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Overview
HP Global Delivery - AS
Satish Matukumalli
Objectives
Understanding
Understanding
relevance of Service
Management to your organization & customers
Gain
ITIL
implementation knowledge
Foundation Certification
Background
IT plays a critical role in satisfying business requirements.In
the current organization paradigm, IT provides essential
services for the organization to support its business. Beyond
the need to manage IT technology is the need to establish and
employ best practices processes to optimize IT services.
What is ITIL?
ISO 20000
Is
Defines
Is
IT Customer
Relationship
Management
Release Management
Change Management
Configuration Management
Service Delivery
Service Support
Problem Management
Incident Management
Capacity Management
IT Service
Continuity Management
Availability Management
Security Management
Service
Desk
CORE Processes
S
e
r
v
i
c
e
S
u
p
p
o
r
t
Availability Management
IT Service Continuity
Management
Capacity Management
IT Financial Management
Service Level Management
Configuration Management
Release Management
Change Management
Problem Management
Incident Management
S
e
r
v
i
c
e
D
e
l
i
v
e
r
Service Desk
Its
SPOC
Facilitate
Deliver
Provides
Drive
Responsibilities
Different Desks
Call Center
Handling large volumes of
calls and referring them to
other groups within
service provider
organization
Service desk
Help desk
Mainly resolving incidents,
as quickly as possible
Different Structures
Local Service Desk
Infrastructure cost
silo Mgmt
reporting
Language
Culture
Language &
culture
Physical presence
Incident ownership
Physical presence
User 1
User 2
User 3
LS
D
Second-line
support
Third-party
support
User
N
Location1
User
Location2
User
Location3
User
CSD
Second-line
support
Third-party
support
Location N
User
Location1
User
VS
D
Regional
Service Desk
Regional
Service Desk
Second-line
support
Location3
User
Location N
User
Regional
Service Desk
Regional
Service Desk
Third-party
support
Staff skill-set
Interpersonal Skills
Customer focused
Empathy
Service
Support
Incident
Management
any event which is not part of the standard operation of a service and which
causes, or may cause, an interruption to, or a reduction in, the quality of that
service.
Goals
Restore service to normal ASAP while
minimizing impact on business
Customer /
user
Incident
Detection and
Recording
Incident closure
Update user
regularly on the
status of incidents
Ownership,
monitoring,
tracking and
communicatio
n
Classification
and initial
support
Communicate to
user
Resolution and
recovery
Investigation
and diagnosis
Check the
application
Investigate / identify
the issue
Support
Lines
Service Desk is
referred to as First-line
support
Mostly reactive
process
Specialist support
groups other than
service desk are
referred to as Second /
third- line support
Incidents may be
assigned to specialist
groups that cant be
resolved immediately
If a third-party
organization is
involved in incident
resolution, incident
record updates should
be monitored closely
Third or n-line
support often includes
external suppliers
Escalatio
ns
Escalation is a
mechanism calling for
attention for timely
resolutions
Transferring incidents
from one line of
support to another is
Functional escalation
When the incident
resolution may likely
breach the SLA or
resolution is not
satisfactory,
Hierarchical
escalation takes place.
Infrastructure
/applications
Proble
ms
Identify
underlying cause
and discover
workaround
Solution into
production / Live
RFC
Known
Errors
Metrics
Number
Number
Number
of open incidents
Number
of backlog incidents
Number
Number
of proactive resolutions
Resolution
Cost
time Vs Effort
of solution
INCIDENT
Management
Fire
fighting
PROBLEM
Management
Fire
prevention
Problem
Management
Goals
To prevent recurrence of incidents
related to errors
To minimize the adverse impact of
incidents and problems on the business
that are caused by errors within the IT
infrastructure
Improve productive use of resources
Responsibilities
Problem Control
Error Control
Help incident
management on
major incidents
Management
information
Terminology
Problem
The unknown
root cause of one
or more incidents
Error
A problem for
which the
root cause is
known
Known Error
A problem for
which both
root cause
and a solution
Problem Control
Determine
the problem
Create
problem
record
Categorize
problems
Assign right
resources to
work
Investigate
& diagnose
To Error Control
Arrive at
error
Error Control
Determine
the Error
Record error
KEDB
Categorize
errors
Assign right
resources to
work
Investigate
& diagnose
Close known
error
Raise RFC
Arrive at
known error
Trend
Analysis
Target
preventive
action
How to prevent
problems from
happening again
How to prevent
that happening
next time
What was
done
correctly
Metrics
Number
Number
of proactive resolutions
Number
of RFC raised
Number
Number
Number
of KEDB updates
records
Configuration
Management
any event which is not part of the standard operation of a service and which
causes, or may cause, an interruption to, or a reduction in, the quality of that
service.
Goals
Account for all the IT assets and their
configuration details
Provide configuration details to other service
management processes
Provide strong foundation for incident, problem,
change and release management processes
Cross check configuration details against assets
and correct if found different
Responsibilities
Planning
Audit and
verification
Configuration
Management
Status
accounting
Identificati
on
Control
Configuration management
database
CMDB
Similar to a database
Contains CI s and their links
Can be searched for CI
details
Has links to other process
databases
Cover legal aspects related
to licenses
attributes
Required to deliver
services
Name
nested
CI
relationships
Attributes
Category
Location
Service Details
status
Unique
Naming
Appropriate
Suit the services provided
CI life cycle
Plan
Order
Procure
Build
Test
Productio
nMaintain
Archive
Configuration Baseline
Configuration
of a system established at
specific point in time
Serves
Also
Used
Metrics
Number
of CIs by Category
Number
Number
Numner
Number
Number
of CIs by CC/DU/BU/Region/Country
Number
of CIs by service
Change
Management
Goals
To ensure standard methods are used to
handle changes promptly and efficiently
To ensure changes are build effectively with
tolerable amount of risk
To minimize the impact of change related incidents
on service quality
Activities
Change
logging and
filtering
Allocation of
priorities
Change
categorization
Impact
analysis
Change
scheduling
Change
approval
Post
Implementation
review
Change
authorization
Change build
Change Testing
Change
Implementatio
n
Back-out
Will
CAB/EC
Change
Terminology
Forward Schedule of
Changes
SC is a change where
the necessary
approvals are obtained
in advance
Changes - Priorities
Low: A Change is justified and necessary, but can wait until the
next scheduled Release or upgrade. To be allocated resources
accordingly.
Metrics
Logged
CAB pending
Approved
Build
Test
Authorize
Implementation
Release
Management
Goals
Plan and oversee rollout of SW & HW
Design & implement distribution & installation
procedures
Ensure SW & HW changes are traceable
Work closely with Configuration Management &
Change Management during implementations
Activities
Release Policy
& Planning
Distribution &
Installation
Release
Management
Communication
& training
Rollout
planning
Release
acceptance
Types of release
DELTA
FULL
all CIs are
built, tested,
distributed
and
implemented.
DSL
one or more
software libraries or
file-storage areas
DH
S
Back-out Plan
Metrics
No
of releases
Major
Minor
Hot fixes
patches
No
Schedule
Effort
variance
variance
Service
Delivery
Service Level
Management
Goals
Maintain and improve IT Service quality.
Responsibilities
Produce
and
maintain
service
catalogue
Manage
Customer
relationsh
ip
Responsible for
establishing,
reviewing and
revising Contracts
SLA, OLA & UC
SLM
Service
Improveme
nt
Programs
Monitor, report
and review
service levels
Service
Quality Plan
Multi-level SLAs
Corporate Level
covering all the generic SLM issues
appropriate to every Customer
throughout the organization.
Customer Level
covering all SLM issues relevant to
the particular Customer group,
regardless of the service being
used.
Service Level
covering all SLM issues relevant to
the specific service, in relation to
this specific Customer group (one
for each service covered by the
SLA).
Contracts
Between service
provider organization
Support teams and
internal departments
Between Customer
and service
provider
organization
Service provider
Organization
Between service
provider organization
and 3rd party
suppliers
SLA Elements
Introduction
Service hours
Support terms
Service levels reporting and
reviewing
Change procedures
Escalation mechanisms
IT Service Continuity and security
Charging
Incentives and penalties
Availability
Reliability
Throughput
Transaction response times
Batch turnaround times
Service Improvement
Programme
Metrics
Number
Number
of SIP
Initiated
WIP
Completed
Number
Number
duration
Customer
satisfaction index
a) SLR
b) OLA
c) SLM
IT Financial
Management
Goals
To provide cost-effective stewardship of the IT
assets and resources used in providing IT Services.
To be able to account fully for the spend on IT
Services and to attribute these costs to the services
delivered to the organization's customers.
To assist management decisions on IT investment by
providing detailed business cases for Changes to IT
Services.
Concepts
Budgeting
Budgeting
Predicting
Predictingand
andcontrolling
controllingthe
thespending
spendingof
ofmoney
moneywithin
withinthe
the
organization
organizationand
andconsists
consistsof
ofaaperiodic
periodicnegotiation
negotiationcycle
cycleto
toset
set
budgets
budgetsand
andthe
theday-to-day
day-to-daymonitoring
monitoringof
ofthe
thecurrent
currentbudgets
budgets
Accounting
Accounting
Set
Setof
ofprocesses
processesthat
thatenable
enablethe
theITITorganization
organizationto
toaccount
accountfully
fully
for
forthe
theway
wayits
itsmoney
moneyisisspent
spent
Charging
Charging
Set
Setof
ofprocesses
processesrequired
requiredto
tobill
billcustomers
customersfor
forthe
theservices
services
supplied
suppliedto
tothem
them
IT Finance Cycle
Business IT
requirements
IT operational
plan (Inc
budgets)
Cost analysis
(Accounting)
Charges
$
$
$
Financial
targets
Costing
models
Charging
policies
Budgeting
Process of
ensuring the
correct monies
are available for
the provision of IT
services.
Minimize the
risk of
overspending
Monitor and
control
performance
against
predefined
targets
Ensure the actual
spends can be
compared
against predicted
IT Accounting
Provides cost
details of
providing services
to meet business
requirements
Track actual
costs against
budgets
Includes
budgeting
guidelines
charging policies
investment
guidelines
Provides details
to justify the IT
investments and
expenditure
Hardware
People
Operating systems
Scheduling tools
Applications
Databases
Effort tracking tools
Monitoring tools
Analysis packages
Servers
Disk Storage
Peripherals
WAN
PCs
Workstations
Laptops
Payroll costs
Perquisites
Relocation
costs
Overtime
Consultancy
External Service
Accommodatio
n
Transfer
Security services
Disaster recovery
options
Outsourcing services
HR overhead
Office space
Storage
Secure areas
Utilities
Internal
charges from
other cost
centers within
the organization
Corporate software
license
Out-of-hours coverage
Server maintenance
contract
Invested in
purchasing fixed
assets
Computer equipment
Software
Buildings
Day-to-day costs of
running IT services
Staff cost
Software license fee
Electricity, water, gas
Consumables
Equipment re-location
Fixed
Variable
Direct
Indirect
Capital
Operation
al
Directly attributed to
a single Customer or
group of Customers
Excessive usage of
server by a single
customer
Apportioned across
multiple customers
Cost of operations staff
Charging
make formal
evaluations of IT
Services and plan
for investment
based on cost
recovery and
business benefits
Has to be
simple, fair and
realistic
Influences
customer
behavior
Charging options
No Charging
This form is used
for
communicating
the cost involved
in delivering the
service
Notional
Charging
Pricing methods
Deciding factors
Demand for the service in the market
Choice of the service availability outside
Legal, regulatory and tax issues
Exercise 8
Q1 Explain the benefit of Notional charging
Q2 What do you mean by differential
charging?
Q3 Give a couple of examples for all Cost
elements
Capacity
Management
Goal
Sub processes
Business
Capacity
responsible for
ensuring that the
future business
requirements for IT
Services are
considered,
planned and
implemented in a
timely fashion.
Service
Capacityfor
responsible
ensuring that the
performance of
all services, as
detailed in the
targets in the
SLAs and SLRs, is
monitored and
measured
Resource
Capacity for
responsible
ensuring that all
components
within the IT
Infrastructure
that have finite
resource are
monitored and
measured
Proactive tasks
Activities
Monitoring
Analysis
Tuning
Implementation
Demand
Management
Modeling
Application
Produce
Sizing
Capacity Plan
Tuning
The
Techniques
Balancing workloads
Balancing disk-traffic
Efficient use of memory
Application Sizing
Objective
The
The
Demand Management
Objective
Influences
Short-term
Long-term
Modeling
Objective
Exercise 9
Q1 Describe demand management
Q2 What could be the content of CDB?
Q3 Differentiate CBD and CMBD
IT Service Continuity
Management
Goal
BC
M
Assets
Threats
Ri
s
k
s
m
e
a
s
u
r
e
s
Vulnerabilitie
s
Risk Assessment
CCTA Risk Analysis and Management Methodology
Risk
Recovery Options
Do nothing
Gradual recovery
Manual
workarounds
Intermediate
recovery
Reciprocal
arrangements
Immediate
recovery
Exercise 10
Q1 List out 3 important benefits of ITSCM
Q2 Describe various recovery options
Availability
Management
Goals
to optimize the capability of the IT Infrastructure,
services and supporting organization to deliver a
Cost effective and sustained level of Availability that
enables the business to satisfy its business
objectives .
Responsibilities
Gather,
Determine
Monitor
Monitor
Ensure
Create
Terminology
Availability
Maintainability
ability of an IT Service or
component to perform its required
function at a stated instant or
over a stated period of time
ability of an IT Infrastructure
component to be retained in, or
restored to, an operational state
Reliability
ability of an IT Service or
component to perform its required
function for a given period of time
Serviceability
describes the contractual
arrangements made with Third
Party IT Service providers.
Security
The Confidentiality, Integrity and
Availability (CIA) of the data
associated with a service; an
aspect of overall Availability
Resilience
ability of an IT Service or
component to keep working even
when one or more components
fail
R
e
c
o
v
e
r
a
b
i
l
i
t
y
Calculations
Availability % =
AST - DT
X 100
AST
AST Agreed Service
Time
DT Down Time
FaultTree
TreeAnalysis
Analysis
Fault
(FTA)isisaatechnique
techniquethat
that
(FTA)
canbe
beused
usedto
todetermine
determinethe
the
can
chainof
ofevents
eventsthat
thatcauses
causesaa
chain
disruptionto
toIT
ITServices.
Services.
disruption
CRAMMcan
canbe
beused
usedto
to
CRAMM
identifynew
newrisks
risksand
and
identify
provideappropriate
appropriate
provide
countermeasuresassociated
associated
countermeasures
withany
anyChange
Changeto
tothe
the
with
businessAvailability
Availability
business
requirementand
andrevised
revisedIT
IT
requirement
Infrastructuredesign.
design.
Infrastructure
SystemsOutage
Outage
Systems
Analysis(SOA)
(SOA)isisaa
Analysis
techniquedesigned
designedto
to
technique
provideaastructured
structured
provide
approachto
toidentifying
identifyingthe
the
approach
underlyingcauses
causesof
ofservice
service
underlying
interruptionto
tothe
theUser.
User.
interruption
TechnicalObservation
Observation
Technical
Post(TOP)
(TOP)isisaa
Post
prearrangedgathering
gatheringof
of
prearranged
specialisttechnical
technicalsupport
support
specialist
stafffrom
fromwithin
withinthe
theIT
IT
staff
supportorganization
organizationbrought
brought
support
togetherto
tofocus
focuson
onspecific
specific
together
aspectsof
ofIT
ITAvailability.
Availability.
aspects
R
e
s
t
o
r
e
I
n
c
i
d
e
n
t
MTTR
MTBF
Security
Availability
Confidentiality
Integrity
Exercise 11
Q1 Describe various Availability techniques
Q2 List the parameters of security
management
Q3 What do you mean by recoverability
Type
Hour duration
Passing
No
score 26 out of 40
negative marking
Online
/ Paper-based
References
OGC
Publications
Slide to be deleted before using this template for the first time
Version
No.
Version
Date
Prepared By
0.1
23 June
2006
Satish
Matukumalli
1.0
27 June
2006
Satish
Matukumalli
Reviewed
By
Approve
d By
Summary of
Change
Draft
PIF
No.
1374