IT Service Management-Best Practices For Support Management

TEAM MEMBERS CHETNABA BHALGARIA 02 PIYUSH JAGWANI 11

IT SERVICE MANAGEMENT MODEL

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Why choose IT SERVICE MANAGEMEN

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ITIL V3
Provides a framework with which you can identify,

record, and control all objects in IT infrastructure. Most widely accepted approach to ITSM in the world. Is a lifecyle-based approach with 5 stages It is aimed at delivering a set of services to achieve defined business outcomes.

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 ITIL core consists of 5

documents Describes different aspects of providing Service Management The 5 documents are 1. Service Strategy 2. Service Design 3. Service Transition 4. Service Operation 5. Continual Service Improvement
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ISO 20000
It comprises of 10 sections: 1. Scope 2. Terms and Definitions 3. Requirements for a Management System 4. Planning and Implementing Service Management 5. Planning and Implementing New or Changed Services 6. Service Delivery Process 7. Relationship Processes 8. Control Processes 9. Resolution Processes 17-04-2013 10. Release Process

Advantages Of Using Best Practices

Reduced costs Improved IT services through the use of proven

best practice processes Improved customer satisfaction through a more professional approach to service delivery Standards and guidance Improved productivity Improved use of skills and experience Improved delivery of third party services through the specification of ITIL or ISO 20000 as the standard for service delivery in services procurements.
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ITIL Users
ITIL has been adopted by hundreds of organisations worldwide. These include:
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Microsoft IBM Barclays Bank HSBC Guinness Procter & Gamble British Airways Ministry of Defence Hewlett Packard NASA Disney

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De-facto global standards of IT service management best practices

Process oriented

Customer focused
Based on best practices Common language Effective expectation management Fact based decision making Optimum service against justifiable cost Independent of organizational structure Vendor and technology independent

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Continual Service Improvement

Service Design

Service Operation

Service Strategy

Service Transition

Service Reporting,

Availability Management

Incident Management

Service Portfolio Management and

Change Management

Capacity Management Service Measurement and Continuity Management Financial Management.

Release Management

Problem Management Configuration Management and

Service Level Management.

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Security Management.

Request Fulfilment.

Service Knowledge Management.

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Continual Service Improvement

Focuses on how to create and maintain value by

continual improvement to the quality of the services that an IT organization delivers to a business or customer. Important topics include 1. Service Reporting, 2. Service Measurement and 3.Service Level Management.

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Service Design
Focuses on how to design, develop, improve, and

maintain value over the lifecycle of services and Service Management processes. Gives guidance on how to convert strategic objectives into services and service assets. Important topics include 1. Availability Management 2. Capacity Management 3. Continuity Management 4. Security Management.
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Service Operation
Focuses on the activities required to manage

service operation and to achieve effectiveness in the delivery and support of services as defined in Service Level Agreements with the customers. Important topics include 1. Incident Management 2. Problem Management and 3. Request Fulfilment.

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Service Strategy
Focuses on how to design, develop, and

implement Service Management both as a service and as a strategic asset. Gives guidance on how to improve the alignment between your Service Management capabilities and your business strategies. Important topics include 1. Service Portfolio Management and 2. Financial Management.

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Service Transition
Focuses on how to transition new or updated

services into operation. Gives guidance on how to control the risks of failure and disruption and prevent undesired consequences while still allowing innovation. Important topics include 1. Change Management 2. Release Management 3. Configuration Management and 4. Service Knowledge Management.
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Problem Management:
A Problem is defined as the unknown

underlying cause .
Problem Management aims to Stabilize IT

Services through Minimizing the consequences of incidents Removal of the root causes of incidents Prevention of incidents and problems Prevent recurrence of incidents related to errors Both reactive process and proactive process.
E.g. mail server not responding to incoming or outgoing messages, and the root

cause is identified as power has been lost because the server was accidentally unplugged due to other servers being un-plugged and relocated to another part of the building.

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Guidelines For The Problem Management Processes:

Problem Management that allows to find, fix, and prevent problems in the IT infrastructure, processes, and services.

Problem Management prevents problems and their resulting incidents,

eliminates recurring incidents, and minimizes the impact of those incidents that cannot be prevented.
It maximizes system availability, improves service levels, reduces costs, and

improves customer convenience and satisfaction.

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Benefits of problem management:

Improved service quality and reliability:
As incidents are resolved, information about their resolution is captured. This information is used to identify and quickly resolve future similar incidents, and then to identify and fix the root cause of those incidents

Functions both reactively and proactively:

Reactive Problem Management resolves situations related to incidents. Reactive Problem Management is generally executed as part of Service Operation, and is based on incident history. Proactive Problem Management identifies and solves issues and known errors, before incidents occur. By actively preventing incidents, instead of just reacting to them, an organization provides better service and higher efficiency.
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Problem Management Application:

The Problem Management application helps to minimize the effects of incidents

caused by errors in the IT infrastructure.

Problem Management helps to prevent these errors from recurring. With Problem Management, the appropriate people can identify known errors,

implement workarounds, and provide permanent solutions.

It enables to identify errors in IT infrastructure, record them, track the history,

find resolutions for them, and prevent their recurrence.

Problem Management leads to a reduced volume of incidents as well as saved

time and money.

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Problem Management process

The Problem Management process includes the activities required to identify and classify problems, to diagnose the root cause of incidents, and to determine the resolution to related problems.

It is responsible for ensuring that the resolution is implemented through the appropriate control processes, such as Change Management.

Problem Management includes the activities required to prevent the recurrence or replication of incidents or known errors.

It enables to form recommendations for improvement, maintain problem, and review the status of corrective actions.

Proactive Problem Management encompasses problem prevention, ranging from the prevention of individual incidents to the formation of higher level strategic decisions.

Problem prevention also includes information given to customers for future use. This information reduces future information requests and helps to prevent incidents caused by lack of user knowledge or training. 17-04-2013 21

Change Management
Not every change is an improvement, but every improvement is a change.
Is responsible for managing changes introduced in the IT environment

Ensures that standardized methods and procedures are used

Aims to minimize the impact of change-related incidents and improve

day-to-day operations with minimum disruption to IT Services.

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Guidelines for the Change Management processes

Use standardized methods and procedures to ensure efficient and

prompt handling of all changes.

Record all changes to service assets and configuration items (CIs) in the Configuration Management System (CMS)

Optimize overall business risk.

Respond to customers changing business requirements maximizes value and reduces incidents, disruptions.

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Configuration Management Overview

Provides a logical view of the components of all services. This process is

responsible for maintaining information about Configuration Items (CI). A CI is any component that needs to be managed in order to deliver an IT Service.
The CI information is managed in the CMDB Configuration Management

Database and records the attributes and relationships with other CIs, processes, and services.

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Benefits of Configuration Management

Accommodates changes to and reuse of standards and best practices. Significantly reduces incident resolution time by using a central repository for

critical infrastructure data that can be accessed by other applications.

Includes configuration grouping and business relationships. Enables you to meet business and customer control objectives and requirements. Minimizes the number of quality and compliance issues caused by improper

configuration of services and assets.

Optimizes the use of service assets, IT configurations, capabilities, and

resources.
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 A more careful consideration of availability will

instead address the question of what is necessary to provide adequate availability in the first place, and to protect it continually from there on. In that light, there should be a discussion of the dependencies underlying a successfully available service. This is the reason for ITIL positioning Availability Management in the broader Service Design phase of the service lifecycle.

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The question for management is what does the service rely upon, in order to have the required levels of availability? The goal of the Availability Management process (or track) is to optimize the collective factors that establish the availability, at a justifiable cost to the business. Availability Management process seeks to identify a streamlined but complete combination of these instruments and roles, to allow for fast response to availability issues while capturing higher quality information about what should be making a 17-04-2013 positive difference.

Moni tor Servi Monitor Services ces Meth Methods/Techniques ods/ Tech niqu es

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Continuity Management
The goal of ITSCM is to support the overall Business Continuity Management process by ensuring that the required IT technical and service facilities (including computer systems, networks, applications, data repositories, telecommunications, environment, technical support and Service Desk) can be resumed within required, and agreed, business timescales.

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Stage 1 Initiation
Policy setting Specify terms of reference and scope
Allocate resources Define the project organization and control structure

Agree project and quality plans

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Requirements

Strategy

Stage 2

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Stage 3 Implementation

Emergency Response Plan

Damage Assessment Plan

Salvage Plan

Vital Records Plan

Personnel Plan

Security Plan

Accommodation and Services Plan

Crisis Management and Public Relations Plan

Communication Plan

Finance and Administration Plan

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Stage 4 Ongoing operation

Education, awareness and training
Review Testing

Change Management
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 The Release Management process works by

providing a consistent framework for defining and creating new services, and ensuring that the correct versions of tested and approved software are implemented on a day-to-day basis (that is, after initial rollout).

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Release planning

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Release rollout

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Relationships with other processes

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CAPACITY MANAGEMENT

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Capacity Management

To ensure that cost-justifiable IT Capacity always exists and that it is matched to current and future identified needs of the business It efficiently deploys the resources of IT organization and guarantees the performance of the services.

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Capacity Management - Goals

Balancing Act. Cost against Capacity Supply against Demand To achieve Service Levels at the Right Time

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Capacity Management Activities/Responsibilities

Business Capacity Management Current and future Business requirements

Service Capacity Management management of existing IT Services

Resource Management monitoring & measuring of IT infrastructure components Capacity Management Database (CDB)

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Inputs and Outputs Capacity plans and reports

Business data Service data Technical data Financial data Utilisation data

Capacity DataBase (CDB)

Management Reports

Technical Reports

Capacity Plan

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SERVICE LEVEL MANAGEMENT

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Service Level Management

To maintain and gradually improve IT Service quality

through a constant cycle of

Agreeing Monitoring

Reporting
upon IT service achievements and instigation of actions to eradicate poor service in line with business or cost justification.

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Service Level Management Goals

Business-like relationship between customer and supplier Improved specification and understanding of service requirements Greater flexibility and responsiveness in service provision Measurable service levels Quality improvement (continuous review)
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Service Level Management Responsibilities

Service Catalogue Service Level Requirements Service Level Agreement Customer relationship management

Service Level Management

Operational Level Agreements & Contracts

Service Improvement Programs Monitor, Review & Report Service Quality Plan

Service Specsheet

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Benefits of Service Level Management

Designed to meet service level requirements

Focused on key business areas

Clear and consistent expectation of the required level of service Identification of weak areas

Demonstration of value of Money for customers

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Financial Management

To be able to account for the spend on IT Services, attribute the costs to the services delivered to the Organization's Customers and manage the costs.

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Financial Management Activities

Budgeting
Predict and control IT spend

IT Accounting
Identify Cost by customer, service, activity

Charging
Bill customer for services

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Budgeting
Ensuring that the correct monies are set aside for the provision of IT services Key influence on strategic and tactical plans Budget could have Limits on capital and operational expenditure Limits on variance between actual and predicted spend Guidelines on how the budget must be used An agreed workload and set of services to be delivered Limits on expenditure outside the enterprise or group of enterprises
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IT Accounting
Base decisions on assessments of cost-effectiveness, service by service Make more business-like decisions about IT services Provide information to justify IT expenditures & investments Plan and budget with confidence Demonstrate under- or over-consumption of service in financial terms Understand the costs of not taking advantage of opportunities for change
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Types of Costs
Fixed Costs fixed for a reasonable period of time Variable Costs that will vary with usage or time

Period

Usage

Direct Costs that can be directly allocated Indirect Costs apportioned across a number of Customers

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Cost of Ownership

Capital Assets that are depreciated over time Operational Day to day running costs

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Charging

Recover from customers the full costs of the IT services provided in a fair manner Ensure that customers are aware of the costs they impose on IT and influence customer behavior Demand Management Make formal evaluations of IT services and plan for investment based on cost recovery and business benefits

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Benefits of Financial Management

Accurate cost information support IT investment decisions determine cost of ownership for services

Efficient use of IT resources throughout the organization

User Awareness
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