Singidunum - Uvod u ITIL i njegovu prakticnu primenurepository.singidunum.ac.rs/old_data/fir/files/vesti/UvoduITIL... · Service Management and ITIL ... Government Information Technology

© 2011 IBM Corporation

Branko TadićIBM Tivoli EAM/ITSM Tech Sales Specialist, CEEIBM Service Management Solution Architect (SMSA)

Uvod u ITIL i saveti za njegovu praktiUvod u ITIL i saveti za njegovu prakti ččnu primenunu primenu

Poslovni informacioni sistemi

Projektovanje informacionih sistema 28.03.2011.

2 © Copyright IBM Corporation 2011

Agenda

�Part I Introduction to Svc. Mngmt and ITIL (20 min)

�Part II Closer look at selected ITIL processes (30 min)

�Part III Typical Engagement Methodology (10 min)

�Part IV ITUP Demo (20 min)

�Part V Service Management Simulator (20 min)

�Q & A


Good Service is delivering to the customers expecta tion (or better)

Polite waiterWine cellar

Fresh ingredients

Clean tablecloth

High Hygiene

…


Terminology is key in service provider / customer dialog


Don’t ever expect the same menu, taste, cooking met hod etc.

Customers are different.Service provides are different.

Delivered Services are different.But they all (nearly) share common best practice .


Quality is all about “Managing customer expectations”


Two cold meals per days. As bad as the law permits. Complaints not permitted.

Three daily meals with wine. Everything is a bid shabby and the food is somewhat of a diet kick starter.

A little more of everything, but not very comfortable.

At this level you could consider to invite wife and kids.

Solid middleclass.

International first class hotels. Bath and Balcony included.

Here you can invite your secretary.

Please remember the Mrs. mink coat.

Honest Hotel descriptions


Value added Services

Mini bar

Fast checkout

Pay TV

Room service

Primary Service

Services / Process

Hotel Night

Swimming Pool

Casino


Service Catalog Definition

� Product Catalog vs Service Catalog vs Technical Catalog


Service Catalog Definition

� A Well defined Service Catalog offering is:

- Defined according to customer’s needs and understanding of the service

- Repeatable

- Specific (content, delivery method, deadlines, price, effort ...)

- Sustainable (financially justified based on demand information)

- A simple example: EMAIL


Real Life example

Is it:

� Quantified?

� Orderable?

� Documented?

� Financially sustainable?

� ...

� Lesson Learned:

Start from the customer’s prospective

Service Management and ITIL

System LayerSystem Layer

Middleware LayerMiddleware Layer

Application LayerApplication Layer

Series

Network & Device

Layer

Network & Device

Layer

Service ABC

Lines of Business

BusinessService 1

BusinessService 2

BusinessService 4

Service visibility and intelligence is vital

IT Infrastructure alignment to Services

Service Management and ITIL

Service ABC – Statistics for 1 month(SLA Threshold is 99.9% availability)

Composite Effect/ User Experience 105.50 99.750

“We are meeting

our Service Levels”

“The business cannot

sustain these outages”

Series

IT Perspective

Series

Business

Perspective

IT Alignment to Services

Service visibility and intelligence is vital

Component Downtime % Availability

(min : secs)

Microsoft IIS Server 0:00 100.000

Microsoft SQL Server 4:32 99.990

Microsoft Windows Server 7:54 99.982

Lotus Domino AIX Server 6:00 99.986

IBM AIX MQ Server 0:00 100.000

Apache Web Server 8:64 99.980

No Good Switch 69:12 99.840

CISCO Switch 9:88 99.977


The history behind ITILone contributor to Best practice service management

v1 v2 v3

V1: GITIM, Government Information Technology Infrastruc ture Management.

> ITIL, Information Technology Infrastructure Libra ry

V3> ITIL ®

30+ books

10 books

2 stood out

5 core books


The ITIL V3 publications are aligned with a service lifecycle

ITIL Publications Structure

� Core

- Introduction to the ITIL Service Lifecycle

- Five books

• Service Strategy (SS)

• Service Design (SD)

• Service Transition (ST)

• Service Operation (SO)

• Continual Service Improvement (CSI)

� Complementary Publications

- Support for particular market sector or technology

� Web

- Value added products, process maps, templates, studies

ServiceTransition

Continual ServiceImprovement

Continual Service

Improvement

Continual Service

Improvem

ent

ServiceOperation

ServiceDesign

ServiceStrategies

ITIL

Governance MethodsStandards Alignment

Case S

tudiesT

emplates

Scal

abili

ty

Quick Wins

Qualifications

Study Aids

Knowledge &

Skil

ls

Spe

cial

ty T

opic

s

Executive Introduction

ServiceTransition


Continual Service

Improvement

Continual Service

Improvem

ent

ServiceOperation

ServiceDesign

ServiceStrategies

ITIL

ServiceTransition


Continual Service

Improvement

Continual Service

Improvem

ent

ServiceOperation

ServiceDesign

ServiceStrategies

ITIL


Case S

tudiesT

emplates

Scal

abili

ty

Quick Wins

Qualifications

Study Aids

Knowledge &

Skil

ls

Spe

cial

ty T

opic

s



Case S

tudiesT

emplates

Scal

abili

ty

Quick Wins

Qualifications

Study Aids

Knowledge &

Skil

ls

Spe

cial

ty T

opic

s



ITIL v3 Service Lifecycle

Strategy Design Transition Operation Continual Improvement

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

Transition Planning & Support

Change Management

Service Asset and Configuration Management

Release & Deployment

Service Testing and Validation

Evaluation

Knowledge Management

Deployment, Decommission & Transfer

Monitoring & Event Mgmt

Incident Mgmt

Request Fulfillment (standard changes)

Problem Mgmt

Access Mgmt

Measurement & Control

Service Measurement

Service Reporting

Process Assessment & Analysis

Service Level Management

Improvement PlanningRisk Management

Processes & disciplines

Functions

Organizational Change & Communications

Service Desk

Technology Management

Application Management

IT Operations Management

Facilities Management

34

5

“around 27 processes”


Service Strategy Processes

Service Lifecycle Processes

Service Design Processes

Service Transition Processes

Service Operation Processes

Continual Service Improvement

ProcessesIT Financial management

Service Portfolio Mgmt Service Level management

Capacity Management

Demand Management

Strategy Generation

Availability Management

Service Continuity Management

Information Security Management

Supplier Management

Change Management

Service Asset and Configuration Management

Transition Planning & Support

Release & Deployment Management

Event Management

Knowledge Management

Service Validation & Testing

Evaluation

Request Fulfillment

Operation Management

Incident Management

Problem Management

Service Lifecycle Governance Processes Service Lifecycle Operational Processes

Service Catalog Management

Access Management

Service Reporting

Service Measurement

Service Improvement


Part II – Most commonly implemented ITIL Processes

ISO 27000 Processes

� Incident Management

� Problem Management

� Change Management

� Configuration Management

� Release Management

� Service Level Management

� Financial Management

� Capacity Management

� Security Management

� IT Service Continuity and Availability Management

� Supplier Relationship

� Customer Satisfaction

� Stakeholder Requirements


Incident Management

� An incident is an unplanned interruption to an IT s ervice, or a reduction in the quality of an IT service. Failure of a configuration item that has not yet impacted service is also an incident.

� The purpose of Incident Management is to restore no rmal service as quickly aspossible, and to minimize the adverse impact on bus iness operations.

� KPI examples: Number of: Severity 1,2... incidents (total and by category), incorrectly categorized/escalated, resolved by workarounds, reopened, logged, resolved, escalated; surveys sent, average survey score, queue time; avg time to restore per severity/category

� Lesson learned: Standardize common requests; allow Service Desk staff to easily distinguish between Incidents, SRs, Problems. Rely on Event management for automation.


Problem Management

� A problem is a cause of one or more incidents. The cause is not usually known at the time a problem record is created, and the problemmanagement process is responsible for further invest igation.

� The key objectives of Problem Management are to pre vent problems and resulting incidents from happening, to eliminate re curring incidents and to minimize the impact of incidents that cannot be prevented.

� KPI examples: Number of: repeat incidents, existing Problems, Known Errors; Average time for diagnosis of Problems, resolution of Known Errors; Number of open Problems, open Known Errors, repeat Problems, Major Incident/Problem reviews

� Lessons learned: Keep Incident and Problem management separate!


Change Management

� A Service Change is the addition, modification or r emoval of an authorised, planned or supported service or service component an d its associated documentation.

� The purpose of the Change Management process is to ensure that standardizedmethods are used for the efficient and prompt handl ing of all changes, that allchanges are recorded in the Configuration Managemen t System and that overall business risk is optimized.

� KPI examples: Number of RFCs processed/rejected, unauthorized changes detected, implemented on schedule, requiring reschedules, marked as URGENT, not tested prior to implementation, without business case, bypassing CAB, Number of SEV1/2 incidents caused by RFC implementation, Number of RFCs without a backup strategy

� Lessons learned: Allow for change of the change process. Start small by recording all changes, then increase % of managed ones.


Asset and Configuration Management

� SACM supports the business by providing accurate in formation and control across all assets and relationships that make up an organization’s infrastructure.

� The purpose of SACM is to identify, control and acc ount for service assets and configuration items (CI), protecting and ensuring t heir integrity across the service lifecycle.

� KPI examples: Number of: Configuration Items logged and tracked, CIs with attribute failures, CI changes, new CIs, deleted CIs, frequency of reconcilliation missmatches, incidents caused by inaccurate configuration data, Percentage of Services tracked with Configuration Items versus known products and services

� Lessons learned: Start small and build up on Configuration Management System / CMDB, cover essential services fully first, then expand – a lot of maintenance required!


Service Level Management

� SLM negotiates, agrees and documents appropriate IT service targets with the business, and then monitors and produces reports on delivery against the agreed level of service.

� The purpose of the SLM process is to ensure that al l operational services and their performance are measured in a consistent, professio nal manner throughout the IT organization, and that the services and the reports produced meet the needs of the business and customers.

� KPI examples: Customer satisfaction score/rating, Avg time to implement SLAs, Number of SLAs in renegotiation/requiring change, Number of SLA issues logged, Number of SLA targets missed, Number of SLA targets threatened, Current cost per customer for delivery of services, Percentage improvement in delivery cost per customer

� Lessons learned: SL management requires thorough preparation and ability to consistently measure all elements of a specific service (not just IT metrics!)


Release and Deployment Management

� Release and Deployment Management covers the whole assembly and implementation of new/changed services for operatio nal use, fromrelease planning through to early life support.

� The goal of the Release and Deployment Management p rocess is to assemble and position all aspects of services into production and establish effective use of new or changed services.

� KPI examples: number of Releases implemented: on time/late, with/witout RFC or proper testing, using standard/non-standard components, licensed/unlicensed, # of incidents caused, # of successful/failed releases

� Lessons learned: Involve business lines in Release Planning and management

25© Copyright IBM Corporation 2011

IBM Tivoli Software

28-03-2011

Theory vs. Practice

Part III: Typical engagement methodology


IBM Tivoli Software

5 step Engagement methodology

CIO Sponsorship is absolutely essential!

1. Define processes in scope– the processes in scope for ISO 20000 is typically a good start

2. 4 group interviews with 2-3 hours with each group – 2 days onsite- each interview covering 3-6 processes- every interviewee to fill in 2 surveys

3. Interview no. 5 with the CIO on the last day,- gives possibility to immediately hint key findings

4. Allow one to two weeks of internal IBM processing and preparation of the executive presentation

5. 3 hour executive presentation (CIO to decide audience) – presentation will cover:

� Observations & Recommendations per process in scope

� High level plan / phases


IBM Tivoli Software

ITUP ITUP

ITUPITUP


IBM Tivoli Software

The quick survey “Importance vs. ability”

� Anonymous

� Low complexity – brief definitions

� Simple 1-5 ratings

� No introduction

� Quick, shoot from the hip

� Provides a snapshot in time.


IBM Tivoli Software

Importance vs. abilityAbility

Importance

Importance low / ability high

Importance high / ability low

Importance High / Ability high

Importance low / ability low

Bureaucracy &

lack of business understanding

motivated to change

focus on continuous

improvement to keep position

indications of resignation


IBM Tivoli Software

IncidentService

Desk

PrioritiesAbility

Knowledge

Change

SLMProblem

Asset

ConfigRelease

AvailabilityPerformance

SecurityPortfolio

Storage

Importance

PRIORITY1. Incident

4. Knowledge

5. Change

7. Performance

and Service Desk

2. Service Level Management

3. Asset Management

and Problem

and Config

6. Release

and Availability

8. Security

9. Storage

10. Portfolio

11. Strategy

Problem and Knowledge Strategy


IBM Tivoli Software

Low hanging fruit

Dependencies

PrioritiesAbility

Importance

PRIORITY1. Incident

4. Knowledge

5. Change

7. Performance

and Service Desk


3. Asset Management

and Problem

and Config

6. Release

and Availability

8. Security

9. Storage

10. Portfolio

11. Strategy

Problem and Knowledge


IBM Tivoli Software

1. Change and Config

2. Release

3. Incident and Service Desk

4. Service Level Mgt - part1 "tactical“

5. Problem and Knowledge

6. Asset Management

7. Portfolio

8. Performance and Availability

9. SLM - part2 "business alignment“

Priorities

Suggested PRIORITYPRIORITY1. Incident

4. Knowledge

5. Change

7. Performance

and Service Desk


3. Asset Management

and Problem

and Config

6. Release

and Availability

8. Security

9. Storage

10. Portfolio

11. Strategy

Problem and Knowledge


IBM Tivoli Software

Presenting observations and recommendations

Observations� ……� ……

Recommendations• ……• ……

� The agreed order then drives the presentation of observations and recommendations for each of the processes

Suggested PRIORITY1. Change and Config

2. Release




6. Asset Management

7. Portfolio




IBM Tivoli Software

Priorities drives the Phases

time

Phase 1

Phase 2

Phase 3

Phase 4

Suggested PRIORITY




4. Change and Config

5. Release

6. Asset Management

7. Portfolio




Part IV: Tools we can use: Demo of ITUP


IBM Tivoli Software

The IBM Tivoli Unified Process (ITUP) provides our clients with detailed guidance on how to make ITIL actionable

� http://www.ibm.com/software/tivoli/features/it-serv-mgmt/itup/tool.html


IBM Tivoli Software

The need for Best Practice

There is confusion about ITIL, stemming from misunderstandings about its nature.

ITIL is, as the OGC states, a set of best practices .

The OGC doesn't claim that ITIL's best practices describe pure processes.

The OGC also doesn't claim that ITIL is a framework, designed as one coherent model.


IBM Tivoli Software

Is ITIL worth the effort? 2004 report by Bruton Consultancy , based on input from 125 companies

Summary of main conclusions

� Proof that the adoption of ITIL produces, for most of those who measure it, a real improvement in service levelsto the user base as customer.

� More than half of adopting companies measured a distinct improvement in customer satisfaction.

� ITIL benefits staff. Not only does their work competence increase, but so does their job satisfaction.

� The size of your company is no limitto or likelihood of your adopting ITIL or not. Size does not appear to make a difference. You can take up ITIL with just two people in the IT department.

� ITIL-based companies see one of the main benefits as being the unification of the whole of IT under common practices - but ITIL alone will not necessarily deliver this. The active participation of as many departments as possible is crucial.

� ITIL can be adopted exclusively within IT, without necessarily accounting for existing business practices and strategies.

� In nearly three quarters of cases, ITIL can be implemented with the same or ultimately fewer staff than at present.

� A fifth of adopting companies acknowledged that ITIL had indeed given them a competitive advantagein their company's market

� Despite all the processes mentioned in ITIL, it remains incomplete. Adopting companies found a need to add other processes beyond those described in the ITIL literature.

� There is no single way of 'being ITIL compliant'because the flexibility of the methodology renders the concept of 'compliance' irrelevant in an ITIL context.

� Two thirds of those using software to support ITIL adoption found that the software had to be customised even where the software was aimed at the ITIL market.

� ITIL is not a cure for all procedural ills or absences - its processes, though detailed, do not cover everything, as experienced implementers overwhelmingly agree.


IBM Tivoli Software

itSMF - www.itsmfi.org & www.itsmf.org.rs


IBM Tivoli Software

ITIL certification scheme

22 Points

required


IBM Tivoli Software

Part V: IBM Service Management Virtual Simulator

http://www-01.ibm.com/software/tivoli/features/sm-simulator/


IBM Tivoli Software

Q&A

� Pitanja?

� Kontakt:

BRANKO TADIĆ, [email protected]

� Dodatne informacije:

- http://www.itil-officialsite.com/

- http://www.itsmfi.org/

- http://www.servicemanagementcenter.com/

- http://iso-17799.safemode.org/ (ISO 27001-2 Wiki)

Documents

Singidunum - Uvod u ITIL i njegovu prakticnu primenurepository.singidunum.ac.rs/old_data/fir/files/vesti/UvoduITIL... · Service Management and ITIL ... Government Information Technology