TeamQuest and ITIL - Part 2

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  • 1. WHITE PAPER IT Knowledge Exchange Series TEAMQUEST AND ITIL A SERIES OF WHITE PAPERS ON ENTERPRISE IT BEST PRACTICES Part 2 – Service Delivery The cornerstone of the ITIL framework
  • 2. Contents Introduction .............................................................................................. 2 What is Service Delivery ............................................................................. 2 Service Level Management ............................................................. 2 Financial Management for IT Services ............................................. 3 Capacity Management ................................................................... 3 Availability Management ................................................................ 4 IT Service Continuity Management .................................................. 4 Tightly Integrated Processes for Success ..................................................... 5 The Bottom line .......................................................................................... 5 How does TeamQuest fit into ITIL Service Delivery best practices................... 5 1 | TeamQuest IT Knowledge Exchange Series TeamQuest and ITIL — Part 2
  • 3. Introduction to support a sales effort. A large customer is making a decision What is Service The phone rings. today. We realize that the priority job running on the machine now has Delivery? financial penalties associated with it, Service Delivery is about Customers “Hello, this is Bob, Computer Operations but both Bill, the Director of Sales and (those paying for IT services), Users Manager.” Jim, Chief Operating Officer, agree we (those consuming IT services) and need to take the risk and get the job out Service Providers. Service delivery “This is John in Sales. I have a job running for Sales. Could you please take care should clearly define the content of on the computer that absolutely needs to of changing the level of service for job services, the roles and responsibility of get out and it is running way too slowly. 1704?” the Customer, User and Service Provider, I want you to give it whatever it takes to get the job done.” and set expectations of service quality, “Certainly, Pete. I will get right on it.” availability and timeliness. ”Well John, we have other high priority In this case, the Business and Service Delivery is about tailoring work running on the system right now IT understood their roles and services to meet specific business that needs to get out.” responsibilities and followed a needs at a price the business can afford. predetermined process to make an Service Delivery defines services so that “Bob, I don’t care what is running on informed change in the levels of service they may be provisioned with internal the system. Do whatever it takes to get delivered to a particular business staff and resources or via an external my job run. If that job doesn’t complete function. Both IT and the Business vendor with equal ease and results. in the next few minutes, I’m going to worked together and made an informed lose that big customer and you will be decision that benefits the company Service delivery is about measuring to blame for it. You IT guys need to work by more effectively using limited IT service results with meaningful metrics on your customer service. I pay a lot of resources to solve business problems. and using the metrics to drive continuous money for my IT work and your service just seems to get slower and slower. Get service improvement. Effective Service As we discussed in Part 1 of the series, Delivery fosters a corporate behavior that job out now.” John hangs up. the ITIL suggests a framework for aligning of responsible use of IT services to IT components into discrete services and maximize the corporate bottom line. Most In reality, John was in a hurry to leave on then offers a number of best practices importantly, Service Delivery is about vacation and didn’t care what needed to deliver and support them. The fostering true Business-IT partnerships to happen. Bob had no service level process promotes the idea of IT Service to the benefit of the company as a whole, agreements or historical data available Providers and fosters the disciplines eliminating the Us versus Them mindset to him to push back on John. As a result, and metrics to ensure services, roles and the unproductive activities it drives. John’s job was given more priority and and responsibilities, costs, and metrics the more important work, which had by which to judge performance are well The components of Service Delivery are: financial penalties for late delivery, was documented and understood. When done put on hold. Both IT and the company correctly, services can be provisioned lost in that transaction. internally or externally without any Service Level perception of differences in the Service Too many conversations like this one occur on a regular basis in companies. Provider by the Business. Management If this company had implemented ITIL This is probably the most important set Service Management is the core of the Service Delivery framework and best of processes within the ITIL framework. ITIL framework. From a process flow practices, it would have been an entirely Success factors cannot be established, perspective, it is positioned between the different conversation. John’s call would measured and reported without Service Business and the physical infrastructure have never happened. Level Management (SLM) processes. IT and manages the flow of services between them. The major components of Service Services will not be clearly defined. The Let’s see how an effective ITIL Service roles and responsibilities for all parties Management are Service Delivery, which Delivery helps the situation. will not be understood. Service Delivery addresses more of the customer-facing processes, and Service Support, which will not have any clear goals to attain. The phone rings. addresses more of the technology- related processes. In this installment SLM processes provide a framework by “Hello, this is Bob, Computer Operations which services are defined, levels of in the TeamQuest ITIL series, we will Manager.” service required to support business examine the Service Delivery component of Service Management which covers processed agreed upon, Service Level “Hi, this is Pete on the Customer Service Agreements (SLAs) and Operational Level the definition, costing, monitoring, and Desk. Sales has a job, number 1704, Agreements (OLAs) developed to satisfy provisioning of services. waiting to run on the “A” machine. It the agreements, and development of the needs to get out as soon as possible costs of service 2 | TeamQuest IT Knowledge Exchange Series TeamQuest and ITIL — Part 2
  • 4. Service Level Management processes are tightly integrated with Business Financial • Chargeback promotes a better understanding of the costs of processes and Customer Management, Financial Management for IT Services, Management providing services to a particular business unit. It fosters an and Capacity Management. for IT Services environment of controls to ensure IT services are more effectively and The value Service Level Management Where Service Level Management efficiently used. Places responsibility brings to IT and the Business is: defines and manages the services, for service consumption with the Financial Management determines business unit. Effective costing • Business needs assessment - the costs of services and provides disciplines can also influence works closely with the individual financial accounting support to ensure changes in consumption patterns business units to understand their expenditures fall within approved plans to better utilize IT infrastructure IT service needs. Works with and that funds are well spent. The role of assets. For example, a lower rate for Financial Management, Capacity Financial Management varies depending batch jobs run overnight can Management, Availability upon the view of IT within the corporation. influence business units to perform Management and IT Service Some companies view it as an expense work during hours when idle Continuity Management to tailor a set center, some as a profit center, and some computing capacity is available, of services and associated Service as a cost recovery center. Different best releasing capacity during peak hours, Level Agreements that satisfy the practices are suggested for each role. thus delaying expensive capacity business needs with the available upgrades. budget dollars. If a need cannot Financial Management processes are be satisfied by an existing service, tightly integrated with Service Level SLM works with IT departments and Management, Capacity Management, Capacity the Business to research options and develop appropriate services. Configuration Management and the Corporate Finance Department. Management • Service Level Agreements define Capacity Management is responsible for The value of this process is: the levels of service to be provided ensuring that IT infrastructure resources to the individual business units and are in place to satisfy planned business • Provides a budget planning process set expectations as to the costs of needs and that those infrastructure for the Business of IT that dovetails the service, the hours of availability, assets are effectively used. Capacity with the corporate budgeting cycle and the recovery requirements should is responsible for building the annual to plan and predict future the service be interrupted, either infrastructure growth plan with the expenditures required to maintain short or long term. This process assistance of Business plan input, and improve services. Business also defines the metrics and Service Level Management, Service Plans, both short and long term, reporting requirements to determine Support, and Financial Management provide the input needed to work service quality. As a result of teams. Capacity gets involved very early closely with Capacity Management this work, the Business and IT in the application life cycle to assist in and Service Level Management to clearly understand their roles determining the implementation and develop the IT Budget. and responsibilities, the details of ongoing support costs of new applications the services to be provided and the or releases. Activities in this service • IT accounting ensures expenditures associated costs. Thus the value that area are proactive rather than reactive, fall within approved plan guidelines IT brings to the business processes is finding application and infrastructure and that the money is well spent. clearly understood. bottlenecks at future business volumes so that corrective actions can occur • Cost benefit analyses for projects • Periodic review and continuous before service issues are experienced assist senior management in improvement of SLAs refining by the end user. Capacity is probably understanding the ongoing total cost services to meet the ever changing the most wide ranging, having links to of ownership of a proposed IT business needs. Provides the most other ITIL processes plus close initiative. As a result the Business flexibility the Business needs to relationships with all business units. can make more informed decisions react quickly and compete in an ever- when prioritizing future work. changing marketplace. 3 | TeamQuest IT Knowledge Exchange Series TeamQuest and ITIL — Part 2
  • 5. Capacity Management processes are tightly integrated with the other Availability IT Service Continuity Service Delivery processes and with Configuration Management, Business Management Management strategic Planning, Incident and Availability Management is responsible Also known as DCP, DRP, DCT, or just Problem Management, and Change for ensuring application systems are up plain DR, ITSCM takes standard disaster Management. and available for use according to the recovery planning to the next level. It conditions of the appropriate Service provides a framework for developing IT The value Capacity Management brings Level Agreements (SLAs). The process infrastructure recovery plans in support to the Business is: reviews business process availability of Business Continuity Management requirements and ensures the most plans and timeframes. ITSCM defines • Use of tools to more effectively use cost effective contingency plans are the processes that enable IT to work existing technology assets, put in place and tested on a regular closely with Business Continuity Predictive modelling and capacity basis to ensure business needs are Management departments to ensure forecasting processes permit IT met. For example, Internet applications plans and alternative service options assets to be driven closer to the supporting online ordering systems are in place to meet BCM needs in the edge, getting more out of existing may have 30-minute or less recovery event of a significant business outage or resources and improving IT service requirements so may be provisioned with disruption. ITSCM plans differ greatly by unit cost positions. infrastructure components providing region as different areas have different several levels of redundancy. Less critical risks, such as earthquakes, floods, • Central data store of performance and non-customer facing applications used hurricanes, tornados, and/or terrorist consumption data eliminates by a few users in small offices with a 5- activities. As a result recovery plans are redundant work across IT and permits day recovery period may be provisioned highly customized to meet individual consistent reporting across all ITIL on less expensive infrastructure with business and locale needs. processes. Reporting from same limited redundancy capabilities. data stores ensures consistency Availability Management is also the lead Correct potential issues before they across capacity, performance, in Component Failure Impact Analysis negatively impact issues. chargeback and incident reports. and Service Outage Analysis initiatives, determining cause, analyzing trends ITSCM processes are closely tied to • Continuous runtime improvement and taking any appropriate actions can Service Level Management, Availability processes fine tune applications and be taken to ensure service availability Management, Capacity Management, infrastructure resource consumption, meets SLAs. Configuration Management, Change thus improving performance and Management and Incident Management delaying expensive capacity Availability Management processes are processes. upgrades. tightly integrated with Service Level Management, Capacity Management, ITSCM brings value to IT and the Business • Predictive modelling disciplines to IT Service Continuity Management, and through: more efficiently provision capacity Incident Management. and provide more timely capacity and • Business Impact Analysis – related cost information to the Availability Management benefits are: works with BCM and SLM to Business for more informed determine potential issues and decisions. • Services are available for use during recovery requirements. expected time frames as specified in • More accurate input for Total Cost of SLAs. • Risk Assessment – Ownership analyses so more assesses risks, determines costs to informed decisions can be made • Review of Business process mitigate, and then develops priority regarding proposed new IT-related availability needs ensures list for which recover plans will be initiatives. services are provisioned on specific developed. This work is done infrastructure depending upon working closely with Business • Proactive – modelling future growth their availability needs. This avoids Continuity Management teams. discovers bottlenecks with sufficient unnecessary costs due to warning to correct before services are provisioning services with longer • Plan development adversely affected. recovery times on more expensive and approval/agreement – high availability platforms. works with IT staff to translate recovery requirements into • Service availability trends are tracked infrastructure options and data and analyzed to identify and correct storage requirements. Also works potential issues before they with IT Financial Management to negatively impact services. determine costs of options. 4 | TeamQuest IT Knowledge Exchange Series TeamQuest and ITIL — Part 2
  • 6. • Plan Implementation IT services. However where the rubber delivery by assisting with early problem and ongoing testing – meets the road, it’s always about cost, detection, in-depth investigation and backup and recovery techniques so after all the rhetoric, the ultimate goal analysis, and trending capabilities. put in place, tested. Alternate site is to deliver the best possible IT services TeamQuest View is used to: arrangements made. Required vendor at a price the company can afford. contracts negotiated and signed. Implementing ITIL Service Delivery will • Analyze service performance be the most effective way to get there. • Periodic Review and Refinement – • Investigate performance issues that continuous improvement of plans affect service levels to ensure they remain effective as How does TeamQuest business events dictate. fit into ITIL Service • Monitor and report service levels Tightly Integrated Delivery best • Identify potential problems before service levels are affected Processes for practices? • Measure service response time Success TeamQuest software gathers TeamQuest Alert monitors activity performance data from all of the IT As you can see, Service Delivery is a components comprising a service, throughout the data center and watches tightly integrated set of processes that providing a comprehensive view of for problem conditions that could impact work closely together to deliver the most end-to-end performance as a service services. TeamQuest Alert is used to: effective IT services that best satisfies moves through the tiers. It also supports Business needs at an affordable price. a variety of Unix, Linux and Windows • Monitor services across the entire Service Level Management defines the platforms. This integration across the enterprise and report on events services and their bounds, Financial entire enterprise provides a single point Management reveals the costs, Capacity of reference with a unified look and feel, • Spot and report impending problems Management cost effectively provisions making it easier to measure performance before they impact service levels the services, Availability Management against service levels. makes sure services are there when TeamQuest On the Web displays you need them and ITSCM ensures that TeamQuest Performance Software is a performance reports using a Web services can be restored in the event of suite of four integrated products that browser, making it easy to report on a catastrophe. helps organizations optimize IT services. service levels. TeamQuest On the Web is Used individually or in combination, used to: If a staged ITIL implementation is desired, TeamQuest software scales to thousands then Service Delivery is a good place to of servers in complex heterogeneous and • Report service levels to management start. Service Level Management and virtualized environments. Capacity Management are probably the • Automatically produce and distribute two best candidates to consider. SLM TeamQuest Model is a capacity planning performance reports to business units takes longer to implement, longer to package that accurately projects the and IT management realize benefits but probably has the best amount of resources required to support long term benefits from an organizational consistent service delivery at appropriate perspective. Capacity Management risk levels. TeamQuest Model is used to: can be quickly implemented, usually requires tools investments and usually • Accurately provision for services, results in early successes, facilitating taking business priority, demand future ITIL rollouts. Either way, your fluctuations, and architectural company will benefit from Service policies into account Delivery implementation. • Determine optimal configuration for services to minimize waste The Bottom line • Predict if service levels will be Implementing Service Delivery maintained as workload increases frameworks and best practices will foster a partnership atmosphere between • Analyze components of response time Business and IT. Services, delivery goals, roles and responsibilities will TeamQuest View offers powerful be well understood. The company as performance management as well as a whole will develop more discipline reporting capabilities. TeamQuest View regarding the deployment and use of can be used to ensure quality service 5 | TeamQuest IT Knowledge Exchange Series TeamQuest and ITIL — Part 2
  • 7. TeamQuest Corporation www.teamquest.com Americas One TeamQuest Way Clear Lake, Iowa 50428 USA +1 641 357-2700 +1 800 551-8326 info@teamquest.com Europe, Middle East and Africa Box 1125 405 23 Gothenburg Sweden +46 (0)31 80 95 00 United Kingdom +44 1562 881 889 emea@teamquest.com Asia Pacific Level 6, 170 Queen Street Melbourne, VIC 3000 Australia +61 3 9641 2288 asiapacific@teamquest.com_ _ _ Copyright © 2005 TeamQuest Corporation All Rights Reserved TeamQuest and the TeamQuest logo are registered trademarks in the US, EU, and elsewhere. All other trademarks and service marks are the property of their respective owners. No use of a third-party mark is to be construed to mean such mark’s owner endorses TeamQuest products or services. The names, places and/or events used in this publication are purely fictitious and are not intended to correspond to any real individual, group, company or event. Any similarity or likeness to any real individual, company or event is purely coincidental and unintentional. NO WARRANTIES OF ANY NATURE ARE EXTENDED BY THE DOCUMENT. Any product and related material disclosed herein are only furnished pursuant and subject to the terms and conditions of a license agreement. The only warranties made, remedies given, and liability accepted by TeamQuest, if any, with respect to the products described in this document are set forth in such license agreement. TeamQuest cannot accept any financial or other responsibility that may be the result of your use of the information in this document or software material, including direct, indirect, special, or consequential damages. You should be very careful to ensure that the use of this information and/or software material complies with the laws, rules, and regulations of the jurisdictions with respect to which it is used. The information contained herein is subject to change without notice. Revisions may be issued to advise of such changes and/or additions. U.S. Government Rights. All documents, product and related material provided to the U.S. Government are provided and delivered subject to the commercial license rights and restrictions described in the governing license agreement. All rights not expressly granted therein are reserved.