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Itil Mind Maps
 

Itil Mind Maps

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ITIL Mind maps

ITIL Mind maps

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    Itil Mind Maps Itil Mind Maps Presentation Transcript

    • ITIL Books Models Fixed Components Organisations Information Technology Generic framework to manage IT Infrastructure Library (ITIL) Certification Exams infrastructure and services. Consultants Variable Components Trainers details the process of planning and managing a defined level of security for information Suppliers and IT services, including all aspects associated with reaction to security Incidents. It Security Management: also includes the assessment and management of risks and vulnerabilities, and the covers the processes required for the planning and delivery of implementation of cost justifiable countermeasures. Service Delivery: quality IT services and looks at the longer term processes associate with improving the quality of IT services delivered. provides advice and guidance to help IT personnel to Service Support: describes the processes associated with the day-to day support and maintenance activities associated with the provision of IT services understand how they can contribute to the business The Business Perspective: Core of ITIL objectives and how their roles and services can be better aligned and exploited to maximise that contribution. 06/03/2005 - v4 ICT Infrastructure covers all aspects of ICT Infrastructure Management from Management (ICT IM): identification of business requirements through the tendering process, to the testing, installation, deployment, and ongoing operation and optimisation of the ICT components and IT services. describes how to manage applications from the initial business need, through all stages in the application lifecycle, up to and including retirement. It places emphasis on ensuring that IT projects and strategies are tightly aligned with Application Management: examines the issues and tasks involved in planning, implementing Planning to Implement those of the business throughout the application lifecycle, to ensure that the and improving Service Management processes within an business obtains best value from its investment. Service Management: organisation. It also addresses the issues associated with addressing Cultural and Organisational Change, the development of a vision and strategy and the most appropriate method of approach.
    • Good IT infrastructure in terms of tools and technology Well defined organisation mission, Service management is a methodical approach to delivering services objectives and policies Success(13) by structuring the firms relationships with its internal customers and Providing high quality, reliable Competent and trained people to What (2) multiple service providers to ensure business objectives are met. The main objective of ITSM is to and cost effective services improve the service culture A service level and a cost target ensure that the IT services are Maintaining effective IT Effective and efficient ITSM process combine to define an SLA aligned to the business needs (5) customer-supplier relationships Mission Statement Continuously improving the quality of IT services Organisational Strategies & Policies Considerations (15) Using the IT services effectively to meet the current and changing business requirements Objectives Productivity enhancement of the IT staff by increasing their skill levels Enhanced Quality of business Better communication between IT departments Organisational Culture (16) operations by ensuring IT services (Shared values) support business processes Shift from a product culture towards a service culture Business Benefits Improved Working Relationships between Improvement of the relationships customers and IT service organisation between users and IT specialists Increased Productivity of A logically related set of activities needs to be defined. Organisation should have a business and customer staff Activities to be measured at every process orientated approach to implemented changes stage to ensure the objectives are met facilitate changes (17) Financial Benefits Cost justification for estimated capacity requirements If targets are not achieved, org should Organisational planned IT services continuity expenditure modify its plans and policies Approach to What is the objective of the process ITSM (12) Clear understanding of required IT services for Vision and business objective ITSM has the following benefits (6) better Delivery What is the expected results of the process Increased flexibility and adaptability of IT services Assessments Innovation Benefits Process to coexist with each other What are the criteria to determine whether the Questions (18) process has delivered the desired results IT Service Improved ability to recognised and adapt Process improvements to changing business trends Management What is the impact of the output of the Increased productivity of IT staff Metrics process on other processes Increased transparency between Each process has a clear objective and is defined through a series of activities Process Employee Benefits management and employees of the firm leading to highly motivated staff Each activity has a defined input and output Processes(19) Better motivated staff through Activities are executed using a set of procedures and working instructions improved job satisfaction Responsibility of executing these procedures is assigned to appropriate role(s) Responsible for results/output of the process. Defines Quality is defined by 'all the characteristics of a product or service that has Process Owner the ability to satisfy the stated and implied needs of the customer'(26) the activities in the process and determines that the actual performance matches the expected results Overall quality of the service is determined by the effectiveness of its component processes Responsible for structuring the process - controls Process Roles (20) These component processes form a chain of activities that need to the day to day activities and operations. Also Process Manager Principles of Quality(29) be well coordinated to deliver consistent quality. generates the reports to help the process owner in comparing actual and expected results. Control and coordinate these activates the following principles should be applied: Quality Management, Quality Assurance and Quality Systems Responsible for executing the defined activities. Process Operatives Principle involves the cost effective and systematic management of all the Report to the process manager organisational activities such as design, development and implementation Aim is to direct these activities to efficiently meet Quality Management(30) the organisational and user requirements Specifies continuous identification, modification and implementation of the quality improvement activities Procedures help the organisations to ensure that In hierarchically structured firms the departments, Principles specify the complete set of measures the IT services continuously and consistently Department Orientated processes and tasks are usually based on specific Quality Assurance(31) and procedures for ensuring quality. fulfil the expectations of the customer customers, products, disciplines or regions. Two Approaches to Delivering Measures help in identifying the improvement Service(22) steps needed to enhance service quality. In process orientated firms several departments together Quality within ITSM perform different activities of one process. Roles and Process Orientated Quality Requirements responsibilities are assigned according to the activities Principles specify the Steps for meeting these requirements defined to deliver a particular service. organisation wide processes Procedures for improving the quality standards Principles Quality Systems(32) Methods for assuring the service quality levels Principle defines the responsibilities, procedures and resources required to implement quality management Plan Do Deming Circle(34) Check Act Quality Improvement Tools(33) Model is used to determine the European Foundation for Quality maturity of the organisation Management (EFQM) Model(35) Organisational maturity is defined by the levels of:
    • 1. Objectives 2. Benefits to the IT Organisation 3. Concepts Input Output 4. Process Activities 5. Roles Model Demonstrates the relationships SEMI Model 6. Relationships with other ITIL Processes and interrelationships between all of the ITIL processes 7. Bottlenecks 8. KPI'S 9. Critical Success Factors Service Management Covers the processes required for the planning and delivery of quality IT services and looks at Describes the processes associated with the day-to-day support longer term processes for improving the quality of IT services delivered and maintenance activities for the provision of IT services Capacity Service Aims to consistently provide the required IT This function facilitates quick resolution  Management  Desk (SD) resources at an acceptable cost and in line with the of user queries by serving as a Single current and future requirements of the customer Point Of Contact for the user Availability Incident Helps manage the IT resources and services and deliver  Management_1 Helps to resolve errors that interrupt or  Management the quality of service expected by the customer reduce the quality of the business processes with minimal impact on the business Service Continuity ITSCM enables firms to continue to provide the Configuration  Management Database contains the relationships pre-determined and agreed level of IT services even  Management Service Delivery Service Support of the IT components to provide after a calamity or disaster accurate information to the business Financial Helps the firm plan and implement their Problem  Management business objectives by keeping in mind the  Management Database contains the r-relationships of the IT costs associated with providing each service components to provide accurate info to the business Service Two key components Change Bridges gap between customer requirements and Standard method for implementing  Level Management  Management quality of service provided by firm by drafting an change with minimum errors in the agreement on the services to be provided infrastructure and IT services Security Release Bridges gap between customer requirements and Ensures a stable production environment by using  Management  Management quality of service provided by firm by drafting an formal procedures and checks for implementing agreement on the services to be provided new versions of software and hardware
    • Users should be able to access the Service Desk Users should be encouraged to approach Service Desk 9. Critical Success Users should be discouraged from Factors bypassing the Service Desk Users should clearly understand Service Desk Provide a Single Point of Contact (SPOC) Function e.g. Provision of SLA, Service Ensure Restoration of Service Catalogues, Product Catalogues etc. Guarantee access for all users to IT Organisation 1. Objectives Average duration and answer time per call. Reduce workload on other IT departments by Average time to resolve routing only specific and relevant queries to each % of incidents resolved - first call fix 8. KPI'S department Number of calls processed per workstation Total number of calls to the Service Desk SPOC reduces the time and effort spent by Users resolving issues 2. Benefits to the IT Organisation Provides an Information source to other IT departments Limited understanding of Business needs Provides Long Term Customer Retention through Inadequate investment in training efficiency of Service Provision Unrealistic Service Levels 7. Bottlenecks Insufficient Significance attributed to the Service Desk Cost & resource constraint Organisation hierarchy Considerations Expertise of service desk staff Incident Management 6. Relationships with Functional Skill of Users Change/ Release Management other ITIL Processes Configuration Management Integrated Service Desk: Business Operations are Service Level Management part of the Overall Service Desk Centralised Service Desk Split Function Centralised Service Desk: Business Service Desk/Centralised Service Desk where users Service can go to either Service Desk for support Record the call - don't provide a solution - route call to Call centres Desk (SD) Departments e.g. automated. (Potentially no human Central Point of Contact All Users phone the SPOC. SPOC then routes the interaction - therefore no skill required) call to the appropriate Service desk. Record the call details in general terms - route Structure Deals with Queries of Local Users to departments - often seen as the most Acts as a single cost centre Unskilled SD Distributed Service Desk: Multiple Service Local Point of Contact efficient/cost effective SD Type - Requires Desks across various locations Interacts with Central Point of Contact for Standard Procedure Scripts. (Basic human recording incidents interaction with script - minimal skill required) 5. Roles SPOC but voice activated Use previous experience - usually resolve - otherwise route call to departments Skilled SD Call Centre Routes calls to specific teams for resolution (human interaction, skill & experience 3. Concepts Provides local language benefits required) Widespread Network of Service Desks Have specialist knowledge of IT Around the Clock Support Infrastructure - Resolve the call Expert SD Virtual Service Desk single-handedly. (Human interaction End User is unaware of multiple Desks and highly skilled individuals required) No on-site support to Users Enhances the interaction between Monitoring Progress the Service Desks and the Users. Providing Metrics Objective Tracks the users data for input Resolving Complaints into the ITIL processes CTI (Computer Telephony Integration) Responding to User Calls 4. Process VOIP (Voice Over Internet Protocol) Providing Info to Users Technology IVR (Interactive Voice Response) Communicating with Suppliers Activities Internet Gateways Performing Ops Management Tasks Includes Automated System Management Tools Monitoring Infrastructure Networking Tools Call Forwarding Facilities Emails, Faxes, Telephones etc
    • An up-to-date CMDB that is a must to estimate the impact and urgency of Incidents A Knowledge Base, which is necessary to record 9. Critical Success Timely Solutions to incidents Incidents, their solutions or workarounds Factors Correct identification of incidents An automated system that is necessary for 1. Objectives Monitoring of Incidents recording, tracking and monitoring Incidents Increased Productivity Close ties with Service Level Business Management Info Number of recorded Incidents Improved monitoring, allowing performance against Average time to resolve the prioritized SLAs to be accurately measured and not prioritized Incidents Accurate recording of Incidents and service requests Number of resolved Incidents per work station or per Service Elimination of lost or incorrect Incidents and service Desk, within the time duration specified in the SLAs 8. KPI'S requests Percentage of Incidents resolved by the First-line support 2. Benefits to the IT Organisation Organized and efficient use of personnel for resolving Average support cost per Incident Incidents Total Incidents solved without the Support Groups Availability of information on IT errors for effective needing to visit the User's location management Users bypass Incident Management procedures More accurate CMDB information for ongoing audit while registering Incidents Overload of Incidents Improved User and Customer satisfaction Increase in escalation of Incidents 7. Bottlenecks Incident Service Level Agreements not clearly defined Management Applications Categories of Incidents Hardware Change in culture in the organization Service Requests Configuration Management Impact - High, Medium, Low Problem Management Criteria for solving Incidents Urgency - High, Medium, Low Change Management 6. Relationships with 3. Concepts Priority Service Level Management other ITIL Processes 1st Line - SD, Report, Monitor, Close Availability Management Support Groups 2nd, 3rd, 4th Line - Management Department, Capacity Management software, architects, suppliers Creating Process Reports Service Desk Hierarchical - lack of resources or authority Organising Management Information Escalation Developing and maintaining incident mgmt system Incident Manager Functional - 1st line to 2nd line Monitoring responsibility of IM support Incidents from different parts of the Inputs: groups infrastructure Recording reported incidents Outputs: Infomation about the incidents and their solutions Classifying and matching incidents Routing incidents to other support groups First line & Service Desk 5. Roles Accepting and Recording Incidents Resolving incidents Classifying Incidents and providing First-line Support Closing solved incidents Support Groups 4. Process Matching new Incidents with the previously Handling incidents not solved by 1st line recorded Incidents Activities Investigating incident details Investigating and Diagnosing Incidents Other Support Groups Diagnosing the cause of incidents Resolving and Recovering Incidents Recovering solved incidents Monitoring and tracking the progress of the Incidents Closing the Incidents
    • Configuration Management Database (CMDB: Details: Numbers, Versions, Values, Locations of IT components etc Providing reliable and up-to-date details about CM provides information about the IT infrastructure and services Identifying clear process objectives components of IT Infrastructure and Ensuring implementation of all stages in the helps Organisations by providing: Managing the economic value of the IT 1. Objectives services (customer requirements, quality, and process costs) Deleting the existing records before 9. Critical Success Effective Management of IT Components introducing the process to avoid duplicate data Providing accurate information and Factors documentation to support the other ITIL Provision of High-quality Commercial Services Ensuring that the Configuration Management processes team has the required skills and attitude Effective Problem-solving Rapid Implementation of Changes Close coordination with the Change 2. Benefits to the IT Management process to ensure accuracy of the Better Control of Software and Hardware information in the CMDB Organisation Improved Security Number of unauthorised Configuration Items Compliance with Legal Requirements Number of refused RFC's as a result of incomplete CMDB data Effective Expenditure Planning CI's and CMDB Identification of Hidden Costs Number of changes to CMDB per month Support for Other ITIL Processes Number of unauthorised IT components detected in use 8. KPI'S Hardware and software Ratio of calls resolved immediately Documentation, such as agreements, Average Time and cost of diagnosis and resolution of Service Desk procedures, and manuals Hardware, Software, Network Components, Service Desk Calls Scope Servers, Processors, Documents, Procedures, Technical specifications Services and other IT Components Environments CI - Configuration Items Cycle Time for Change Approvals Organization charts and project plans CI's must be: Uniquely Identifiable, Changeable, ITIL processes Manageable Wasted Licences Environment The CI Baseline consists of Configuration frozen CI's (CI attributes are not Level of detail in CMDB Management 3. Concepts CI Baseline changed) ; Baseline is used for: Configuration Audit, Release, Change, Product Catalogue, Collection of Standard CI's for costing, Testing new Configurations, Manual Systems Backout Problems, Standard Supply to Users Urgent Changes Over ambitious schedules CMDB - Configuration Item Information is Component and version, CI affected by a Unrealistic Expectations 7. Bottlenecks Information about changes in the organization logged in the CMDB as follows Schedule, CI purchased by Supplier, CI history, Inputs Location of CI info, Schedules for upgrading, CI Lack of Commitment Information about the new IT components affected by a problem Bureaucratic Process Reports to other processes and to the IT management Isolated Implementation Outputs New and updated records in the CMDB Inflexible Tools Defining the strategy, policy, and objectives of the process Incident Management Analyzing the information that is available for the process Problem Management 1. Planning Identifying the tools and resources required for the process Release Management Creating interfaces with other ITIL processes, 6. Relationships with projects, and third parties like the suppliers Service Level Management other ITIL Processes Financial Management Define the scope of the Configuration Availability Management Management process Service Continuity Management Specify the level of detail for recording the information Capacity Management 2. Identification Identify the relationships of the Configuration Items (CIs) Determine the depth of information that needs to be recorded 4. Process Create Naming Conventions Attributes Making proposals on the scope of Configuration Management Activities Planning and populating the Configuration 3. Status Monitoring A status code is assigned to each of the Management Database (CMDB) statuses for easy identification Evaluating existing and implementing new Configuration Management systems Record the details of the hardware and software in the CMDB Developing identification system and naming Configuration Manager 4. Control 5. Roles Changes made to the IT infrastructure and IT conventions for the Configuration Items (CIs) components Developing interfaces to other processes Automatically analyze workstations using audit tools report Creating reports and audits on the Current situation and status of the IT infrastructure 5. Verification Communicating the process and conducting training Check and update the CMDB Assess the efficiency and effectiveness of the process 6. Reporting Review of the expected growth of the demand of the process activities are scheduled on a regular basis
    • Detect causes of errors or Incidents in the IT infrastructure 1. Objectives Eliminate Problems in the IT infrastructure Provide permanent solutions to Problems Prevent the recurrence of Problems Manual Systems are Error Prone In terms of IT Service Quality - Effective Automated Incident Documents and eliminates errors Registration System Automated Systems save time and improve the 2. Benefits to the IT quality of Service Delivery Reduces the number of Incidents Organisation 9. Critical Success Factors Provides permanent solutions to Feasible objectives problems in the IT Infrastructure. Dedicated team required (not part-time) Higher First Line Resolution Rate Effective Coordination of Incident Resolution and Problem Prevention Identify the root cause of the Problem Problem Control Activities Provide the Service Desk with information Number of Incidents by resolving problems and advice on workarounds Time needed to resolve problems 8. KPI'S Spot, monitor, and eliminate Costs (people, material resources) incurred during resolving a Problem Scope Implement solutions as suggested Changes by Error Control Activities following the Change Management process errors Poor link between the Incident Management Evaluate Changes to ensure effective process and the Problem Management process resolution and prevention of problems Inefficient communication of Known Errors from the 7. Bottlenecks Known Errors - Known Root Causes development environment to the Live environment Workarounds - Temporary Fixes, Lack of commitment on the management's part no disruption to the Client 3. Concepts Reactive PM Activities - Finding Root Configuration Management Problem Cause to aid in Permanent Solutions Change Management Management 6. Relationships with Proactive PM Activities - Prevention Incident Management before the errors/incidents occur other ITIL Processes Service level Management Incident details from the Incident Management process Capacity Management Workarounds defined by the Incident Availability Management Management process Developing and maintaining the Problem Configuration details from the Configuration Control and Error Control processes Inputs Management Database (CMDB) Assessing the effectiveness of the Problem Details of products (hardware and software) Control and Error Control activities used in the IT infrastructure from the suppliers Providing Problems-related information to the management Details about the IT infrastructure and its behaviour, for Problem Manager example, registration of capacity and performance monitoring Managing the Problem support staff Allocating resources for the support activities Known Errors Evaluating the effectiveness of the Proactive Requests for Changes (RFCs) Problem Management process Up-to-date Problem records Outputs Identifying and recording Problems by Closed Problem records for resolved Problems analyzing Incident details 5. Roles Management information to help monitor the Investigating Problems based on their priority effectiveness of the Problem Management process Submitting RFCs to remove errors Reactive Monitoring the resolution of Known Errors 4. Process Identification and reporting Advising the Incident Management team about Support Group Personnel Classifying - Category (Hardware or Software), workarounds and quick fixes Impact, Urgency, Priority Problem Control - Trend Analysis Investigation & Diagnosing - Diagnosis by Identifying trends and potential sources of Problems recreating error in a test environment, Diagnosis Submitting RFCs to prevent the recurrence of Problems Proactive examples: Hardware, Software, Document Error, Human Error, Procedural Error Preventing the replication of Problems across multiple systems Error Identification and recording Activities Error Assessment Error Resolution recording & raising Error Control - Monitoring Known Errors and RFC's RCFs Error Closure Problem/error resolution monitoring Incident Management team Providing Information - Solution to Problems Service Desk End User
    • Following process Co-ordination with Staff 9. Critical Success Factors Post Implementation Review (PIR) Change Management ensure that all changes in Quick and efficient handling of Changes Coordination with Configuration Management the IT Infrastructure are approved and closely Minimum impact of risk due to the 1. Objectives managed for associated risk to the IT environment implementation of Changes Improvement in the day-to-day operations of the Number of implemented changes per CI organization Number of successful changes per CI Number of unsuccessful changes per CI Number of backed out changes 8. KPI'S Number of incidents per CI. Workload Incidents 2. Benefits to the IT Optimise risks reduction after change, Average time , Organisation Minimise impact of business change Average time reduction in related incidents Save time & money Number, Number rejected, Number of RFCs incidents occurring as a result of an RFC Change Bureaucracy - Lengthy activities and paperwork Management Standard/ Urgent Changes Urgent Changes - steps missed, errors 3. Concepts Request for Change (RFC) Lack of Coordination with Configuration 7. Bottlenecks Change Approval Board (CAB Management - inaccurate analysis of impact Unclear Role definition Wide Scope of Change Change Requests - Require CAB approval Configuration Management Process Service Requests - No need to review with Change Release Management Management Problem Management Classification of RFC's according to Impact & Urgency 6. Relationships with Classifying Incident Management Category depends on resources required other ITIL Processes Service Level Management Request process: Availability Management Required personnel Capacity Management Cost IT Service Continuity Planning: The following are criteria that need to be addressed as part of the Change Affected Services 4. Process Activities Management Request process New Resources to be purchased Filtering & accepting RFC's Obtaining Authorisation Cycle Time of Change Planning & Implementation Coordination Impact of Change on Services Reviewing Change Manager - Chairperson (CAB) Capacity and performance of affected services Convening Urgent CABs IT Service Continuity Issuing Forward Schedule of Changes Defined Change Release - several combined batch changes 5. Roles Change Policy Change Management Reports Different Groups test and Schedule/implementation Customers - Attend Status of RFC is 'closed' Evaluate Success Post Implementation Review (PIR LOS reps - Participate in Scheduling Backout plan is followed Apps Teams - Provide Estimation, CAB: Change Approval Board consists of Impact and Cost SW and Systems Users
    • Release Management concentrates on the Piloting new changes protection of the live environment by testing Automatic toolsets changes in a test environment before they are Purchasing 1. Objectives released. In addition, helps monitor: Number of Incidents by Back Out Storing Automatic Release Building 9. Critical Success Factors Transporting Risk optimisation Build Machines Number of software in the DSL that have not been subjected to a quality check Release Implementation in manageable time Test Environments with minimal disruption Number of accurate and timely distributed-Releases at remote sites 2. Benefits to the IT User testing Number of unused software that have unnecessary costs, such as license fee Organisation Fewer individual implementations 8. KPI'S Less illegal copies of software Number of times that unauthorized software is used Increased User involvement for testing Number of times when the status of the Release-associated CIs in the CMDB was accurately updated Standardisation of Hardware/software Resistance to change Release - Emergency Fix, Minor SW/HW, Unfamiliar, cumbersome, and process often bypassed Release Upgrade, Major Problems in distributed implementation Management Release Units - Infrastructure Portions Testing environment Release ID - Status of release e.g. in Insufficient resources 7. Bottlenecks 3. Concepts development, test, live, archive etc Insufficient time Release Types - Delta (small), Full release, Small Testing Problems or Emergency Software Reluctance to perform back outs DSL - Definitive Software Library Delays in installation DHS - DefinativeHardware Store Multiple tools or audits Technical Operations Incident Management Testing: The following aspects of a Change are Functional Aspects Change Management 6. Relationships with tested as part of the Release Management Process Operational Aspects Problem Management other ITIL Processes Performance Aspects Service Level Management Integration Aspects Configuration Management Prepares Release Plan Installation Instructions Authorises Release Operating Instructions Communicates Release Release Manager Tools: Automated Tools reduce time and resources and increase quality. Other tools for Release Management include Test Laboratory Implements Release Configuring and recording Hardware/ Software Member of the CAB components 4. Activities Standardising Hardware/Software Requirements Testing in Live and Test environment Test Manager Plan Preparing roll-out Plan 5. Roles Design Test Environment Activities Build Good technical background Configure Good IT Understanding Environment Activities Acceptance Good knowledge of support tools Skills sets required Preparation Good knowledge of principles Roll out plan Good business strategy Communication Live Environment Activities Distribution
    • Justifiable costs Capacity Management looks at Demand for Resources and costs associated with balancing the cost of resources and this provision 1. Objectives benefits through the use of: Current and future needs for customers Accurate Forecasts Cost Versus Capacity Accurate Plan Supply Versus Demand Close Interaction of Processes 9. Critical Success Factors Current and Future Technologies Reduced Risks: Monitoring performance, effectively Better Implementation managed 2. Benefits to the IT Organisation Accurate Forecasts of future demands: Future Customer demands, Performance trends after estimates Efficient Balancing of supply and demand Reduction in rushed purchases Reduced Capacity Related Expenditure: Timely Investments Reduction in expensive overcapacity 8. KPI'S Reduction in number of incidents due to performance plans Performance Management - Measuring, Monitoring, tuning Modelling - Mathematical Models High Expectations -Limited understanding, Application Sizing - Estimation of HW and SW overestimation Capacity required and expected costs Lack of Information - No information on workload, Management Capacity Planning - Current and Future resources no plans, no simulation model and costs Insufficient Supplier Inputs - Different Benchmarks, 7. Bottlenecks Different Testing methods Capacity Plan - created annually, Complex Environments - Too many dependencies reviewed every quarter Business Capacity Management Problems in Determining appropriate levels of Modelling - simple, complex monitoring - Conflict in process and procedure 3. Concepts Applications Sizing Monitoring performance of HW - CPU, Disk & Network Utilisation Incident Management There are 3 main types of Capacity Management Analysing data - trends, normal and baseline trends (Service Thresholds, Future, Difference) Problem Management Service Capacity Management Tuning Resource - Load Balancing Change Management Implementing new Hardware - Change supervised Release Management 6. Relationships with by Change Management and Monitored other ITIL Processes Technology Configuration Management Creating and maintaining Capacity Database -CMBD Business requirements Service Level Management Inputs Project plans Resource Capacity Management Financial Management Incidents and problems IT Service Continuity Financial plans and budgets Available Management Capacity Plan Monitors Process Updated Capacity Database Capacity Plan Creation Capacity Manager 4. Process Outputs Service Level records Update the Capacity Management Database Costing and Charging records 5. Roles Revised Operational Schedules Optimising performance System, Network, Expertise Business Demand Application Manager Monitoring the performance of a hardware resource Determining required Capacity Analyzing the data collected from monitoring Activities Tuning the resource based on the analyzed data Implementing and adding new hardware Creating and maintaining the Capacity Database
    • Availability Management ensures that Measure service availability levels and improve an accessible service is provided in a them (if possible) 1. Objectives cost effective manner through Provide a quick and effective professional response in contingency situations, such as network failure Both the customer and IT service organization should have quantifiable availability objectives. All desired availability requirements should be specified in terms of time, cost, duration, and performance parameters. A single point of contact is provided for 9. Critical Success Factors The Service Level Management process should provide customers to resolve availability issues. realistic formalized SLAs for service delivery. Little Downtime New products and services comply with existing Both parties should use common definitions for 2. Benefits to the IT availability standards. Complexity availability and downtime Organisation The occurrence and duration of unavailability Availability Reliability of components are reduced using effective remedial actions. Quick response to faults Availability standards are monitored and Quality of maintenance Uptime per service or group of Users improved continuously within the associated cost restrictions. Required Period Downtime duration Downtime frequency 8. KPI'S Dependability Reliability Rate of Availability 3. Concepts Resilience Number of failures with 'X' time Quality of Maintenance Availability Contractual 3rd Parties Management_1 Serviceability Impact Assessment reports for processes Contractors Configured data (monitored data) Detecting failures Lack of effective measurement tools for measuring sub-activity Inputs Reliability requirements for all IT Infrastructure components Diagnosing Failures Failure to meet Business Objectives Data about faults from previous Incidents Maintainability/Recoverability 7. Bottlenecks Restoring Failures Lack of roles and responsibilities Service Levels, desired and achieved (SLA) Resolving Failures Insufficient empowerment and coordination between processes Availability design Criteria Technical Requirements for Infrastructure Resilience Reports on achieved availability and reliability Service Level Management Availability Plan Configuration Management Outputs MTTR - mean time to repair IT service Continuity Management 6. Relationships with MTBF - mean time between failures Financial Management Availability Reports - based on Metrics: other ITIL Processes MTBSI - mean time between system incidents Capacity Management Uptime/Downtime Change Management Incident Management Key business function Problem Management Determines service uptime/downtime Determining the availability requirements Business impact of downtime Business hours for customer Managing the Availability process in terms of time, cost, and delivery Component failure impact analysis CFIA Ensuring that the delivered IT services match the agreed service levels 4. Activities Component risk assessment management method CRAMM Optimizing the IT infrastructure to lower service costs to customers Availability Manager Design plan - Effective maintenance contracts with suppliers Monitoring IT service response time for reporting to customers Designing for availability of service Adopt alternative strategies if requirements are not suitable Creating a proactive Availability Plan to balance future Availability Management needs 5. Roles Service vulnerabilities and expenditure Understanding of Availability Management Alternative designs Experience Planning Skills Designing for recoverability of service Communication skills Ensure business and technical processes in place Activities List of authorised personnel Statistical Analysis Evaluating key security issues Types of authorisation Map authorisation of customer IT policies S/ware and h/ware upgrades to avoid availability issues Planning maintenance management Planning downtimes LT strategy Assessment of current situation Developing the Availability Plan Set of guidelines for improving existing service Plans for implementing new service Measuring the service response time Monitoring Preparing availability reports
    • IT Service Continuity Management Structure concentrates on Business Continuity after 1. Objectives a Disaster by focusing on the following Culture Strategic Direction Cooperation and commitment within the organization to 2. Benefits to the IT Business Continuity create and execute the Recovery Plan Organisation Organisation Credibility Effective installation and backup tools, such as tapes, CDs, and zip drives to transfer business-critical information from disaster site to the Recovery site Infrastructure Recovery - Faster Recovery 9. Critical Success Factors Effective implementation of the Configuration Management process Training on procedures for executing the Recovery Plan Unexpected testing of the Recovery Plan Number of shortcomings identified in the Recovery Plan Cost to the company because of the loss in the Risk Assessment business, if the Recovery Plan had not been 8. KPI'S Initiation: Determines Scope, Policy, IT Components executed Resources, Recovery projects etc Cost incurred in terms of time, resources and Threats and Probability money to restore IT Services after a disaster Vulnerabilities Lack of commitment, ownership, awareness Do nothing Insufficient resources, budget constraints 7. Bottlenecks Service Continuity Return to Manual / paper-based Immeasurable estimation of damages, unrealistic Management Reciprocal Agreements (sharing department assumptions and irregular testing Requirements and Strategy: If no resources) preventative measures, options are: Gradual Recovery (3rg Parties) Service Level Management Immediate Recovery (Operational Environment Availability Management Created) 6. Relationships with Capacity Management Inter-immediate Recovery (Identical Production other ITIL Processes Environment created with replication of data) Configuration Management Change Management Organisation and Implementation planning 3. Concepts 4 phases Security Management Emergency Response Teams, Damage Define organisational policies and strategies Assessment, Crisis Management and Human Managing crises thus controlling any further impacts of the disaster. Resources COO, Directors Board Taking timely decisions that are critical for business continuity. For Implementation Preventative measures and recovery options example, identifying the right time for executing the Recovery plan. Standby Agreements, Off site recovery with Third Organisation and Implementation planning Parties Emergency Response Teams, Damage Assessment, Crisis Manager Includes Installing HW and Network Components Developing plans and procedures Crisis Management and Human Resources Restoring Applications, Databases and Data Coordinating the execution of the Recovery plan Training and Awareness Strategy Communication, Managing the personnel and managers involved in Recovery Training the execution of the plan Review and Audit: Review Recovery Plans., Audits Resolving any conflicts that might arise during the Senior Management Operational Management for Changes execution of the plan 5. Roles Testing: Loopholes introduced Providing funds, personnel, and resources required Change Management: Impact of Change on to execute the Recovery plan Recovery Plan Defining the organizational policy Initiating the activities to be performed while executing the plan Identifying the relevant areas to apply ITSCM Leading the teams, allocating their responsibilities, and 4. Scope Activities Allocating Resources specifying clear guidelines for carrying out the plans Management Setting up the recovery projects in the organization Reporting on the progress of the execution of the plan to the Senior Management Executing the activities mentioned in the Recovery plan Reporting the issues faced during the execution of the Recovery Plan Team Leaders and Members Providing implementation-level details for formulating future plans
    • Create awareness among users about cost of implementing IT services Track service costs Implement a cost monitoring systems that justifies all 1. Objectives enables IT service organizations to: Implement cost-effective services expenditure Meet customer demands Provide effective services at reasonable costs 9. Critical Success Factors Create complete awareness about impact and cost of implementing financial mgmt process Determine the costs of IT services Provide access to relevant information from the 2. Benefits to the IT Identify the cost structure configuration management process Organisation Recover costs from customers Cost benefit analysis Operate the IT department as a business unit Feedback from customers Verify that charges for IT services are realistic Financial targets met by IT organisation 8. KPI'S Changes in use of service Budgeting Reports sent to the service level management process Accounting 3. Concepts Charging for IT Services Non-availability of adequate written material Cost Categories Difficulty in obtaining planning details Financial Improper documentation of corporate strategy Management Incremental Budgeting - Looking at the previous and objectives 7. Bottlenecks years budget Difficulty in locating skilled personnel Budgeting looks at the long term objectives Zero Based Budgeting - Business Managers Insufficient cooperation justifying the cost of services Lack of managerial commitment Service Level Management 6. Relationships with Sales and Marketing budget - Sales Volumes Budgeting Capacity Management other ITIL Processes Production Budget - Information about Services, People etc Configuration Management Secondary Budget Administrative Budget - Costs per Department Cost and Investment Budget - Planned budgets Develops and implements the process and purchase or replacement costs Managing the IT organization's budget Phase 1 - Identify IT needs Reporting to IT managers and Customers Phase 2 - Identify Cost Control Methods about conformance to budget 4 Phases to Financial IT Finance Manager Accounting Management Accounting: Phase 3 - Charge appropriately to customers Gathering cost data for all implemented services 4.Scope Activities Phase 4 - Request and receive feedback from Implementing suitable accounting policies customers about planned changes Providing justifications for IT service charges Preparing regular bills for IT services 5. Roles Encourages Companies to work as a Business Unit Charging Policy Good numerical and financial skills Charging Communicates Information Ability to successfully work with all levels of IT Organization management Pricing Flexibility - charging additional Costs to the Customer Skills Notational Charging Thorough documentation skills Excellent communication and negotiation skills Direct or indirect Good presentation skills Fixed Costs - Constant Costs e.g. not related to volumes or production Cost Categories Variable Costs - e.g. Printers, Phones etc Capital Costs - purchase of assets that depreciate Operational Costs - e.g. Building Maintenance etc
    • Technical and business expertise of the Service Level Managers IT services are provided at the agreed quality levels and costs Accurate formulation of the mission and objectives 9. Critical Success of the Service Level Management process 1. Objectives Agreed service levels are maintained, Factors monitored, and improved continuously Details mentioned in the SLA that help in Awareness of the Service Level Management process quantifying agreed service levels among the employees of the IT organization Design services based on customer Clearly defined OLA and UC that help Clear definition of the tasks and roles within requirements maintain the service levels agreed in the SLA the Service Level Management process Provide measurable performance indicators for Number of monitored elements of the SLA 2. Benefits to the IT IT services 8. KPI'S Organisation Reported number of deviations from agreed service levels Balance the required quality of services with costs Elements of the SLA that meet the agreed service levels Reduce costs in the long run Shortfalls in meeting the agreed service levels and the consequent improvement measures Improve relationships with customers included in the next phase plans Cultural changes required within the IT Service Providers, Customers, and Users organization Level Management Service Level Requirements (SLR) Inability of the customers to specify their Service Spec sheets requirements clearly Service Catalogs Difficulty in quantifying customer expectations 7. Bottlenecks 3. Concepts Service Level Agreements (SLA) Possibility of over-ambitious agreements with customers Operational Level Agreements (OLA) Underestimation of overhead costs for Underpinning Contracts (UC) monitoring and reviewing service levels Service Improvement Plan (SIP) Identifying requirements Service Desk Non-conformance to the Service Level Service Quality Plans (SQP) Management process Reaching Agreements Defining services Availability Mgt Finalising Capacity Mgt Incident and problem mgt Monitoring 6. Relationships with Fulfilling Agreements Change mgt Reporting achieved targets other ITIL Processes IT service continuity mgt Reviewing Service Levels Owns and manages the process, and is Security Mgt responsible for its implementation Average response times and transaction rates during peak periods Configuration Mgt Creating and updating the Downtime service catalogue Financial Mgt Activities Number of functional errors 4. Activities Service Management Reports Release Mgt Maintaining the SLA process by defining SLA's OLA's and UC's Service Level Manager 5. Roles Frequency of duration of service not meeting service levels Responsible for: Successful/unsuccessful breaches of security Updating the SIP Updating the SLA's, UC's and OLA's Completed/Ongoing changes Reviewing and improving the performance of the Changes made to the SLA IT organisation to meet agreed service levels Problems and incidents related to services Service Improvement Plans Performance trends Changes to procedures Consequences of failure to provide agreed service levels
    • Comply with the security requirements of the Service Level Agreements (SLAs) Security Management prevents Meet the external requirements not defined in the unauthorised access to information, contracts, legislation, and policies intrusion or access violation 1. Objectives Provide a basic level of security to the Information Total commitment from the management System, independent of the external requirements User involvement in the process development Ensure that effective security measures are taken 9. Critical Success Factors at strategic, tactical, and operational levels Clarity in the division of employees' responsibilities Providing correct and complete information to relevant people when required 2. Benefits to the IT Maintaining standards of products and services Security elements included in SLAs Organisation Providing value to an Information System Security elements of the SLA supported by OLA and UCs Ensuring the continuity of the IT services Security elements of the SLAs which are monitored, and where no shortcomings are Helping in meeting the objectives of the organization reported 8. KPI'S SLAs Security elements of the SLAs reviewed regularly Inputs Policies Security elements of the SLAs where the agreed Information Security External Requirments service levels are fulfilled Confidentiality Routine Security Plans Security Integrity Outputs 3. Concepts Exception Reports Management Availability Lack of commitment Compliance requirements are located in SLA Privacy Planning Insufficient awareness Objectives are specified in the Security Plan Verifiability Resistant attitude Classification of IT Resources Input for CMDB Immediate implementation 7. Bottlenecks Task and responsibilities Inefficient verification Confidentiality agreements No link to Change Management Personnel Security Guidelines Lack of detection systems Disciplinary Measures 6. Relationships with Operating instructions other ITIL Processes Internal regulations Monitoring the Security Management process Security Guidelines Developing and maintaining the Security Plan according to Implementation the organization's security requirements Managing Security Procedures for dealing with incident 4. Scope Security Manager Recovery of activities Handling problems and incidents related to security Inputs for change management Ensuring that the Security demands specified in the SLA are met Activities Virus protection methods Generating reports containing results of progress, self-assessment, and internal audits 5. Roles Control policy Acting as a mediator between the Security Assess info Manager and the customer Assess control Network security barriers Coordinating escalations for security incidents Security Officer Measures for ID of computer systems Managing the security measures to be implemented at the customer end Evaluation Self Assessments and audits Found in SLA and Security Plan OLA Maintenance Reporting Reporting Performance and Issues Functions Organisational Structure Controlling Roles and Responsibilities Reporting Structure