15-11-05

“To be No. 1 IT Service Provider in India

with

Highest number of certified

professionals on ITIL Best Practices ”

CMS Global Services Vision (CGS)


“Our Mission is to enable

Our Customers to enable their

business using CMS processes,

Quality and Certified IT

Professionals”

CMS Global Services Mission (CGS)


The World we live in

Challenge - the Change

Staff

Technology

Budgets are tight

Business – IT alignment

IT’s reputation with the business

Legacies – organizational & personal

Business needs constant evolution

& evolving is change


So how should we respond?

• Proactive Analytical approach

• Proactive approach to service delivery

• Better identification for areas of improvement

• Improved first line resolution rates

• Systematic and consistent approach to all process

• Adopt Best Industry standards/ benchmarks


Benefits

Organization Benefits

• To Compete in Global Market

• Climb up the value chain

• Get Branded

CMS Computers Ltd. © Copyright 2005 ITSM Foundation R1 15-11-05

Introductionto ITIL / ITSM


Introduction

ITIL gives a detailed description of a number of

important IT practices, with comprehensive checklists,

tasks, procedures and responsibilities which can be

tailored to any IT organization.

ITIL is the best known approach to IT Service

Management (ISM) and describes the relationships

between the activities in processes.


Introduction

ITIL publications cover a broad subject area and the

ITIL processes can be used to set new improvement

objectives for the IT organization.

IT Service Management frame works developed on the

basis of ITIL:

• HP ITSM Reference Model

• IBM IT Process Model

• Microsoft Operations Framework, etc.


IntroductionInputs from

The Office of Government Commerce (OGC), formerly

CCTA

• The IT Service Management Forum (itSMF) and

• IT organizations and technical experts


Introduction

itSMF :

“The objective of the itSMF is to provide a forum for

our membership to enable them to exchange views,

share experiences and participate in the continuous

development and promotion of best practice and

standards, through a range of services that delivers

significant value to their enterprises”.


Why ITIL?

• Comprehensive documentation of best practice for IT Service

Management.

• Used by many hundreds of organizations around the world.

• Generic framework based on the practical experience of a global

infrastructure of professional users.

• Formalization of processes within the organization


Benefits

Benefits of ITIL to the customer / user:

IT services become more customer-focused.

Services are described better, in customer language

and appropriate detail.

• Quality, availability, reliability and cost of services are

managed better.


Benefits

Benefits of ITIL to the organization :

• Clearer structure, more efficient and focused on the corporate objectives.

• More control of the infrastructure and services. Change becomes easier to manage.

• Provides framework for the effective outsourcing of elements of the IT services.

• Introduction of quality management systems based on ISO 9000 or BS 15000.


What can go wrong…

• Introduction can take a long time, significant efforts

and change in the organization culture.• Lack of fundamental understanding about what the

relevant processes should provide, what the

appropriate performance indicators are and how

processes can be controlled.• Improvement of services and cost reductions are not

visible, because no baseline data was available for

comparison.• Insufficient resources, training because the

organization is already overloaded by routine IT Service

Management activities.


What can go wrong…

INDIVIDUAL heroism’s must change to TEAM

EFFORTS.

• TECHNOLOGY FOCUS has to change to

CUSTOMER FOCUS.

• GUT FEEL decisions to be replaced by FACTS

and DATA.


Certification Bodies

Certifications Bodies:

EXIN (Exameninstituut voor Informatica)

ISEB (Information Systems Examination Board)

Professional certification system developed

jointly in cooperation with the OGC and itSMF.


Certification levels

Foundation Certificate :

For personnel who have to be aware of the major

activities in IT service support and delivery, and

relationships between them.



Practitioner Certificate:

Aimed at the practical level of how to perform a

specific ITIL process and the tasks within that process.



Manager Certificate :

Intended for those who are required to control all the

ITSM processes, to advise on the structure and

optimization of the processes, and to implement them

in a way that meets the business needs of the

organization.


What it contains…

PDCA Process

Businessrequirements

Customerrequirements

Request for new Or changed services

Other process,Eg. Business

Supplier

Service Desk

Other Teamseg Security

BusinessResults

CustomerSatisfaction

New or changedservice

Other process,Business,

Supplier, customer

Team & PeopleSatisfaction

Management ResponsibilityManagement Responsibility

PLANPlan servicemanagement

PLANPlan servicemanagement

DOImplement

ServiceManagement

DOImplement

ServiceManagement

ACTContinuous

Improvement

ACTContinuous

Improvement

CHECKMonitor, Measure

and Review

CHECKMonitor, Measure

and Review

Manage Services


Clarifications


ITIL Model

Problem ManagementProblem Management

Incident ManagementIncident Management

Release ManagementRelease Management

Change ManagementChange Management

Configuration ManagementConfiguration Management

Capacity ManagementCapacity Management

It ServiceContinuity Management


Availability ManagementAvailability Management

Service Level Management


Financial Managementfor IT Services


ServiceDesk

IT CustomerRelationshipManagement

Service Delivery

Service Support

Security ManagementSecurity Management


Service Support Processes

ConfigurationManagement


Configuration Management

Objective

Keeping up-to-date and reliable information about the IT

infrastructure and services.

Maintaining details of relations between the IT

components.



Configuration Items (CI)

All IT components, services and documentations to be controlled by the organization. Ex: PC hardware, software, network components, SLAs etc.

Configuration Management Database (CMDB)

A database of all the CI’s. It keeps track of all the IT components, their versions, status and relationships between them.



Configuration Management Activities

The configuration Management activities includes

• Planning-Scope, Objectives, Policies, standards, roles and responsibilities.

• Identification-processes to keep the database up-to-date.

• Control-Unauthorized modifications of CI’s.

• Status Accounting – Current and historical details of CI’s.

• Verification and audit – Accuracy of records.

• Reporting – Provides information to other processes.


Configuration ManagementConfiguration Management v/s Asset Management

Asset Management• Accounting process for monitoring asset whose purchase

price exceeds a defined limit.• Details purchase price, depreciation, business unit and

location.

• Provides basis for Configuration Management Systems.

Configuration Management• Goes beyond Asset Management and keeps technical

information about CI’s, and relationship with CI’s.


Configuration mgmt

• The database access is to all.

• No controls are defined• Asset mgmt is keeping track of

m/c inventory.

• Database is maintained only for m/c inventory

• Database access (CMDB) has been defined.

• All controls are defined• Asset Mgmt is accounting

process for monitoring asset whose purchase price exceeds a defined limit.

• Config Mgmt goes beyond asset mgmt and keep technical information about CI’s.

• CMDB consist of all CI’s which is related for Service Delivery / support.

Present Process ITIL Processes


Clarifications



IncidentManagement


Incident Management

IncidentAny event which is not part of the standard operation of a service and which causes an interruption or reduction in the quality of that service.

Incident Management Should Be• Proactive (Responding to potential incidents)

• Reactive (responding to incidents)

• Concerned with restoration of customer service (Not cause)


Incident Management

Scope of Incidents

Incidents include not only hardware and software

errors, but also Service Requests.

Service Requests

Request from a user for support, delivery, information,

advice or documentation, not being a failure in the IT

infrastructure.


Incident Management

PrioritiesPriorities should to be based on IMPACT and URGENCY

ImpactImpact is based on actual or potential damage to customers

business

UrgencyUrgency is based on the time between problem or incident

being detected and the time that the customers business is

impacted.


Incident Management

Example of a priority coding system

HighHigh MediumMedium LowLow

HighHigh

MediumMedium

LowLow

PriorityResolution

time

< 1 hour

< 8 hours

<24 hours <48 hours

<24 hours

< 8 hours <24 hours

<48 hours

planned

critical

high

medium

high

medium

low

medium

low

planning

IMPACT

UR

GE

NC

Y


Incident Management

Escalation

• Functional Escalation

• Hierarchical Escalation

– Function EscalationInvolving personnel with more specialist skills, time or access privileges to solve the incident

– Hierarchical EscalationInvolving an higher level of Organizational authority, when current level of authority appears insufficient.


Incident Management

Incident Management Activities

• Detection and recording – Call reception, recording, priority

• Classification and first-line support – Category and Category

Type

• Matching – Similar Incidents

• Investigation and Diagnosis – Support group with more

expertise and technical competence

• Resolution and Recovery – Record the solution or raise RFC

• Closure – Inform and update

• Progress tracking and monitoring – Service Desk


Incident Management

Incident Management Works closely with

• Configuration Management Database (CMDB)

• Problem / Known Error Database (KEDB)

• Service Level Management (SLM)

• Problem Management


Incident Management

Benefits

For the Business

• Timely resolution of incidents resulting in reduced business impact

• Improved user productivity

• Independent, Customer – focused incident monitoring

• Availability of SLA-focused business management information


Incident Management

Benefits

For the IT Organization

• Improved monitoring, allowing performance against SLA’s

to be accurately measured

• Better and more efficient use of the personnel

• No lost or incorrectly registered incidents

• More accurate CMDB

• Improved user and customer satisfaction


• Service request termed as call

• Escalation are not classified

• Calls are not classified on Impact & Urgency

• Service req termed as an incident.

• Escalations are classified technical & Hierarchical.

• Incidents are classified on Impact & urgency

Incident Management




ProblemManagement


Problem Management

Problem Management

The Identification and management of the underlying causes of service incidents whilst minimizing or preventing disruption to the customers.

Scope Of Problem Management• Investigate the underlying causes of Incidents

• Proactively prevent the recurrence or replication of incidents or Known Errors wrt Business requirements


Problem Management

Known Error

When root cause of an incident is known and a temporary

workaround has been identified, the problem should be

classified as Known Error.

Known Error Should Be

Recorded against current and Potentially affected services.

Maintained in a Knowledge base along with workaround.

Closed after successful resolution


Problem Management

What is Workarounds?

The process by which service restoration can be

enabled by users of staff is called Workaround

Development and maintenance of Workarounds

– Applicable only for known errors

– Corrective Action has been successfully applied

– Information on workaround stored in knowledge base

– Applicability and Effectiveness should be stored and

maintained

When root cause of an incident is identified and a method of resolving the incident is available, the problem should be classified as Known Error.


Problem Management

Problem Management Activities

• Problem Control

• Error Control

• Proactive Problem Management

• Providing Information


Problem Management

Benefits

Problem Management ensures that• Failures are identified, documented, tracked and resolved

• Permanent or temporary solutions for failures are

documented

• Request for Changes are raised to modify the Infrastructure

• Avoidable incidents are prevented

• Reports are issued about the quality of the IT infrastructure

and process


Problem Management

• All calls are termed as a problems.

• Known errors are not put in the KEDB

• Workarounds not maintained in KEDB.

• Identification & mgmt of the underlying causes of service incidents.

• Known errors are maintained in KEDB along with workarounds

• Workarounds are maintained in KEDB




ServiceDesk


ITIL Model














ServiceDesk


Service Delivery

Service Support



Service Desk

Service Desk

• Single point of contact

• Monitoring / tracking of status of incidents recorded

• Handling Service requests


Service Desk

Service desk handles activities related to

• Incident Management

• Software and hardware installation – Release Management

or Change Management

• Verification of caller details and allocated resources –


• Activities concerning standard requests – Change

Management

• Information to the users about the services they are

entitled to as specified in the SLA


Service Desk

Structure

• Accessibility

• Business support (infrastructure, application)

• Service desk types

• Centralized

• Local (distributed)

• Virtual


Service Desk

Service Desk Personnel

• Call Center – Calls routed to specialist dept

• Unskilled – Calls recorded and immediately assigned.

• Skilled – Better skills and experience. Some incidents

resolved and others passed on.

• Expert – Specialist knowledge of full IT infrastructure and

expertise.


Service Desk

How Are Incidents Reported?

• Telephone calls

• Voice mails

• Visits

• Letters

• Faxes

• Emails

• Recording systems

• Automated monitoring Softwares


Service Desk

• Termed as Help Desk

• Calls are only recorded

• No first level support

• Termed as Service Desk

• Incidents are classified (Monitor Incident lifecycle)

• Restoration of service within acceptable time and in accordance with the SLA



Clarifications



ChangeManagement


Change Management

Change Management

To ensure that all changes are assessed, approved,

implemented and reviewed in a controlled manner.


Change Management

Change Authorities

Change Manager

– Responsible for filtering, accepting and classifying all

RFC

– Supported by change coordinators

– Responsible for planning and coordinating the

implementation of the changes.

Change Management is responsible for obtaining the

required authorization for implementation of change


Change Management

Change Authorities

Change Advisory Board (CAB)

– Consultative body which meets regularly to authorize, assess, prioritize and plan changes

– Mainly concerned with significant changes

– A CAB/EC (Emergency Committee) should be appointed with authority to make emergency decisions

– Consists of representatives from all IT sections eg. Change Manager, IT Line Managers, Business Managers, Incident and Problem Managers, User group


Change Management

Change Management Planning

The Change Management Procedure should ensure

• Changes have a clearly defined and documented scope

• Only changes that have business benefits are approved

• Changes are scheduled based on priority and risk

• The time to implement the changes is monitored and

improved where required


Change Management

Recording

All RFC’s are recorded or logged

• Can be submitted by anyone working with the infrastructure.

Ex. Problem Management, Customers, other IT personnel

Details that can be included in RFC

• ID number

• Associated problem number, ID of CI

• Reason for change & business benefit

• Name, location, phone no. of person submitting the RFC


Change Management

Change ClassificationChange is classified based on Category and Priority

Availability of res.

Risks

Benefits (Business Needs)Cost

UrgencyImpact

PriorityCategory

On changes to Service, Customer and Release Plans


Change Management

Change Management Implementation

Large Effort and Major Impact^Major Impact3

Significant Efforts with substantial Impact@

Substantial Impact

2

Little Efforts with Little Risk*Minor Impact1

DescriptionCategoryCategory Level

* CAB Approval may not be required

@ CAB Approval will be required

^ IT Steering Committee and CAB approval may be required.


Change Management

Benefits• Reduced adverse impact of changes on the quality of IT

services

• Fewer changes are reversed, and any back-outs that are implemented proceed more smoothly

• Enhanced management information is obtained about changes, enabling diagnosis of problem areas

• Improved user productivity through stable IT services

• Increased ability to accommodate frequent changes without creating an unstable IT environment


Clarifications !!!



ReleaseManagement


Release Process

Release

Set of new and/or changed Configuration Items,

which are tested and introduced into the live

environment together.

Release Management

A planned project style approach to implementing

changes in IT services, which address all aspects of

the changes.


Release Management

Release Levels

• Major releases (V1)

• Increased functionality And Eliminates Known errors,

workarounds and temporary fixes

• Minor releases (V1.1)

• Minor improvements and fixes of Known errors

• Emergency fixes (V1.1.1)

• Temporary fix for problem or Known error


Release Management

Release Types

• Delta Release• Not possible to test all the links in software• Unwanted modules are not deleted

• Full Release• All components of Release Unit are built, tested and

distributed including components that are not changed.

• Package Release• Bundle of Full and Delta Release and new functionalities.


Release Management

Release Management Process consist of

• Release policy and Planning

• Design, building and configuration

• Testing and release acceptance

• Rollout planning

• Communication, preparation and training

• Distribution and installation


Release Management

Benefits

• Release Management helps to ensure that

• The s/w and h/w used in the live environment are of high quality

• The risk of errors in s/w and h/w combination is minimized

• There are fewer separate implementations and each implementations is thoroughly tested

• Users are more involved in the testing of a release

• A release calendar is published in advance


Clarifications !!!


Service Delivery Processes


ITIL Model














ServiceDesk


Service Delivery

Service Support



Scope:

• Support business needs

• Present new options

Through

• Continuous interaction with the customer

• Regular reviews of business needs

• Technological developments

Service

At anAcceptable cost


Service

Service delivery refers to:

• The services the customer needs to support the business

• What is needed to provide these services


Service Delivery

Processes defined are :

• Service Level Management

• Capacity Management

• IT Service Continuity Management

• Availability Management

• IT Security Management

• Financial Management for IT Services



Service LevelManagement



Definition

Service-level management is the set of people and systems that allows the organization to ensure that the agreed quality of services are being met and that the necessary resources are being provided efficiently



Activities:

– Identify

– Define

– Formalize

– Monitor

– Report

– Review

Levels of service



Service specification Sheet (Spec Sheet)

• Technical specifications of each service

• Delivery and implementation procedure

• Quality control procedure



Service Catalogue

Define for each service:

• Name and functions

• Benchmarks, targets and metrics

• Acceptable and unacceptable levels of service

• Reporting procedures

• Actions in exceptional circumstances

• Communication and escalation lines



Service Level Agreement (SLA)

Service Level Agreement is a Contract between a customer organisation and the IT service organisation to provide a range of support services up to an agreed minimum standard.



Service Level Agreement (SLA)

Contents:

• Introduction

• Scope of work

• Performance Tracking and Reporting

• Problem Management

• Compensation and penalties

• Customer duties and responsibilities



External Documents• Service Level Requirements

• Service Level Agreements

• Service Catalogues

Internal Documents• Service Specification Sheets

• Operational Level Agreements (OLA)

• Underpinning Contracts (UC)



• No concept of OLA

• No concept of Service Catalogue

• No SIP after service review

• OLA needs to be signed to meet the SLA.

• Need Service Catalogue

• SIP is must after review




CapacityManagement


Capacity Management

Definition

Capacity Management is the proactive process of planning, analyzing, sizing and optimizing IT resource capacity to satisfy demand in a timely manner and at a reasonable cost.


Capacity Management

The three sub-processes are:

• Business Capacity Management (BCM)

• Service Capacity Management (SCM)

• Resource Capacity Management (RCM)


Capacity Management

Business Capacity Management

Evaluation of current business, financial, economic and technology indicators with the goal of forecasting future business load placed on the IT system by business needs. The goal is to plan and implement projects to achieve necessary capacity on time and at an appropriate cost and risk.


Capacity Management

Service Capacity Management

Evaluates and bases short term strategy and tactical response to service related issues and needs. The goal is to profile and meet the needs of specific services on end-to-end basis in order to remain in compliance with SLA.


Capacity Management

Resource Capacity Management

Evaluates and analyses the use of the IT infrastructure and components that have a finite resource. The goal is to manage the capacity and performance of individual components within the IT infrastructure.


Capacity Management

Capacity Plan documents:

• Capacity Requirements – Current and Future

• Performance Expectations – Current and Future

• Replacements – Outdated and defective Items

• Technical Developments

• Costs – New or/and Changed Services

Updated annually and reviewed quarterly


Capacity Management

Activities:

Populating the Capacity Database (CDB)

Contains the detailed technical, business, and service level management data that supports the capacity management process. The resource and service performance data in the database can be used for trend analysis and for forecasting and planning.


Capacity Management

Capacity Management Database :

Business Forecasts

Business Forecasts

Business Forecasts

Business Forecasts

ManagementReports

CapacityPlans

TechnicalReports

CDB



ContinuityManagement


IT Service Continuity Management

Definition

The objective of ITSCM is to support the overall Business Continuity Management (BCM) by ensuring that the required IT infrastructure and IT services, including support and Service Desk can be restored within specified time limit after a disaster.



Disaster

An event that affects a service or a system such that significant effort is required to restore the original performance level.

Eg. Fire, water damage, burglary, vandalism and violence, large scale power outage



Activities

• Defining the scope of ITSCM

• Business Impact Analysis

• Risk Assessment

• IT Service Continuity Strategy

• Organization and implementation planning

• Prevention measures and recovery measures

• Developing plans and procedures for recovery



AvailabilityManagement


Availability Management

Definition

The objective of Availability management is to provide a cost-effective and defined level of availability of the IT service that enables the business to reach its objectives



Basic Concepts:

High availability means that the IT services is continuously available to the customer, as there is little downtime and rapid service recovery. The achieved availability is indicated by metrics. The availability of the service depends on the

• Reliability

• Maintainability

• Serviceability

Of the IT infrastructure



Basic Concepts:

Reliability

Reliability of a service means that the service is available for an agreed period without interruptions. This concept also includes resilience.



Basic Concepts:

Maintainability

Maintainability and recoverability relate to the activities needed to keep the service in operation and to restore it when it fails. This includes preventive maintenance and scheduled inspections.



Basic Concepts:

Serviceability

Serviceability relates to contractual obligations of external service providers.



Availability Measurement

Detection

time

Resolution time

response repair recovery

Uptime, Time between failuresDowntime, Time to repair

time time time

Time Between system Incidents

recovery

Time

Incident Incident

MTTR: The Average Mean Time to Repair across a number of incidents

MTBF: The Average Mean Time Between Failures across a number of incidents



Availability and ITSCM

Availability management and ITSCM are closely related as both processes strive to eliminate risks to the availability of IT services. The prime focus of availability management is handling the routine risks to availability that can be reasonably expected to occur on a day-to-day basis. Where no straight-forward countermeasures are available or where the countermeasure is prohibitively expensive or beyond the scope of a single IT service to justify in its own right, these availability risks are passed on to service continuity management to handle.



SecurityManagement


Security Management

IT Security Management

The objective of IT Security Management is to control the provision of information and to prevent unauthorized use of information. It is an essential quality aspect of management.


Security Management

Value of Information depends on:

• Confidentiality : Protecting information against unauthorized access and use

• Integrity: Accuracy, completeness and timeliness of the information

• Availability: Accessible at any agreed time


Security Management

Maintain

Evaluate Implement

Plan

Control

Reporting(as per SLA)

Service Level agreement(security chapter)

IT Service Provider ImplementsSLA Security requirements

Customer defines business requirements



IT FinancialManagement


Financial Management


The objective of the Financial Management process is the sound management of monetary resources in support of organizational goals. It ensures that activities engaged to meet the requirements defined in service level management are justified from a cost and budget standpoint.



Service depends on:

• Quality – Capacity, Availability, Performance, Disaster Recovery, Support

• Cost – Expenditure and Investment

• Customer Requirements – Business Needs



Cost Types:

Materials - Equipment Costs Unit (ECU)Software Cost Unit (SCU)

Labor - Organization Cost Unit (OCU)

Overhead - Accommodation Cost Unit (ACU)Transfer Cost Unit (TCU)Cost Accounting (CA)



Financial Management is implemented through:

• Budgeting

• Accounting

• Charging

• Reporting



Charging:

Charging is an effective tool to encourage users to use the IT resources more carefully as well as a cost recovery activity for the IT services provided.



Charging Policy:

• Communication of Information

• Pricing Flexibility

• Notional Charging



Rate :

• Decide the objective for charging

• Determine Direct and Indirect costs

• Determine market rates

• Analyze the demand for services

• Analyze the number of customers and the competition



Pricing :

• Cost Plus

• Going Rate

• Target Return

• Negotiated Contract Price



Reporting :

• IT services expenditure per customer

• Difference b/w actual and estimated expenditure

• Charging and accounting methods

• Disputes about charges, with causes and solution


Questions


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