A Fool With A Tool V2


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Importance of process when implementing tools to support service managemennt

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  • System Management tools are focussed on supporting the IT infrastructure components. System Management often comprises of a management station and a set of monitoring agents. These agents either take corrective actions on the managed nodes or report events back to master console. Once at the master console other agents may take action, an operator may take action, and/or the event will be logged. Service Management is focussed on the business customer’s requirements, this implies that the customers requirements are known, not assumed. It is designed around providing maximum availability, responsiveness,cost effectiveness, and a quality service to the customers. Although both System and Service Management environments can exist independently, in order to maximize the required levels of customer service a strong foundation needs to be established using System Management tools. As the ultimate goal is to achieve Service Management it is imperative that as Systems Management tools have a true Service Management view. This means that tools should be able to view the environment as the customer sees it, a true end to end view.
  • The infrastructure is becoming more and more complex, and the tools required to manage it are having to become much more integrated. It is important that all aspects of the infrastructure can be monitored on an exception basis from either a distributed or a centralized location. These tools need to take into account not only the hardware components but also the middleware and software environments. The management staff need to be empowered to be able to manage and make controlled changes to the environments as the needs arise. In addition the tools need to be able to enable the operations staff to” do more with less”, the tools therefore need to have intelligence built into them. The tools need to be able to communicate with the Service Management environment that if not already implemented (in some fashion) that will inevitably be installed. For example events sent to the Help Desk, population of the Configuration DataBase with the infrastructure components. System Management tools should also be able to report on the IT infrastructure from a service prospective. Not just reporting on which components have been affected, but how the service is disrupted due to these components being inoperable. As an important part of justifying the ROI is knowing how the infrastructure is performing with the System Management tools in comparison to how it was performing prior to the tools being implemented, it is important that management reports be available from the System Management tools.
  • Service management is concerned with the processes that support the IT customers. Although these processes are facilitated by tools, in-order to be successful at service management the key ingredient is communication between the IT department and the users (customers) of the IT service. To provide a high level of service to the customer base it is important for IT to know who the customers are, the customers needs, their expectations (which might need to be reset), and be able to relate the IT services to these customer requirements. On the surface this sounds easy, in reality it is a major paradigm shift for most IT departments. IT is not used to asking what their customers need, they are used to providing what they believe their customers need. IT has for years been in the role of providing high availability and high performance computing power to relatively uneducated users. Users are now educated, they are buying their own PCs and connecting them to the network, purchasing their own software, installing and running it. IT’s new role is one of providing QUALITY service at an acceptable price to the customer base, adding value to the business through use of technology. This involves IT understanding where the corporation is going and aligning themselves so as to provide the infrastructure and services that will enable the corporate objectives to be realized. IT can also provide insight into how the new technologies should be used to maximize the success of the company. Although not always true, a solid support management infrastructure should be in-place to provide data and information to the service management tools.
  • Service management is comprised of two distinct roles, these being service support and service delivery. The support role focuses on supporting the customers in their day to day roles, while the delivery role focuses on ensuring that the services are available to continue to offer the high quality services in the future. Although the roles are different they both require a high degree of customer interaction both initially and on an on-going basis.
  • In order to manage the IT infrastructure you first have to understand exactly what it is you are managing, the infrastructure (hardware, software, network, etc.). All of this need to be captured in the configuration management database (CMDB), hopefully the tools that are chosen for system management will be able to capture this information and feed it into the CMDB. The Help Desk process is fed both by customers as well as the system management tools. The Help Desk acts as a focal point for all customer interactions with IT, these interactions might be to report problems, as well as give feedback on the processes. All incidents fed to the Help Desk (either from the customers or from systems management tools) are logged into a call tracking system and either addressed by the Help Desk or fed to second line support (Problem Management). Problem Management is responsible for solving incidents that require some additional investigation (over and above checking for known problems in the data base) and root cause analysis. They are also responsible for identifying known problems and developing workarounds and fixes. Problem management will act together with Change Management to ensure that changes are made to the environment in a controlled fashion to ensure that the incidents are resolved and that the chances of experiencing tem again are minimized. Software Control & Distribution, again working closely with Change Management and Configuration Management will ensure that new releases of software are properly tested and distributed into the environment.
  • Ultimately the goal is to be able to provide consistent high levels of quality service to the customer. In order to do this effectively all of the processes under the service support umbrella have to be in-place, along with several processes under the delivery banner. Availability Management deals with the availability, serviceability, and maintainability of the IT infrastructure. Contingency management addresses the need for a plan to cope with the continuation of service following some disaster. This could be as insignificant as the loss of a file, to a disaster of national proportions such as flooding, earthquake, or even terrorism. Capacity Management addresses the resource utilization, workload management, demand management, application sizing, and capacity planning issues. Ensuring that the current infrastructure is used effectively, and that future capacity requirements are known and planned for. Cost management addresses two issues, the cost of providing the services, as well as the charges that should be made (either actual or notional). Service Management deals with defining the services that IT will provide, how and when they will provide it, and at what cost. When defining these services and the method of delivery, IT will work closely with the customer base to ensure that what they are offering is acceptable to the customers. The ultimate in Service Management is the definition of the Service Level Agreement, an agreement between IT and the customer guaranteeing a level and cost of service to the customer.
  • It is important when embarking on a new project to pick a target area where there is an obvious gain to be realized from the successful implementation of that project. Implementing a service management solution is no different. The principle objective here is to address an immediate problem that is visible and has a high, visible return on investment. The stakes are high, but if the project is well managed, and has management sponsorship the success of this project will leverage the next project. The task of implementing service management is enormous, and could be equated to eating an elephant. The only way to accomplish such a mammoth task is one bite at a time. Similarly, with the implementation of a service management environment the only way to accomplish this is one step at a time. Start by leveraging off of existing processes, completing them as required. Assign realistic goals, some of these processes take several months to complete, in the case of populating the configuration data base this task can take in excess of a year to complete. Ensure that you promote your plan, soliciting feedback, circulating newsletters, and flyers. These tactics will get others on-board and feeling positive about the project, and will therefore reduce the chances of sabotage.
  • Tools should not be chosen in isolation, all of the services in both the support and delivery aspects of service management have to interact. Integration is key, not only with the service management tools but also with the support management tools. Remember that one of the roles of support management is to provide input into the service management tools. The support management tools need to not only provide a topological view of the environment, they must also provide a service view. The operations staff/help desk staff/problem management staff are all going to want to use these tools to view the environment from their own prospective, the tools therefore need to accommodate both a support as well as a service view. One of the hardest tasks at hand when implementing a service management environment is defining the business processes that need to be in-place to support it. Although some refinement might be required, any related processes that are already in place should be considered for inclusion in the new environment. These processes however should not restrict the functionality of the proposed solution.
  • A Fool With A Tool V2

    1. 1. A Fool with a Tool is Still a Fool ! Lindsay Parker OpenView Business Unit Hewlett Packard
    2. 2. Agenda <ul><li>Any fool can implement a tool! </li></ul><ul><li>What is ITIL </li></ul><ul><li>The Processes </li></ul><ul><li>Where to start </li></ul><ul><li>How to select the tools </li></ul><ul><li>Why Service Management fails </li></ul><ul><li>Show me the money! </li></ul>
    3. 3. Any fool can implement a tool! <ul><li>Communication is good! </li></ul><ul><li>Processes are key! </li></ul><ul><li>Technology for technologies sake. </li></ul><ul><li>Unclear objectives </li></ul><ul><li>…… Quality, customer focuses service at an agreed upon price. </li></ul>
    4. 4. Studies have shown that many fools have implemented tools! <ul><li>1997 Gartner Group study found that 18 months after the date of purchase, only 25% of respondents had successfully implemented enterprise-management solutions. After 36 months …..30%. (Network Magazine, 12/98) </li></ul><ul><li>Support from top level executives </li></ul><ul><li>Expectation management </li></ul><ul><li>Problem identification </li></ul><ul><li>Quantifiable costs </li></ul>
    5. 5. Studies have shown that many fools have implemented tools! <ul><li>Technology to fix process problems </li></ul><ul><li>No measurable ROI </li></ul><ul><li>Real needs of the organization not identified </li></ul><ul><li>Chosen tool not fully investigated </li></ul><ul><li>Implementation problems </li></ul><ul><li>Choices made in a reactive environment </li></ul><ul><li>IT view themselves as technology specialists not necessarily business partners </li></ul><ul><li>No regard given to the customers view </li></ul>
    6. 6. I don’t want to become another statistic !!! <ul><li>IT has to become a valued business partner </li></ul><ul><li>IT has to make direct contributions to the success of the business </li></ul><ul><li>Increased productivity </li></ul><ul><li>improved time to market </li></ul><ul><li>improved customer satisfaction </li></ul><ul><li>improved profitability </li></ul><ul><li>… ... </li></ul>
    7. 7. System Vs Service Management <ul><li>System Focus Vs Customer Focus. </li></ul><ul><li>System Management is often part of Service Management. </li></ul><ul><li>Each can exist independently. </li></ul><ul><li>Can’t maximize Service Management without System Management tools. </li></ul><ul><li>System tools should provide a Service view. </li></ul>
    8. 8. System Management <ul><li>Tools to manage complex, distributed, multi-vendor IT components and systems. </li></ul><ul><li>Manages Hardware, Software, Middleware, and Networks. </li></ul><ul><li>Responsible for monitoring and managing activity in the IT Infrastructure. </li></ul><ul><li>Either self-correcting, or reports to a console (central or distributed). </li></ul>
    9. 9. Service Management <ul><li>Customer & Business Focused. </li></ul><ul><li>Provision of Quality Service to the Customer at an acceptable cost. </li></ul><ul><li>Heavily dependant upon processes. </li></ul><ul><li>Potentially supported by Systems Management. </li></ul><ul><li>Relationship between customers, IT services, & Supporting IT Infrastructure. </li></ul>
    10. 10. The triad for success <ul><li>People </li></ul><ul><li>Process </li></ul><ul><li>Technology </li></ul>
    11. 11. ITIL <ul><li>IT Infrastructure Library </li></ul><ul><li>Developed by Central Computing & Telecommunications Agency (CCTA) </li></ul><ul><li>IT Infrastructure Management Forum Ltd </li></ul><ul><li>24 Service modules </li></ul><ul><li>included in: Service Support, Service Delivery, Environmental Strategy, Office Environment, Computer Operations, Environmental Management, Software Support, Networks. </li></ul><ul><li>Goal being to identify processes that need to be in place to provide a quality, optimal level of service , with added value to the IT customer, at a justifiable cost. </li></ul>
    12. 12. UALITY? <ul><li>International Organization for Standardization (ISO) states: </li></ul><ul><li>“ Quality is the totality of features and characteristics of a product or service that bears on its ability to meet a stated or implied need (ISO 8402)” </li></ul>
    13. 13. What is the IT infrastructure? <ul><li>Hardware </li></ul><ul><li>Software </li></ul><ul><li>Processes </li></ul><ul><li>Documentation </li></ul><ul><li>People </li></ul>
    14. 14. Service Management <ul><li>Service Support </li></ul><ul><li>Service Delivery </li></ul>
    15. 15. Service Support <ul><li>Help Desk </li></ul><ul><li>Problem Management </li></ul><ul><li>Change Management </li></ul><ul><li>Release Management </li></ul><ul><li>Configuration Management </li></ul>
    16. 16. Service Delivery <ul><li>Service Level Management </li></ul><ul><li>Capacity Management </li></ul><ul><li>Availability Management </li></ul><ul><li>IT Service Continuity Management </li></ul><ul><li>Financial Management for IT Services </li></ul>
    17. 17. Process Integration
    18. 18. Where to start? <ul><li>Communication </li></ul><ul><li>Service Catalogue </li></ul><ul><li>Customer Driven </li></ul><ul><li>Gap analysis </li></ul><ul><li>High Visibility </li></ul><ul><li>High Return on investment </li></ul><ul><li>Visible ROI </li></ul><ul><li>Point of Pain </li></ul><ul><li>Leverage of currently in-place processes </li></ul>
    19. 19. How to implement the triad. <ul><li>Plan </li></ul><ul><li>Do </li></ul><ul><li>Check </li></ul><ul><li>Analyze </li></ul>
    20. 20. Plan. <ul><li>State the objectives of the project </li></ul><ul><li>State the business requirements </li></ul><ul><li>Obtain management support & sponsorship </li></ul><ul><li>Identify the project manager </li></ul><ul><li>Identify the key tasks </li></ul><ul><li>Identify the project team members </li></ul><ul><li>Identify timelines & milestones </li></ul><ul><li>Start awareness campaign </li></ul><ul><li>Identify organizational roles & responsibilities in support of the process </li></ul><ul><li>Define user acceptance criteria </li></ul>
    21. 21. Do. <ul><li>Identify & document business processes & how they will interface with the IT processes </li></ul><ul><li>Choose supporting tools </li></ul><ul><li>Training </li></ul><ul><li>Publicize implementation </li></ul><ul><li>Switchover to new system </li></ul>
    22. 22. Check. <ul><li>Review </li></ul><ul><li>Fine-tune </li></ul><ul><li>Complete </li></ul>
    23. 23. Analyze. <ul><li>Review </li></ul><ul><li>Ensure people, processes & tools are meeting the needs of the business customers </li></ul>
    24. 24. Tool Selection: <ul><li>Highly integrated </li></ul><ul><li>Service View </li></ul><ul><li>Capable of integrating with the established service processes </li></ul><ul><li>Management reporting capability </li></ul><ul><li>Provide data feeds to other tools/processes </li></ul><ul><li>Proactive, exception based </li></ul><ul><li>Business view </li></ul><ul><li>Auditable </li></ul>
    25. 25. Why Service Management projects fail <ul><li>Technology focussed </li></ul><ul><li>Risk of failure from venturing into unchartered waters </li></ul><ul><li>Scope creep </li></ul><ul><li>Lack of commitment </li></ul><ul><li>Lack of user buy-in </li></ul><ul><li>Lack of knowledge </li></ul><ul><li>Limited tangible ROI </li></ul>
    26. 26. page 10/13/11 Rough timelines to implement
    27. 27. Show me the money! <ul><li>Highly responsive IT department </li></ul><ul><li>Proactive </li></ul><ul><li>Customer aware service provider </li></ul><ul><li>Valued business partner </li></ul><ul><li>IT directly affects how the business grows </li></ul><ul><li>Time to market </li></ul><ul><li>Competitive advantage </li></ul><ul><li>Customer Satisfaction </li></ul><ul><li>$$$$$$$ </li></ul>
    28. 28. Thank you for your time. <ul><li>Questions? </li></ul>?