IT Service Management And The Service Desk
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IT Service Management And The Service Desk






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IT Service Management And The Service Desk IT Service Management And The Service Desk Presentation Transcript

  • IT Service Management And The Service Desk Presented By: Christopher Reed ITIL Manager, HDM
  • Introduction to ITIL
    • I nformation T echnology I nfrastructure L ibrary ( ITIL)
    • Developed in the late 1980’s by the UK Government
    • Public Domain
    • Best Practice Framework
    • De facto Standard – Everyone speaks the same language
    • Quality Approach
    • it SMF (IT Service Management Forum)
    • Disclaimers: Version 2, not Version 3; not a certification course!; VERY watered-down information!
  • Introduction to ITIL
    • Comprised of Two Main Books, or Sections:
    Service Support Service Delivery
    • The Service Desk
    • Incident Management
    • Problem Management
    • Configuration Management
    • Change Management
    • Release Management
    • Capacity Management
    • Financial Management
    • Availability Management
    • Service Level Management
    • IT Service Continuity Management
    View slide
  • Introduction to ITIL Service Support: Concerned with ensuring that the User has access to the appropriate services to support the business functions. Service Delivery: Looks at what service the business requires of the provider in order to provide adequate support to the business customers. Translation : Customer Facing Translation : Non-Customer Facing View slide
  • The Service Desk
    • Focal Point of All Activities
    • Extremely Empowered
    • Omnipotent
    • Well-Trained
    • Not a HELP Desk – Very important point!
  • The Service Desk
    • Primary Goal – Restore normal service operation as quickly as possible with minimal adverse impact on business operations
    • Incident Defined: 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 service
    • Includes service requests – requests for information/advice/documentation; forgotten passwords (can comprise a LARGE portion of the workload!)
  • Problem Management
    • Goal of Problem Management: To minimize the adverse impact of Incidents and Problems that are caused by errors within the IT infrastructure, and to prevent recurrence of Incidents related to these errors.
    • Problem Control – Concerned with handling Problems in an efficient and effective way by identifying root causes of problems, and to provide the Service Desk with information and advice when known.
    • Error Control – Covers the processes involved with progressing known errors until they are eliminated by the successful implementation of a Change under the Change Management process.
  • Configuration Management
    • Goal: To provide a logical model of the infrastructure or a service by identifying, controlling, maintaining, and verifying the versions of Configuration Items (CI) in existence.
    • This includes EVERYTHING that belongs within the IT Infrastructure, including documentation and current telephone numbers of staff!
    • Development of a C onfiguration M anagement D ata b ase ( CMDB) .
    • Some ITIL Managers argue that this is the 1 st step in any successful ITSM implementation!
  • Change Management
    • Goal: To ensure that standardized methods and procedures are used for efficient and prompt handling of all Changes, in order to minimize the impact of Change-related incidents upon service quality, and improve day-to-day operations of the organization.
    • Must have high-visibility and open channels of communication.
    • Must be punishment or sanctions for stepping outside of established procedures.
    • Closely related to the function of a well-developed Service Desk!
  • Release Management
    • Goals:
    • Successful planning and oversight of software and hardware rollouts
    • Design and implement efficient procedures for the distribution and installation of approved changes to the organization
    • Ensures that software being used is traceable, secure and the only correct, authorized, tested and legally purchased versions of software are in use
    • Interacts heavily with the CMBD and Configuration Management
  • Capacity Management
    • Goals:
    • Monitoring of performance and throughput of IT Services and supporting IT components
    • Undertaking of tuning activities to make most efficient use of resources
    • Understanding current demands on resources to predict future needs
    • Creation of a Capacity Plan to enable the organization to provide quality levels defined in Service Level Agreements
  • Financial Management for IT Services
    • Goal: Create a sound stewardship of the monetary resources of the organization. Supports the organization in planning and executing its business objectives and requires constant application throughout the organization to achieve maximum efficiency and minimum conflict.
    • Encompasses budgeting
    • IT-based accounting (challenges and pitfalls)
    • Charging – recouping previously agreed to costs for service
  • Availability Management
    • Goal: To optimize the capability of the IT Infrastructure, services, and supporting organization to deliver a cost-effective and sustained level of Availability that enable the business to satisfy its business objectives.
    • This goal is carried out by determining the availability requirements of the business and matching those requirements to the capability of the IT infrastructure and supporting organization.
    • Very important in the process of creating Service Level Agreements
  • Service Level Management
    • Goal: To maintain and improve IT Service Quality through a constant cycle of agreeing, monitoring, and reporting upon IT Service achievements and instigation of actions to eradicate poor service and build the IT-Customer relationship.
    • Should cover ALL services, regardless of how mundane! The small fire creates the inferno if left smoldering!
    • Should outline, what, when, how long, severity, and COST, if appropriate
    • “If you cannot say ‘no’, then you are obligated to say ‘yes’!”
  • IT Service Continuity Management
    • Goal: To support the overall Business Continuity Management process by ensuring that the required technical and services facilities can be recovered within the required, and agreed, business timetables.
    • ITSCM must be an integral part of the overall business process when the business depends heavily on IT to survive! (e.g. Hospitals, on-line merchants, etc.)
    • This is more than just keeping a set of back-ups for your server…yes, data in 2008 is that important!
    • Relies heavily on SLA’s….how do we know which service to bring up 1 st after a failure?
    • Grossly unpracticed and poorly conducted by most firms!
  • Lessons Learned and Potential Pitfalls
    • Implementing an ITIL program takes time, personnel resources, and money!
    • Be hesitant to assign multiple representative roles to one individual…for example, your Incident Manager should not hold the roles of Change or Problem Manager simultaneously…the aims of each discipline are vastly different, as well as conflicting in their aim!
    • Implement a CMDB and Configuration Management 1 st , if possible…not the greatest initial result, but saves time later!
    • Incident, Problem, and Change Management should all be implemented as closely as possible, and will yield the greatest initial results, particularly if the organization is doing nothing!
    • Formal ITIL Training is absolutely necessary!
  • Benefits to the Service Desk
    • Increased ability to solve minor issues
    • Increased ability to categorically quantify workload and; therefore, existence!
    • Effectively implemented Change Management will allow more concentration upon Incidents.
    • Effectively implemented Problem Management will allow root causes of Incidents to be determined, allowing a permanent fix, which will reduce further incidents.
    • Effectively implemented Incident Management will allow for better cataloging of requests, which provides quicker insight into arising problems and major incidents.
  • Benefits to the Service Desk (ctd)
    • Effectively implemented Release Management allows for better elimination of rogue software, which can lead to further incidents.
    • Effectively Implemented SLA’s allow the Service Desk to say ‘NO’, as well as setting the level of expectation of when an incident will be addressed…no more firefighting!
    • Effectively Implemented Financial Management means you can ask for more help…I tried!
    • Effective Capacity/Availability/Service Continuity Management allows the organization to better avert outages, and recover from those outages in a timely, proficient, and PROFESSIONAL manner.
  • Benefits to the Service Desk (ctd) These disciplines all come together in an effort to: Enhance the Image of the Service Desk!!!!!!
  • Questions?