Service Management Foundation - IBM - United States · PDF fileService Management Foundation ... effectiveness of ITSM processes Service Design Converts strategic objectives into portfolios

© 2008 IBM Corporation

Service Management FoundationFrom Best Practice to Implementation

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


Service Management Foundation



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



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)



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



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


Continua

l Serv

ice

Impro

vemen

t

Continual Service

Improvement

ServiceOperation

ServiceDesign

ServiceStrategies

ITIL

ServiceTransition


Continua

l Serv

ice

Impro

vemen

t

Continual Service

Improvement

ServiceOperation

ServiceDesign

ServiceStrategies

ITIL


Case StudiesTem

plates

Scal

abili

ty

Quick Wins

Qualifications

Study Aids

Knowledge &

Skills

Spec

ialty

Top

ics



Case StudiesTem

plates

Scal

abili

ty

Quick Wins

Qualifications

Study Aids

Knowledge &

Skills

Spec

ialty

Top

ics


ServiceTransition


Continua

l Serv

ice

Impro

vemen

t

Continual Service

Improvement

ServiceOperation

ServiceDesign

ServiceStrategies

ITIL


Case StudiesTem

plates

Scal

abili

ty

Quick Wins

Qualifications

Study Aids

Knowledge &

Skills

Spec

ialty

Top

ics


ServiceTransition


Continua

l Serv

ice

Impro

vemen

t

Continual Service

Improvement

ServiceOperation

ServiceDesign

ServiceStrategies

ITIL

ServiceTransition


Continua

l Serv

ice

Impro

vemen

t

Continual Service

Improvement

ServiceOperation

ServiceDesign

ServiceStrategies

ITIL


Case StudiesTem

plates

Scal

abili

ty

Quick Wins

Qualifications

Study Aids

Knowledge &

Skills

Spec

ialty

Top

ics



Case StudiesTem

plates

Scal

abili

ty

Quick Wins

Qualifications

Study Aids

Knowledge &

Skills

Spec

ialty

Top

ics




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?”



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



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



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



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



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



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



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



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


From Best Practice to Implementation



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?

• …………..



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



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



In addition to ITIL training, a well planned communications campaign helps instill awareness and cultural change



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




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



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.







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



Sample of Functional Architecture Design



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



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



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



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’s Accelerator Solutions for Tivoli delivers faster time-to-value

Awareness & Awareness & TrainingTraining AssessmentAssessment





ImplementationImplementationDetailed ToolDetailed ToolDesignDesign

Awareness& Training

Strategy& Plan

Design DetailedDesign

Implementation


Accelerator fast-tracks design and implementation



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


Putting things together…



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

Documents

Service Management Foundation - IBM - United States · PDF fileService Management Foundation ... effectiveness of ITSM processes Service Design Converts strategic objectives into portfolios