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  • These are the ones we’ve being using up to now ITU Been around for years, M.3010 was created in the early 80s, updated in the 90s More scientific approach rather than pragmatic It is from here that FCAPS is extracted M.3100 is generic network information model used by most large equipment vendors – Siemens, Alcatel, Motorola TMF Formed to create a practical, collaborative environment to resolve service provider problems in managing their network Created the TOM and it’s brother, TIM, to describe the framework (FAB), and processes required for integration and automation eTOM – the latest incarnation
  • These two appear to be the dominant process frameworks in the IT arena, we will be using them in the future ITIL Initiated by the CCTA (uk) CCTA is now part of OGC (uk) IT Infrastructure Library Documents and processes that describe service management best practice, focusing on Service support and Service Delivery Certification is available – will probably become a necessity for our business as the border between IT and telecoms begins to blur Doesn’t describe management systems but rather management processes CobiT CobiT – C ontrol ob jectives for I nformation and related T echnology Considered as a practical toolkit for IT governance Is business oriented Targets IT specifically but can be applied in the telecoms domain Describes best practice for the control of IT resources, specifically: Planning and Organisation Acquisition and Implementation Delivery and Support Monitoring
  • Integrated Services Management Shows the relationship of the models and where they fit There is some overlap between eTOM & M.3xxx And some relationship between ITIL and COBIT How could they be used by service providers? An SP can use COBIT to define their processes for the procurement of networking technology (new economy) and the OSS/BSS components Use ITIL for the management of services, both internal and external (define the services, how they’re to be managed)

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  • IT Operation to Global Standard Satit Prasitwuttivech Consultant Datacraft (Thailand) Ltd.
  • Agenda
    • International Standard
    • An introduction to ITIL
    • What drives change and what are the benefits?
    • The Framework
      • Service Delivery
      • Service Support
    • ITIL in Dimension Data
  • Recognise this? How it was supported How the customer was billed How the consultant described it How the programmer wrote it How the analyst designed it How the Sales Person understood it How the customer explained it How the project was documented What operations installed What the customer really needed
  • Management Standards & Frameworks (1)
    • ITU
      • International Telecommunications Union
      • Telecom specific – wireline and mobile
    • TeleManagementForum
      • A consortium of service providers and vendors
      • Created a process framework and technical architecture
  • Management Standards & Frameworks (2)
    • ITIL
      • IT Infrastructure Library
      • Focuses on the management of services
    • CobiT
      • C ontrol ob jectives for i nformation and related T echnology
      • Describes best practice for the control if IT resources
    • ITU – M.3xxx
    • - Physical Focus
    • Defines interfaces & functions
    • M.3400 focuses on functions
    • Recommended architecture for TMN
    • Recommended interfaces Q x CMIP
    eTOM - Extends M.3xxx - Process & Functional Architecture - Defines processes for providing services ITIL - Process Focus - IT Service management - Service level - Equates to COBIT Dxxx processes
    • C OBI T
    • -IT Infrastructure management focus
    • IT Governance
      • Planning
      • Investment
      • Projects
      • Quality
      • Delivery
      • Support
    ISM Sales Invoicing/ Collections Order Handling Problem Handling Customer QOS Management Customer Care Processes Service Planning and Development Rating and Discounting Service Configuration Service Problem Management Service Quality Management Service Development and Operations Processes Network Planning and Development Network Data Management Network Provisioning Network Inventory Management Network Maintenance & Restoration Network and Systems Management Processes Information Systems Management Processes Physical Network and Information Technology Network Element Management Processes Customer Customer Interface Management Processes
  • Introduction to ITIL
  • What it is
    • ITIL = IT Infrastructure Library
    • A comprehensive and consistent set of best practices for IT service management, promoting a quality approach to achieving business effectiveness and efficiency in the use of information systems
    • Commissioned by the British Government’s Central Computing and Telecommunications Agency (CCTA) to drive down IT costs and improve performance and efficiency in the 80’s
    • It is based on the collective experience of commercial and governmental practitioners worldwide
    • A framework of practices (guidelines), independent of organisation size or sector
    • A process-driven approach
    • It is Current (ITIL V3)
  • What it is not
    • Not a set of rigid rules, policies or a methodology
    • Not a maturity model
    • Not a religion
    • Not the answer to all business problems or process issues
    • Not just a set of diagrams / processes handed out by Management that people need to follow
  • What the Framework provides?
    • A common terminology (internal to Didata and with our Clients)
    • A more reliable and consistent approach to service delivery
      • Consistent global processes
      • Consistent global interfaces, look and feel
    • Clearer expectations and responsibilities
    • Increased productivity and accountability
    • Improved service availability
    • A more professional relationship with our clients / Vendors / Third Parties
    • Increased customer satisfaction and internal confidence
    • Reputation
  • Who uses ITIL
  • Where is it going?
    • Currently defined by the British Standard BS15000
    • Equivalent standards (based on BS15000) have been adopted in SA and AU
      • SANS 15000-1:2004 IT Service Management Part 1: Specification for Service Management
      • SANS 15000-2:2004 IT Service Management Part 2: Code of Practice for Service Management
      • AS8018
    • BS15000 standard is on the ISO standards fast-track
    • Expect publication of ISO 20000 some time during 2006
  • BS15000 Model Control Processes Configuration Mgmt Change Mgmt Automation Service Design and Management Processes Release Processes Supplier Processes Resolution Processes Incident Mgmt Problem Mgmt Business Relationship Mgmt Supplier Mgmt Release Mgmt Security Mgmt Service Level Mgmt Capacity Mgmt Availability & Service Continuity Mgmt Financial Mgmt Service Reporting
  • Agenda
    • An introduction to ITIL
    • What drives change and what are the benefits?
    • The Framework
      • Service Delivery
      • Service Support
    • ITIL in Dimension Data
  • Why do we need to change?
    • Current resource levels failing to meet business demands and too expensive
    • Current service perceived as poor or simply “Ok” by Clients (slow, inconsistent, unstable)
    • The need to reduce operational costs, increase accountability and benchmark ourselves (often raised by Auditors )
    • Major Incidents may highlight revenue impacting deficiencies in current service offerings
    • A natural progression of a maturing organisation
    • Support of strategic Business objectives and initiatives
    • Support of business integration , restructure, consolidation
  • Financial benefits
    • Improved usage of expensive skilled resources
    • Cost reduction easier to identify
    • Identify and remove the causes of service failure
    • Cost of unsuccessful changes reduced
    • Services are not over-engineered – designed to meet quality targets
    • Better management of capacity
    • Appropriate service continuity expenditure
    • Better cost justification of IT Infrastructure and services
  • Operational benefits
    • Transition from reactive to proactive
    • Client requests resolved more quickly
    • Reduction in the number of incidents
    • Intellectual capital captured, maintained and shared
    • Reduced dependency on key individuals
    • Major incidents handled more efficiently
    • Improved management of agreed service levels and workloads
    • Infrastructure risks and dependencies easier to identify
    • Reduced unavailability of Vital Business Functions
    • Reduction in the number of failed or unauthorised changes
  • Innovation benefits
    • Areas for improvement identified more quickly
    • Greater business flexibility through improved IT understanding of business drivers
    • Greater flexibility and adaptability in service provision
    • Faster response to market developments
    • Provides a framework for competitive benchmarking
    • Reduces costs associated with “reinventing the wheel”
  • Employee benefits
    • Roles and responsibilities are clearly defined and staff know what is expected of them
    • Improved Teamwork and Communication
    • Increased productivity and greater focus on business priorities
    • Increased motivation and job satisfaction
      • Less “Panic mode” / fire-fighting
      • Better resourcing
      • Better management expectations
      • Improved overall reputation of IT
  • Positioning: The Service Profit Chain
  • Comments from Gartner
    • IS organizations are being asked to make the most of what they have and still deliver cost management improvements. To meet these demands, many have turned to refinements and efficiency improvements through benchmarking, best practices, processes and standards analysis. The IT Infrastructure Library (ITIL) has been at the forefront of best-practice and process methodology . (Gartner, 2004)
    • Prediction: Twenty percent of large IT organizations will rely on IT process improvement to lower operational costs by 10 percent by year-end 2005 (0.9 probability), rising to 40 percent of large IT organizations by year-end 2007 (0.7 probability). (Gartner, 2004, G00124665)
    • Adoption of process- and service-based IT delivery capabilities will not only enable IT to better respond to regulatory compliance issues, lower costs and improve operational effectiveness ; these capabilities will also build competencies that can position IT to assume greater responsibility for business processes. (Gartner, 2004, G00124665)
  • Agenda
    • An introduction to ITIL
    • What drives change and what are the benefits?
    • The Framework
      • Service Delivery
      • Service Support
    • ITIL in Dimension Data
  • ITIL Jigsaw diagram Service Management Service Delivery Service Support The Business Perspective Planning to Implement Service Management Applications Management ICT Infrastructure Management Security Management The Business The Technology
  • The Service Delivery model Service Delivery - Providing quality, cost-effective IT services
  • Service Level Management
    • Objectives
      • Catalogued services
      • Services quantified with agreement from DD and Client
      • Internal and external metrics / targets are set and agreed
      • Service Measurement
      • Service improvement
    • Under-writes all other disciplines
    To manage the process of negotiating, defining and managing the level of IT services for the cost effective delivery of services that support the business goals of the organisation
  • Financial Management
    • Objectives
      • Account for all costs
      • Facilitate accurate budgeting
      • Provide financial information to enable better business decision making
      • Build a framework for cost recovery / charging
      • A basis for balancing cost, capacity and service requirements
    • Includes Budgeting, Accounting and Charging
    Accounting for the costs of providing IT service and recovering these costs from Clients in an equitable manner
  • Capacity Management
    • Objectives
      • Manage performance and throughput of IT services and supporting infrastructure
      • Tuning of resources for optimal performance
      • Understand and influence current and future demands
      • Forecast and plan requirements for service delivery
    • Business Capacity Management
      • Current and future requirements
    • Service Capacity Management
      • Delivery of existing services
    • Resource Capacity Management
      • Technology that underpins services
    Optimising the use of IT resources while meeting agreed service levels
  • Availability Management
    • Objectives
      • Ensure service availability where and when required and according to SLA
      • Ensure service availability is cost effective
      • Improve performance due to added resilience and redundancy
    • Focuses on Availability , Reliability , Maintainability , Serviceability , Security
    • Key activities
      • Availability plan
      • Defining targets and measurables
      • Monitoring
      • Reviewing
      • Investigating
    To ensure the delivery of IT services where, when and to whom they are required, by planning and building reliable and maintainable infrastructure and services
  • Availability Management process Availability Management Activities Output Input Business availability requirements Business Impact assessments Availability, reliability and maintainability requirements Incident and Problem data Configuration and monitoring data Service Level Achievements Availability and recovery design criteria IT Infrastructure resilience and risk assessment Agreed targets for availability, reliability and maintainability Reports of availability, reliability and maintainability achieved Availability monitoring Availability improvement plans
  • IT Service Continuity Management
    • ITSCM forms part of the organisational Business Continuity Management (BCM)
    • Objectives
      • Reduce vulnerability of the organisation by maintaining or preserving IT services
      • Reduce or avoid identified risks
      • Plan for the recovery of key IT services that support vital business functions
      • Transfer risk to third parties where appropriate
      • Reduce the impact of potential disasters
      • Prevent the loss of investor confidence
    • Strong focus on awareness, training, testing, change management, review and audit
    Managing the ability to continue providing a pre-determined and agreed level of IT Service following an interruption to the business
  • The Service Support model Service Support - Providing stability and flexibility for IT service provision
  • The Service Desk
    • Service Desk is a function
    • Objectives
      • Act as the communications interface between Dimension Data and the Client for the duration of the incident (Single point of contact)
      • Manage the accurate capturing of incident data
      • Coordinate activities to restore normal service
      • Support the Incident and Problem Management processes
      • Provide management information on the performance and quality of IT services
      • Provide operational support to the business (client)
    • Comprises
      • Contact Center component
      • Helpdesk (Remote support function)
    To restore normal service operation as quickly as possible and minimise adverse impact on the business, thus ensuring best possible levels of service quality
  • Positioning the Service Desk Security Incidents Network and Systems Incidents Technology 1 Incidents Technology 2 Incidents Technology 3 Incidents Security Support Network Support Technology 1 Support Technology 2 Support Technology 3 Support Service Desk Sales, Purchase, Contract and Account Management Support Management Information And Monitoring
  • Incident Management
    • Objectives
      • Prevent service level breaches through timely resolution of incidents
      • Assist Problem Management in identifying trends in incidents
      • Ensure all incidents are correctly detected and recorded
    • Incident = 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.
    • Service is restored by the fastest means available. This may be a temporary fix, e.g. swap the device
    • Usually SLA driven (e.g. service restoration metric)
    • Make use of Known-Error database and other Vendor data sources to determine resolution
    Restoring normal service operation as quickly as possible and minimising the adverse impact on business operations
  • Problem Management
    • Objectives
      • Reduce the overall number of IT incidents
      • Minimise the impact of incidents and problems on the organisation
      • Ensure that the correct level and number of resources are focused on problems
      • Manage information that will allow for better future resolution of incidents
      • Progress Problems to Known-Errors
    • Focus on determining and resolving the underlying cause of problems
    • Reactive and proactive components
    To minimise the adverse impact of incidents and problems on the business caused by errors in the IT infrastructure and to prevent the recurrence of incidents related to these errors Incident Problem Known Error Change Service Desk Incident Mgmt Problem Management Change Management Incident Control Problem Control Error Control Change Control
  • Configuration Management
    • Configuration Management Database (CMDB) is a virtual relational database
    • 4 Stages of Configuration Management
      • Plan
      • Identify
      • Control
      • Status accounting
      • Verify
    • Asset Management focuses on asset lifecycle management, whereas Configuration Management on its role in IT service provision rather than it’s cost
    To identify, control and audit the information required to manage IT services by defining and maintaining a database of controlled items, their status, lifecycles and relationships, and any other information required for cost effective IT Service management CMDB Incident Implement Change Problem Close
  • Change Management
    • Objectives
      • Manage the lifecycle of changes
      • Minimise the disruption caused by changes
      • Ensure that no unauthorised changes are implemented
      • Ensure changes are properly researched, planned and scheduled and that they are properly built and tested
    • A defined process for requesting changes
    • Process applies to hardware, software, documentation, processes, procedures
    • Approval includes Business, Technical and Financial components
    • A single change calendar (forward schedule of changes) is maintained across the organisation to minimise conflicting changes
    Controlling changes to the infrastructure or any aspect of services, with minimum disruption, through a formal, centralised process of approval, scheduling and control to ensure continued alignment to business requirements
  • Release Management
    • Key activities
      • Release policy, planning, design, build management and testing
      • Communication with Change Management and the Client
      • Audits of Configuration Items before and after the release
      • Storing and restricting access to controlled software
      • Installation of new / updated hardware
      • Release, distribution and installation of software
    • Defined release types, e.g. Packaged, Delta, Full
    Planning and overseeing the successful rollout of hardware and software, both from a technical and non-technical aspect
  • Release Management Activities Development Environment Controlled Test Environment Live Environment Configuration Management Database (CMDB) & Software Library Design & Develop Or order & Purchase software Distribute & Install Release Planning Release Policy Build & Configure The release Fit for Purpose testing Release Accept- ance Roll-out planning Communi- cate, Prep. & training Release Management
  • Summary of the ITIL Framework Business Continuity Users Customers Application Management Service Level Management Financial Management Performance & Capacity Availability Management Asset/Configuration Management Change/Task Management Security Release Management Incident Management Problem Management Service Desk Network & Operations Management Service Support Service Delivery Service Reporting Customer Supplier Relationship Are customers happy with the service. Do we understand their business needs Have we enough machines & resources to deliver required business services What services & related infrastructure components are critical to the business. How quickly can we restore key services in the event of a disaster I we meeting agreed service targets with customers. Are engineers turning up on time What business services have been unavailable & what has been the impact. What investment have we in machines, are we getting value for money How may break-in attempts have been recorded & viruses removed Have the new services & resources been successfully implemented What changes & upgrades are planned for next month & where, What resources are required What resources, how many & where are they located. How are they configured, what are the dependencies What are the root causes of problems. What areas for improvement have been identified How many service requests & complaints have we solved this month What has been our performance & workloads Proactive automated radio events to engineer - e.g service offline, low space, poor performance What new applications & project are being introduced (ASL) Single point of contact control & communication for customers
  • Agenda
    • An introduction to ITIL
    • What drives change and what are the benefits?
    • The Framework
      • Service Delivery
      • Service Support
    • ITIL in Dimension Data
    • Focused on Client interfacing processes initially
      • Service Desk
      • Incident Management
      • (Event Management)
    • GSOA Change Management aligned to ITIL
    • Defined the structure of the GSC in terms of functions
    • Other defined processes include
      • Escalations Management
      • Inter-Regional Service Provision
    • A number of other processes are in progress
    • Process documentation and training material is being completed
  • GSC Structure
    • ITIL is not a methodology or a project,
    • - it is a way of life
    • ITIL is not complicated
    • – it is common sense written down
    • Questions?