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ITIL_V3.ppt

  1. 1. ITIL V3 Training
  2. 2. 2 CLENT NAME | TITLE HERE | DATE HERE INTRODUCTION • Name • Product-line • Role • Why do you want to attend this training? • Previous Experience with ITIL • Hobbies / What do you enjoy most ?
  3. 3. 3 CLENT NAME | TITLE HERE | DATE HERE PURPOSE Purpose of this training is to • Give the audience knowledge of ITIL v3 • Explain the updates from previous version • Encourage for Certification
  4. 4. 4 CLENT NAME | TITLE HERE | DATE HERE EVOLUTION OF ITIL ITIL - Information Technology Infrastructure Library History • Originally created in late 80s by the UK government • Now truly global and applicable to all IT Services • Focus on process and roles rather than organisation • Version 1 in 1991- focused on UK Government • Version 2 in 2000 - Industry wide and took into account changes in technology • Version 3 in June 2007 – Life Cycle Approach OGC • Office of Government Commerce – UK Treasury ministry ITSMF • The driver behind all things ITIL taken over from OGC • Global – USA, Canada, Mexico, Argentina, and Brazil - Americas – Australia, India, Singapore - Asia Pacific – Denmark, France, Germany, Netherlands, Sweden, UK - EMEA
  5. 5. 5 CLENT NAME | TITLE HERE | DATE HERE Is a collection of books which contain recommendations & suggestions to improve provision of IT Services Not a standard but a Best Practices Framework Needs to be adopted and/or adapted ITIL …
  6. 6. 6 CLENT NAME | TITLE HERE | DATE HERE Standards based on ITIL ITIL BS 15000 ISO 20000 • BS15000 the first standard derived from ITIL BS15000:2002 Part 1 – Specification (The standard) BS15000:2002 Part 2 – Code of Practice (Implementation) • CSC was the first major computer services company to get BS15000 • ISO 20000: ISO standard derived from ITIL
  7. 7. 7 CLENT NAME | TITLE HERE | DATE HERE WHY REFRESH ITIL v2 Necessity to accommodate the inputs from the Globe More practical & rational approach became necessary Emphasized on Service Support and Delivery only Less attention to Relationship Management with Partners
  8. 8. 8 CLENT NAME | TITLE HERE | DATE HERE ITIL V3 VS. ITIL V2 ITIL v2 ITIL v3 More process Oriented Lifecycle Based Approach Focus on Products, Process & People Focus on Partners apart from 3 Ps Security Management a part of Availability Security Management is a separate process Emphasize on SD & SS Equal attention to all the processes 10 processes + 1 Function 20 processes + 4 Functions IT & Business Alignment IT & Business Integration
  9. 9. 9 CLENT NAME | TITLE HERE | DATE HERE ITIL v3 CONTENTS Life Cycle Approach • Total 5 books (5 Phases) • All the core processes of v2 maintained • Additional 10 processes & 3 functions included • Other supporting document aids in various forms
  10. 10. 10 CLENT NAME | TITLE HERE | DATE HERE SERVICE LIFE CYCLE APPROACH
  11. 11. 11 CLENT NAME | TITLE HERE | DATE HERE FOCUS AREAS Processes People Products Partners
  12. 12. 12 CLENT NAME | TITLE HERE | DATE HERE ITIL v3 PROCESSES & FUNCTIONS 1.SERVICE STRATEGY Demand Management Service Portfolio Management Financial Management 2.SERVICE DESIGN Service Catalogue Management Service Level Management Availability Management Capacity Management Supplier Management Information Security Management Service Continuity Management 5.CONTINUAL SERVICE IMPROVEMENT •7 Step Improvement Process –Service Reporting –Service Measurement 3.SERVICE TRANSITION Service Asset &Configuration Management Change Management Release & Deployment Management Knowledge Management 4.SERVICE OPERATION Service Desk (FUNCTION) Incident Management Event Management Request Fulfillment Access Management Problem Management IT Operations Management (FUNCTION) Technical Management (FUNCTION) Application Management (FUNCTION) Service Lifecycle Approach
  13. 13. 13 CLENT NAME | TITLE HERE | DATE HERE ITIL® v3 Qualification Scheme ITILFND09-1 ITIL v3 Foundation Certificate in IT Service Management(2 credits) Lifecycle Stream (3 credits each) CapabilityStream (4 credits each) Service Strategy Service Design Service Transition Service Operation Continual Service Improvement Planning, Protection & Optimization Service Offerings & Agreements Release, Control and Validation Operational Support and Analysis Managing Acrossthe Lifecycle (5 credits) OR ITIL® Expert(22+ credits total) Advanced Level © OGC’s OfficialAccreditor – The APM Group Limited 2007 Intermediate Modules New ITILv3 Education
  14. 14. 14 CLENT NAME | TITLE HERE | DATE HERE BASIC CONCEPTS
  15. 15. 15 CLENT NAME | TITLE HERE | DATE HERE BASIC CONCEPTS.……. Service & Service Owner Service Management Process & Process Owner Functions, Staff, Roles Metrics, Interfaces RACI PDCA Compliance & Governance Concept of Caps
  16. 16. 16 CLENT NAME | TITLE HERE | DATE HERE Service • The means of delivering value to the customer by achieving the customer desired results while working within given constraints Service Owner • An individual or a team which is responsible towards customer for a given service • Responsible for – Initiation & Transition, Ongoing Maintenance & Support – Monitoring & Reporting, Identifying improvement areas in Service – Accountable for Service, Primary customer contact for the service Service Management • A set of specialized organizational capabilities which help us providing value to the customers in the form of services they enjoy AND/OR a set of Functions & Processes which manage the service
  17. 17. 17 CLENT NAME | TITLE HERE | DATE HERE Process • A set of activities which are carried out in a given manner to achieve the desired objective • A process is – Measurable – Yields desired result – Delivers result to customers – Responds to specific events or requirements Process Owner • An individual or a team responsible for – Help Design & documentation of process – Ensuring it is being performed as per documentation – Ensure that yields the desired end results – Overall continual improvement of process – Defining & reviewing KPIs
  18. 18. 18 CLENT NAME | TITLE HERE | DATE HERE Function • A Group of people & their tools used to carry out one or more processes or activities Staff • The personnel who are assigned to carry out specified tasks or activities Roles • A set of authorities, responsibilities & activities assigned to individual or personnel
  19. 19. 19 CLENT NAME | TITLE HERE | DATE HERE Metrics or KPIs • A measurement unit which imparts an ability to “Judge” the performance of a service Interfaces • The overlaps or linkages between two or more processes • Processes exchange data (input or output) via these linkages
  20. 20. 20 CLENT NAME | TITLE HERE | DATE HERE RESPONSIBILITY ACCOUNTABILITY CONSULTED INFORMED MATRIX Key: R = Responsible; performs the task A = Accountable; ultimately answerable for completion of task (only 1 person per task) C = Consulted; provides information or assistance I = Informed; kept apprised of the activity LOS Mgr PM SDM Client 1.1 Internal Kick off A 1.2 Offshore Resource requirement projection/Approval A R I 1.3 Travel Plan A 1.4 Resource Readiness R A 1.5 Knowledge Transfer (KT) Transition C I C 1.6 Conduct Lesson learned C A C 1.7 Sign off R A R
  21. 21. 21 CLENT NAME | TITLE HERE | DATE HERE Act Plan Check Do Continuous step by step improvement Consolidated of the level reached (e.g. ISO 9001) PLAN DO CHECK ACT (Deming’s Cycle for Improvement)
  22. 22. 22 CLENT NAME | TITLE HERE | DATE HERE COMPLIANCE & GOVERNANCE Compliance is a adherence to a Standard or Set of Guidelines or proper consistent practices Corporate Governance means to promote corporate Fairness, Transparency & Accountability IT Governance is an integral part of enterprise/corporate governance & it ensures that organization’s IT is in alignment with Strategies & Objectives
  23. 23. 23 CLENT NAME | TITLE HERE | DATE HERE CONCEPT OF CAPS To carry out multiple roles simultaneously or at different times as per situation or the work involved • E.g. When a staff is logging the call he is wearing a cap of Service Desk • When he/she is able to diagnose the root cause of the error he/she is wearing a cap of Incident & Problem management
  24. 24. 24 CLENT NAME | TITLE HERE | DATE HERE ITIL Processes & Positions Background work Service Strategy Demand Management Service Portfolio Management Financial Management 2.SERVICE DESIGN Service Catalogue Management Availability Management Capacity Management Supplier Management Information Security Management Service Continuity Management 5.CONTINUAL SERVICE IMPROVEMENT •7 Step Improvement Process 3.SERVICE TRANSITION Service Asset & Configuration Management Change Management Release & Deployment Management Knowledge Management 4.SERVICE OPERATION Service Desk (FUNCTION) Incident Management Event Management Request Fulfillment Access Management Problem Management Technical Management (FUNCTION) IT Operations Management (FUNCTION) Application Management (FUNCTION) Service Level Management 1.SERVICE STRATEGY
  25. 25. 25 CLENT NAME | TITLE HERE | DATE HERE 1. SERVICE STRATEGY
  26. 26. 26 CLENT NAME | TITLE HERE | DATE HERE ACTIVITIES OF SERVICE STRATEGY Identify market & define your target area • Decide what services you want to offer & who can be the potential customers Develop your service offerings • Build on/improve your services Develop strategic assets • Develop new services Help clarify the relationships between different services, processes, strategies etc.
  27. 27. 27 CLENT NAME | TITLE HERE | DATE HERE BASIC CONCEPTS OF SERVICE STRATEGY Utility – It is derived from the attributes of service which have a positive effect on the performance • What does the service do? • Functional requirements • Features, inputs, outputs • Fit for purpose Warranty – It is derived from positive effect being available when needed, in sufficient capacity & magnitude & dependably in terms of Continuity & Security • How well service does it • Fit for use
  28. 28. 28 CLENT NAME | TITLE HERE | DATE HERE Types of Service Providers Internal • Each BU has it’s own service providers (e.g. HR, Finance etc.) Shared • Each BU uses services from single SSU (Shared Services Unit) External • BUs take services from different, authorized external vendors NOTE – In today’s world, most of the organizations prefer to use mixture of all types
  29. 29. 29 CLENT NAME | TITLE HERE | DATE HERE DELIVERY MODELS Delivery model is a graphical representation of components that help organizations deliver services to customers • Insourcing: Using internal providers only • Outsourcing: Using external vendors • Co-sourcing: Combination of In-sourcing & outsourcing • Multi-sourcing: using 2 or more vendors to work together & are interdependent on each other’s work • BPO: Appointing external vendors to manage Business Function • ASP: Application Service Provider to provide shared services (e.g. networks) • KPO: Appointing external vendors to manage domain based processes/expertise
  30. 30. 30 CLENT NAME | TITLE HERE | DATE HERE SERVICE STRATEGY 1.Demand Management 2.Service Portfolio Management 3.Financial Management
  31. 31. 31 CLENT NAME | TITLE HERE | DATE HERE SERVICE STRATEGY 1 OF 3 DEMAND MANAGEMENT
  32. 32. 32 CLENT NAME | TITLE HERE | DATE HERE ONE LINER Demand Management = Know your customer’s requirements
  33. 33. 33 CLENT NAME | TITLE HERE | DATE HERE OBJECTIVES To understand customer’s current requirements Trend of requirements over a period/business cycle Match the customer’s expectations with organization's capabilities of providing services Ensure Warranty & Utility are in alignment with customer’s needs
  34. 34. 34 CLENT NAME | TITLE HERE | DATE HERE KEY CONCEPTS Core service vs. Supporting Service Pattern of Business Activity (PBA), User profile Service Package (SP) vs. Service Level Package (SLP) Business Relationship Management
  35. 35. 35 CLENT NAME | TITLE HERE | DATE HERE Core Service vs. Supporting Service Core Service is the service which actually brings ‘value’ to the customer. • It’s a service which is KEY from organization's perspective as well • E.g. for a Banking customer, the core services provided will be all financial services Supporting Service ‘supports’ or enhances the core services • It’s like an added feature which may not be desired but important to have • Many times it becomes necessity • E.g. supporting services in above case could be providing a helpdesk which helps/troubleshoots any issues/queries faced by users when they access the website
  36. 36. 36 CLENT NAME | TITLE HERE | DATE HERE Pattern of Business Activity (PBA) & User Profile Represents change in pattern of customers demands as explained by organization Important to track as it helps organization identify improvements in existing services or identify future opportunities Also important to study customer’s business & changing business needs User Profile • Demand patterns shown by users • Users means people or even processes/functions etc. • Is usually associated with/is subset of PBA
  37. 37. 37 CLENT NAME | TITLE HERE | DATE HERE SP vs. SLP Service Package is a bundle of core services and/or supporting services which is offered to customer SP Includes Service Level Package SLP has a defined level of Utility & Warranty for a given SP • E.g. Buying 100 servers is a SP deal but some of them could be under Gold/Silver SLP
  38. 38. 38 CLENT NAME | TITLE HERE | DATE HERE Business Relationship Management Customer centric activities Constant communication with customer Helps to know the improvements & future scope for business Usually the First Point of contact for the customer especially for a first time/new business
  39. 39. 39 CLENT NAME | TITLE HERE | DATE HERE METRICS Accurate understanding of customer’s business needs Loss of Business to competitors especially for a new services Improved Customer Relationships
  40. 40. 40 CLENT NAME | TITLE HERE | DATE HERE ROLES & RESPONSIBILITIES Business Relationship Manager • Documenting the customer’s business needs, PBAs, User Profile etc. • Ensure SLP matches customer’s needs • Discussions with internal teams for setting up new SLPs or establishing the existing once • Analyze potential SLP improvements , • Look for future business opportunities with customer He may have a team working with multiple customers
  41. 41. 41 CLENT NAME | TITLE HERE | DATE HERE SERVICE STRATEGY 2 OF 3 SERVICE PORTFOLIO MANAGEMENT
  42. 42. 42 CLENT NAME | TITLE HERE | DATE HERE ONE LINER SPM = How to bundle/package the services
  43. 43. 43 CLENT NAME | TITLE HERE | DATE HERE OBJECTIVES Plan for services you can offer Record of all the services including current, expired & in Pipeline Provide information/guidance to Service Design
  44. 44. 44 CLENT NAME | TITLE HERE | DATE HERE KEY CONCEPTS Service Portfolio, It’s Components & structure Business Service, Business Service Management Business Service vs. IT Service
  45. 45. 45 CLENT NAME | TITLE HERE | DATE HERE Service Portfolio It describes how the service are bundled & packaged Takes care of Marketing components such as • What is the REASON customer will buy these services? • What is the REASON customer will buy these services from US? • SWOT analysis for our Organization’s service capabilities • What could be our pricing models • How best to allocate resources & capabilities
  46. 46. 46 CLENT NAME | TITLE HERE | DATE HERE Service Portfolio Structure Existing Services Services in pipeline New Services Stopped services Service Catalog Requirements Gathering, Analysis, Approval, Charter, Developed, Release, Operational Retired Services
  47. 47. 47 CLENT NAME | TITLE HERE | DATE HERE ACTIVITIES DAAC (Based on DMAIC cycle) • Define – Take Service Strategy as input, Define Inventories, Business Case, Validation of Data • Analyze – Decide Value Proposition, Prioritization, Balance of Demand & Supply • Approve – Authorize / Finalize the Portfolio, Services, Resources • Charter – Communicate information / decisions, Resource allocation, Chartering of services • Continually Update/ Improve the portfolio – begins next DAAC
  48. 48. 48 CLENT NAME | TITLE HERE | DATE HERE METRICS How Accurate & Up-to-Date Portfolio is Is the information contained is relevant from Market perspective Is it in alignment with customer needs
  49. 49. 49 CLENT NAME | TITLE HERE | DATE HERE ROLES & RESPONSIBILITIES Product manager • Create Business case • Evaluate Marketing Opportunities • Deploy new services/retire the old ones • Manage a set of related services Business Relationship Manager • First Point of Contact • Document Customer needs
  50. 50. 50 CLENT NAME | TITLE HERE | DATE HERE SERVICE STRATEGY 3 OF 3 FINANCIAL MANAGEMENT
  51. 51. 51 CLENT NAME | TITLE HERE | DATE HERE ONE LINER Financial Management = Getting the Deal ($$$) right
  52. 52. 52 CLENT NAME | TITLE HERE | DATE HERE OBJECTIVES To serve as strategic tool to align IT services with Financial Decisions To balance the Cost & Price as appropriate Accounting for IT Services Facilitate Accurate Budgeting Finalize Financial Policies (e.g. Charging) Financial Review & Control
  53. 53. 53 CLENT NAME | TITLE HERE | DATE HERE COST VS PRICE Cost = Actual Expenditure of providing IT Services Price = The amount at which one Sells IT Services Hence Price – Cost = Profit
  54. 54. 54 CLENT NAME | TITLE HERE | DATE HERE KEY CONCEPTS Service Valuation (Previously known as Charging) Service Investment Analysis (Previously known as Budgeting) Accounting Cost Units , Costs Types Business Case Business Impact Analysis
  55. 55. 55 CLENT NAME | TITLE HERE | DATE HERE SERVICE VALUATION (CHARGING) A mechanism which helps organization to recover at least the expenditure incurred on providing IT services with additional monitorial profits as applicable Types • Cost Recovery (Actual) • Cost Plus Fixed Fee • Cost Plus % of Costs • Cost Plus Incentives • Notional Charging • Fixed Price • Time & Material
  56. 56. 56 CLENT NAME | TITLE HERE | DATE HERE SERVICE INVESTMENT ANALYSIS Was termed as Budgeting in v2 It is a Time phased allocation of Funds It helps Track & Control the expenditure pattern Also guide how to utilize the funds
  57. 57. 57 CLENT NAME | TITLE HERE | DATE HERE ACCOUNTING A mechanism to track WHAT has been spent & WHERE it has been spent Maintain accounts of all incoming and outgoing monetary fund Accounting involves maintaining detailed ledgers of the daily expenditure incurred during the implementation of an IT service. Helps an IT organization track costs for each customer, service, or activity
  58. 58. 58 CLENT NAME | TITLE HERE | DATE HERE COST UNITS & COST CATAGORIES / TYPES Cost unit is the identified unit of consumption that can be accounted for a particular service or service asset Cost Categories • Hardware, Software, Travel, Internal, External etc. Cost Types • Direct & Indirect • Fixed & Variable • Capital & Operational
  59. 59. 59 CLENT NAME | TITLE HERE | DATE HERE BUSINESS CASE A decision support/planning system or tool /document It helps analyze the consequences of some decisions Usually it is in the form of report & may contain • Background/History • Facts & Figures, Validity period of the document • Risks & Mitigation plans • Recommendations • E.g. of Business case is a Study Report for “Why should we buy 34 Mbps Link?”
  60. 60. 60 CLENT NAME | TITLE HERE | DATE HERE BUSINESS IMPACT ANALYSIS It identifies organizations’ most critical business services & links them to the financial values or risks Helps to prioritize the critical services Analyzes facets of service such as Impact of outages, Financial penalties, Customer Relationship etc.
  61. 61. 61 CLENT NAME | TITLE HERE | DATE HERE ACTIVITIES To design mechanisms for service valuation, Investment Analysis & Accounting To align IT Business with Finance Policies Ensure the accuracy in implementing financial controls Bill Payments & Collections Updating the Finance Policies as per Organizational needs
  62. 62. 62 CLENT NAME | TITLE HERE | DATE HERE METRICS Accuracy in Budgeting, Forecasting & Controls Quick & Effective financial decision making Proper IT Accounting Ensure Timely Bill Payments & Collections Overall performance of Finance Dept.
  63. 63. 63 CLENT NAME | TITLE HERE | DATE HERE ROLES & RESPONSIBILITIES Finance Manager / Dept./ Controller • To Lay Financial Policies & document • To ensure that the policies are adhered to • Implement proper financial controls • Look for Continual Improvement Note – Every individual manager has some financial responsibility within his area of control
  64. 64. 64 CLENT NAME | TITLE HERE | DATE HERE 2. SERVICE DESIGN
  65. 65. 65 CLENT NAME | TITLE HERE | DATE HERE ACTIVITIES Design services to meet Business Objectives • Design Secure & Resilient IT Infrastructure • Identify, remove the risks from the services before they go live • Create & maintain IT plans, policies, technical & process framework (Design tool ensures standards are adhered to) • Design measurement methods & metrics for assessing effectiveness of processes • Design Effective & efficient processes for design, transition & operation phases • Scope includes new services & improvements as may be needed over a service lifecycle
  66. 66. 66 CLENT NAME | TITLE HERE | DATE HERE SERVICE DESIGN 1. Service Catalog Management 2. Service Level Management 3. Availability Management 4. Capacity Management 5. Supplier Management 6.Information Security Management 7. Service Continuity Management
  67. 67. 67 CLENT NAME | TITLE HERE | DATE HERE SERVICE DESIGN 1 OF 7 SERVICE CATALOG MANAGEMENT
  68. 68. 68 CLENT NAME | TITLE HERE | DATE HERE ONE LINER Service Catalogue Management = Services Ready to Use
  69. 69. 69 CLENT NAME | TITLE HERE | DATE HERE OBJECTIVES Create & Manage Service Catalog Keep Service Catalog Up to Date with latest information Continual Improvement in Management of Service Catalog
  70. 70. 70 CLENT NAME | TITLE HERE | DATE HERE KEY CONCEPTS What is Service Catalog? Service Catalog vs. Service Portfolio Types of Service Catalog
  71. 71. 71 CLENT NAME | TITLE HERE | DATE HERE What is Service Catalog? • A single source of information for all the service offerings • Includes Operational & in Transition Services • E.g. Menu Card in a Hotel Service Catalog vs. Service Portfolio • Service catalog is a part of Service Portfolio • Service Portfolio depicts the services in their Business Value Terms i.e. Why customer would buy it from us • Service Catalog depicts what service would you like to offer to customer (which will be based on customer needs) • Service Portfolio is not usually available to be viewed by Customer or public whereas Service Catalog may be
  72. 72. 72 CLENT NAME | TITLE HERE | DATE HERE Types of Service Catalog Business Service Catalog • Used by Relationship Manager to win a business • Consists list of all IT services which are important for Customer’s Business Process • Visible to customer (or even to common public) Technical Service Catalog • Used by Relationship Manager to know the capabilities & limits of Business Service Catalog • Contains all the Backup/Supporting services for services shown in BSC • Usually Not visible to Customer Typical Service Catalog -
  73. 73. 73 CLENT NAME | TITLE HERE | DATE HERE METRICS Accuracy of Information within Service Catalog Number of corrections made Customer Feedback Number of successful/lost proposals
  74. 74. 74 CLENT NAME | TITLE HERE | DATE HERE ROLES & RESPONSIBILITIES Service Catalog Manager • Establish & maintain Service Catalog • Ensure all the information is accurate & up-to-date • Oversee all the other aspects of service catalog. E.g. Information contains all applicable operational & in Transit services etc. • Work on Continual Improvement of Service Catalog
  75. 75. 75 CLENT NAME | TITLE HERE | DATE HERE SERVICE DESIGN 2 OF 7 SERVICE LEVEL MANAGEMENT
  76. 76. 76 CLENT NAME | TITLE HERE | DATE HERE ONE LINER Service Level Management = Negotiate & Agree Service Levels with client
  77. 77. 77 CLENT NAME | TITLE HERE | DATE HERE OBJECTIVES To Negotiate, Agree & Document the Service Levels To balance the customer expectations & organization’s capabilities To measure, report & continually maintain/improve service level To manage the performance as per agreed service levels To manage the customer relationship
  78. 78. 78 CLENT NAME | TITLE HERE | DATE HERE KEY CONCEPTS Service Level Requirements (SLR) Service Level Agreements (SLA) Operational Level Agreements (OLA) Underpinning Contracts (UC) Service Improvement Plan (SIP) • A formal project undertaken within an organization to identify and introduce Measurable improvements within a specified work area or , work process
  79. 79. 79 CLENT NAME | TITLE HERE | DATE HERE Service Scope and description Service hours Measures of availability and reliability Support details – who to contact, when and how Respond and fix times Deliverables and time scales Change approval and implementation Reference to IT Service Continuity Plan Signatories Responsibilities of both parties Review process Glossary of terms ELEMENTS OF SLA
  80. 80. 80 CLENT NAME | TITLE HERE | DATE HERE SLA,OLA,UC Organization Management Customer Org’s Internal Teams Vendors SLA OLA UC
  81. 81. 81 CLENT NAME | TITLE HERE | DATE HERE METRICS Clearly Defined SLAs, OLAs and UCs Performance against agreed SLAs Shortfalls in SLA and consequent SIPs Number & severity of service breaches Improvement in customer satisfaction Sample SLA Report -
  82. 82. 82 CLENT NAME | TITLE HERE | DATE HERE ROLES & RESPONSIBILITIES Service Level Manager • Process Owner • Review & Reporting • Maintaining an effective Service Level Management process by defining SLAs, OLAs and UCs • Updating the existing SLAs, SIPs, OLAs and UCs • Reviewing and improving the performance of the IT organization to meet agreed service levels
  83. 83. 83 CLENT NAME | TITLE HERE | DATE HERE SERVICE DESIGN 3 OF 7 AVAILABILITY MANAGEMENT
  84. 84. 84 CLENT NAME | TITLE HERE | DATE HERE ONE LINER Availability Management = Ensure it is up when it should be
  85. 85. 85 CLENT NAME | TITLE HERE | DATE HERE OBJECTIVES To ensure agreed Availability Level is met or exceeded The Availability Management process plays an important role in ensuring that a defined level of IT services is continuously accessible to customers, in a cost-effective manner Continually Optimize & Improve the availability by preparing Availability Plan
  86. 86. 86 CLENT NAME | TITLE HERE | DATE HERE Availability Reliability Maintainability Serviceability Vital Business Function (VBF) High Availability Fault Tolerance KEY CONCEPTS
  87. 87. 87 CLENT NAME | TITLE HERE | DATE HERE The ability of a service, component or configuration item to perform it’s agreed & expected function when required Usually expressed as Percentage Availability= (AST-DT) X 100 ----------------- AST AST = Agreed Service Time DT = Downtime AVAILABILITY
  88. 88. 88 CLENT NAME | TITLE HERE | DATE HERE Reliability • Implies how long the specified service is available for the required period without any interruptions or failures Serviceability • Ability of the 3rd party supplier to provide the expected service to service provider Maintainability (or Recoverability) • How easy it is to maintain or recover a service, component or configuration item • NOTE – Availability can be Proactive (recommended) or Reactive.
  89. 89. 89 CLENT NAME | TITLE HERE | DATE HERE Availability Metrics MTRS- Mean Time to Restore Service (Down Time) = Relates to Maintainability (Also has an element of Serviceability) Detection Diagnosis Recover Restoration Incident Occurred MTBF- Mean Time Between Failures(Uptime) = Availability MTBSI – Mean Time Between system Incidents = RELIABILITY Time Incident Occurred Repair
  90. 90. 90 CLENT NAME | TITLE HERE | DATE HERE Vital Business Function (VBF) • A critical function or business process High Availability • Minimizing the impact of component failure Fault Tolerance • Ability of a service to continue to be available even after component(s) failure
  91. 91. 91 CLENT NAME | TITLE HERE | DATE HERE METRICS Uptime per service or group of Users Downtime duration Downtime frequency Number of failures beyond ‘X’ time
  92. 92. 92 CLENT NAME | TITLE HERE | DATE HERE ROLES & RESPONSIBILITIES Availability Manager • Process Owner • Ensure the agreed levels of service availability • Create & manage Availability Plan • Continual improvement in process/results
  93. 93. 93 CLENT NAME | TITLE HERE | DATE HERE SERVICE DESIGN 4 OF 7 CAPACITY MANAGEMENT
  94. 94. 94 CLENT NAME | TITLE HERE | DATE HERE ONE LINER Capacity Management = Ensure IT is sized in optimum & cost effective manner
  95. 95. 95 CLENT NAME | TITLE HERE | DATE HERE OBJECTIVES Provide the required IT Infrastructure in a cost effective manner while also meeting it’s requirements Ensure optimum utilization of IT infrastructure Work on current & future needs Produce & regularly upgrade Capacity Plan
  96. 96. 96 CLENT NAME | TITLE HERE | DATE HERE KEY CONCEPTS Business , Service & Component Capacity Management Capacity Management Information System Capacity Plan Performance Management, Modeling, Application Sizing
  97. 97. 97 CLENT NAME | TITLE HERE | DATE HERE Business Capacity Management • Trend, forecast model and developing the Capacity Plan to understand future business needs • Modeling to estimate the best alternative for Capacity deployment Service Capacity Management • Understand the functioning of the IT services, resource usage and variations to ensure that appropriate service agreements can be designed • Report on Service profile of use of services, manage demand for service Component Capacity Management • Using and monitoring of all components of the IT infrastructure • Optimize use of the current IT resource components such as bandwidth, network capacity etc.
  98. 98. 98 CLENT NAME | TITLE HERE | DATE HERE Capacity Plan • Time (or trigger) phased plan to maintain/increase the utilization of IT Infrastructure by maintaining or adding IT infrastructure components Capacity Management Information System (CMIS) • A system which holds the data needed & maintained by all the capacity sub processes/activities
  99. 99. 99 CLENT NAME | TITLE HERE | DATE HERE Performance Management – Monitoring – Tuning Modeling – Mathematical models for determining the benefits and costs of varying capacity – Simulation and Analytical techniques Application Sizing – For determining the hardware capacity required to support new/modified applications
  100. 100. 100 CLENT NAME | TITLE HERE | DATE HERE METRICS Performance trends after estimates Reduction in rushed purchases Reduction in expensive overcapacity Reduction in number of incidents due to performance plans
  101. 101. 101 CLENT NAME | TITLE HERE | DATE HERE ROLES & RESPONSIBILITIES Capacity Manager • Monitors the Process • Capacity Plan Creation • Update the Capacity Management Database Supported by Technical & Application Management • To provide capacity requirements via capacity incidents & problems • Other day to day capacity management activities
  102. 102. 102 CLENT NAME | TITLE HERE | DATE HERE SERVICE DESIGN 5 OF 7 SUPPLIER MANAGEMENT
  103. 103. 103 CLENT NAME | TITLE HERE | DATE HERE ONE LINER Supplier Management = Manage Supplier Relationship & Performance
  104. 104. 104 CLENT NAME | TITLE HERE | DATE HERE OBJECTIVES Manage supplier relationship & performance Ensure the Right & Relevant contracts with supplier Manage the contracts throughout their lifecycle Create & maintain Supplier Policy, List & Contracts Database
  105. 105. 105 CLENT NAME | TITLE HERE | DATE HERE Supplier Selection Request Supplier Responses Requirement of 3rd party supplier Select Suppliers Analyze Supplier Capabilities Contract with Supplier (UC) Supplier provides Services Manage Suppliers SCD Update supplier’s records
  106. 106. 106 CLENT NAME | TITLE HERE | DATE HERE Supplier – Contracts Database (SCD) Supplier Contracts Database Organization’s Supplier Policy & Strategy Contracts categorization According to Types of services, Owner, expiry date, value etc. Fresh/Renewed Contracts Existing Contracts Records of Past/Expired Contracts Contracts Modification/Termination Supplier’s performance Against contract terms
  107. 107. 107 CLENT NAME | TITLE HERE | DATE HERE METRICS Accuracy of information in SCD Relevance of contracts in terms of SLM Performance of suppliers
  108. 108. 108 CLENT NAME | TITLE HERE | DATE HERE ROLES & RESPONSIBILITIES Supplier Manager • Process owner • Deliver expected supplier performance • Create, establish & maintain SCD • Manage the contracts in conjunction with SLM
  109. 109. 109 CLENT NAME | TITLE HERE | DATE HERE SERVICE DESIGN 6 OF 7 INFORMATION SECURITY MANAGEMENT
  110. 110. 110 CLENT NAME | TITLE HERE | DATE HERE ONE LINER ISM = Protect your Data & Information
  111. 111. 111 CLENT NAME | TITLE HERE | DATE HERE OBJECTIVES To prevent Unauthorized Access (& allow Authorized Access) To provide effective security measures at Strategic, Tactical & Operational organizational Levels To enable organization to do a business “Safely” To comply with Security Requirements as per SLA
  112. 112. 112 CLENT NAME | TITLE HERE | DATE HERE KEY CONCEPTS Confidentiality, Integrity, Availability, Non-Repudiation Information Security Policy Security Analysis & Controls
  113. 113. 113 CLENT NAME | TITLE HERE | DATE HERE Confidentiality • Information is accessible to only those who are authorized to view it Integrity • Information, especially while being communicated, is protected against unauthorized modification Availability • Information is invulnerable to attacks or is recoverable in secured way i.e. it is available (only to authorized) when it should be Non-Repudiation • Sender of information can not deny that information has NOT been sent by him
  114. 114. 114 CLENT NAME | TITLE HERE | DATE HERE Information Security Policy • A policy of an organization which ensures the compliance to Information Security Objectives & Guidelines Security Analysis & Controls • To Analyze the threats to organization’s data/Information & to eliminate/minimize the same • To provide security controls (checkpoints) at various levels so that reduce the impact of security breaches
  115. 115. 115 CLENT NAME | TITLE HERE | DATE HERE METRICS Effectiveness of Security Measures / Controls Number of Security Breaches , Attacks Business Losses incurred due to security malpractices Adherence /Compliance to Security Standards Security Audits reports
  116. 116. 116 CLENT NAME | TITLE HERE | DATE HERE ROLES & RESPONSIBILITIES Security Manager • Process Owner, Planning for Security • Design & Monitor Security Policy / Analysis / Controls • Oversee entire security aspect of the organization • Overall Improvement Security Officer • Mediator between Security manager & Customer / Users • Assist Implementation of security policies/measures etc.
  117. 117. 117 CLENT NAME | TITLE HERE | DATE HERE SERVICE DESIGN 7 OF 7 SERVICE CONTINUITY MANAGEMENT
  118. 118. 118 CLENT NAME | TITLE HERE | DATE HERE ONE LINER Service Continuity Management = Recover from disaster as per agreed & applicable SLA
  119. 119. 119 CLENT NAME | TITLE HERE | DATE HERE OBJECTIVES To create & manage IT service continuity & recovery plans To reduce potential disaster occurrence To negotiate & manage necessary contracts with 3rd parties Balance SLAs & Cost factors while planning for service continuity
  120. 120. 120 CLENT NAME | TITLE HERE | DATE HERE KEY CONCEPTS Business Continuity Strategy Life Cycle Approach to ITSCM Assessment of Changes for impact on ITSCM Dormant Contracts Negotiated/Compromised SLAs Regular Testing – Ongoing as a part of Lifecycle approach
  121. 121. 121 CLENT NAME | TITLE HERE | DATE HERE LIFE CYCLE APPROACH TO ITSCM Initiate ITSCM Gather requirements • Plan for implementation Implementation • ORR (Operation Readiness Review) • Mock Testing • Go Live /Sign Off for ITSCM Structure Ongoing regular testing & updates to ITSCM structure
  122. 122. 122 CLENT NAME | TITLE HERE | DATE HERE
  123. 123. 123 CLENT NAME | TITLE HERE | DATE HERE POSSIBLE RECOVERY OPTIONS Do nothing Manual Workarounds Reciprocal arrangements (Less Frequently used) Immediate recovery – hot standby (24 hours) • Mirrored business systems on an alternate site Intermediate recovery – warm standby (24-72 hrs) • Similar to immediate but critical systems need to be recovered and run Gradual recovery – cold standby (72 hrs) • Empty facility with utilities Fortress Approach Dormant contracts Insurance
  124. 124. 124 CLENT NAME | TITLE HERE | DATE HERE Business Continuity Strategy • Aims at reducing risks by developing recovery plan(s) to restore business activities if they are interrupted by a disaster Assessment of Changes for impact on ITSCM • To study & mitigate the impact of any changes in IT Infrastructure on ITSCM Dormant Contracts • Contracts with 3rd parties which become active only when triggered by a disaster Negotiated/Compromised SLAs • To negotiate appropriate SLAs with customer which will be applicable only during disaster
  125. 125. 125 CLENT NAME | TITLE HERE | DATE HERE METRICS Number of shortcomings Cost to company due to loss if no recovery Plan Cost in Time, resources and money to restore IT Services
  126. 126. 126 CLENT NAME | TITLE HERE | DATE HERE ROLES & RESPONSIBILITIES ITSCM Manager • Owns entire ITSCM process • To manage & upgrade ITSCM Plans
  127. 127. 127 CLENT NAME | TITLE HERE | DATE HERE 3. SERVICE TRANSITION
  128. 128. 128 CLENT NAME | TITLE HERE | DATE HERE ACTIVITIES Plan & Implementation of all the releases / Services (Applies to new & existing services) • Ensure that the changes as proposed in Service Design are realized • Authorize, Package, Build, Test & Deploy the releases into production • Transition of services to & from other Organizations • Decommission or Termination of services
  129. 129. 129 CLENT NAME | TITLE HERE | DATE HERE Service Transition V- Model Define Customer Business Requirements Define Service Requirements Design Service Solution Design Service Release Develop Service Solution Service Component Build & Test (Internal & External Suppliers) Validate Service Packages, Offerings & Contracts Service Acceptance Test Service Operational Readiness Test Service Release Package Test Component & Assembly Test Release Test Criteria/Plan Service Operation Criteria/Plan Service Acceptance Criteria/Plan Service Review Criteria/Plan
  130. 130. 130 CLENT NAME | TITLE HERE | DATE HERE SERVICE TRANSITION 1. Service Asset &Configuration Management 2. Change Management 3. Release & Deployment Management 4. Knowledge Management
  131. 131. 131 CLENT NAME | TITLE HERE | DATE HERE SERVICE TRANSITION 1 OF 4 SERVICE ASSET & CONFIGURATION MANAGEMENT
  132. 132. 132 CLENT NAME | TITLE HERE | DATE HERE ONE LINER SACM = Know what you have
  133. 133. 133 CLENT NAME | TITLE HERE | DATE HERE OBJECTIVES Identify, Record & Provide accurate information of the Configuration Items (CI = IT components) Provide the Logical Model for IT infrastructure correlating the IT services & their components Protect Integrity of the CIs Create & maintain Configuration Management System Manage Service Assets (Service CIs) Perform regular audits / status accounting activities for all the CIs
  134. 134. 134 CLENT NAME | TITLE HERE | DATE HERE LOGICAL MODEL Data Center Network SAP Services IT Infra Services SAP Service 1 SAP Service 2 Application Infrastructure Infra Service 1 Infra Service 2 Application Infrastructure Remote Connectivity Messaging Web Services Customers – RBS, Bank of America, Citi Bank
  135. 135. 135 CLENT NAME | TITLE HERE | DATE HERE KEY CONCEPTS Configuration Items, Baseline, Variant Types of CIs Configuration Management System
  136. 136. 136 CLENT NAME | TITLE HERE | DATE HERE Configuration Item • A uniquely identifiable entity/item which needs to be controlled Baseline • Snapshot of a CI or a group of CIs at a given time or stage Variant • A baseline with minor differences Configuration Management System • It is a system which controls & maintains the record if all CIs in a structured manner in 1 or more databases known as CMDB • Stores Attributes of CIs, Relationship between CIs • Consists of Multiple layers like Integration Presentation etc.
  137. 137. 137 CLENT NAME | TITLE HERE | DATE HERE CONFIGURATION MANAGEMENT SYSTEM CMDB1 Services CMDB2 H/W CMDB3 Policies Data/Source information gathering Knowledge & Logic processing Presentation Layer /User Interface NOTE – CMDB can be any Database, or even Excel File
  138. 138. 138 CLENT NAME | TITLE HERE | DATE HERE TYPES OF CIs Service Lifecycle CIs • Business Case, Service Portfolio, Service Design Package Service CIs • Service Capability /Resource Assets, Service Model Organization CIs • Organization Policies, documentations • ----------------------------------------------------------------------------------- Internal CIs • Internal to individual projects which are required to maintain IT External CIs • Customer Agreements & Requirements
  139. 139. 139 CLENT NAME | TITLE HERE | DATE HERE ACTIVITIES Planning Identification Status Accounting Control Verification and Reporting
  140. 140. 140 CLENT NAME | TITLE HERE | DATE HERE Defining the strategy, policy and objectives for the process Analyzing the information, Identifying the tools and resources available for the process Creating interfaces with other ITIL processes, projects and third party suppliers Configuration Management Plan including Policy and Strategy could be one output. Planning
  141. 141. 141 CLENT NAME | TITLE HERE | DATE HERE To identify the associated IT services and components, which need to be controlled by the Configuration Management process. Define the Scope of the process • IT Services, Hardware, Software and Documentation, Specific Areas Specify the Level of Detail for information recording • Identify the Relationships of the CIs • Determine the depth of information to be recorded • Naming Conventions, Attributes covered Identification
  142. 142. 142 CLENT NAME | TITLE HERE | DATE HERE The next activity after Identification is Status Accounting of the IT component through its life cycle. A status code is assigned to each of the statuses for easy identification. Typical Statuses • New CIs – In Order, Tested, Accepted • Existing CIs – Received, RFC open for the CI new version requested, Down, Phased Out, Undergoing maintenance • All CIs – In Stock, Order received, Under test, Released for Installation, Live, Spare Status Accounting
  143. 143. 143 CLENT NAME | TITLE HERE | DATE HERE Configuration Management controls all the IT components received by the organization. Control • Who can Access, who can modify Control
  144. 144. 144 CLENT NAME | TITLE HERE | DATE HERE Audit and Verification Does the CMDB reflect reality? • The activities includes verifying and auditing the details in the CMDB. • For example, audit tools can be used to automatically analyze workstations and report on the current situation and status of the IT infrastructure. Accuracy is improved by • Active rather than passive CMDB • Automatic updating • Integration with other processes • Automatic checks
  145. 145. 145 CLENT NAME | TITLE HERE | DATE HERE Assess the efficiency and effectiveness • Through Regular MIS reports • Scheduled reviews of the expected growth in demand of Configuration management activities Reporting
  146. 146. 146 CLENT NAME | TITLE HERE | DATE HERE METRICS Number of occasions on which a – "Configuration" was found to be unauthorized – Number of refused RFCs as a result of incomplete data in the CMDB – Number of changes to the CMDB because of identified errors in the CMDB – Unauthorized IT components detected in use
  147. 147. 147 CLENT NAME | TITLE HERE | DATE HERE ROLES & RESPONSIBILITIES Service Asset Manager Configuration Manager These are responsible for their own processes • Implementing policy • Agree scope, processes & procedures • Define necessary controls • Oversee collection & management of data • Audits • Produce management reports
  148. 148. 148 CLENT NAME | TITLE HERE | DATE HERE SERVICE TRANSITION 2 OF 4 CHANGE MANAGEMENT
  149. 149. 149 CLENT NAME | TITLE HERE | DATE HERE ONE LINER Change Management = Minimize the Impact of Change
  150. 150. 150 CLENT NAME | TITLE HERE | DATE HERE OBJECTIVES Study the adverse Impact of change & minimize it Create & maintain a Change Management process Prevent Unauthorized changes Prepare Change (& Back out) Plans via FSC & provide PSA Post Implementation Reviews of Changes Maintain a record of all changes Note - Change Management does NOT implement change
  151. 151. 151 CLENT NAME | TITLE HERE | DATE HERE KEY CONCEPTS Scope of Change Management Change Types , RFC, Change Classification & Prioritization, Change Models CAB, ECAB, FSC, PSA, Back out Plans
  152. 152. 152 CLENT NAME | TITLE HERE | DATE HERE Scope of Change Management Scope of Change Management process is restricted to • IMAC of IT Infrastructure Components including documentation • Strategic, Tactical & Operational changes Out of Scope • Business Strategy & Processes • Implementation of changes • Any other task documented as out of scope
  153. 153. 153 CLENT NAME | TITLE HERE | DATE HERE Change Types Standard Changes • Routine Changes that follow an established procedure & do not disrupt It services • E.g. updating the Anti-Virus software is a standard Change Emergency Changes • Crucial to an organization and have to be implemented immediately. • Emergency Changes are disruptive and prone to failure • E.g. the some ports in critical switch has gone down. Therefore, a new switch needs to be installed
  154. 154. 154 CLENT NAME | TITLE HERE | DATE HERE Request for Change (RFCs) • Incidents, upgrades to the infrastructure, or changes in the business requirements generate the need for a Request for Change (RFC) Change Classification & Prioritization • To classify & plan changes in the order of their impact & urgency Change Models • Predefined way or procedure for handling known type or complexity • Automated as far as possible • Allow for scalability to create a new model
  155. 155. 155 CLENT NAME | TITLE HERE | DATE HERE Forward Schedule of Changes (FSC) • Contains details of all approved changes and their implementation dates for an agreed period • Detailed short term schedules and less detailed for longer term planning Projected Service Availability (PSA) • To determine the best time for a change implementation • Both the FSC and PSA are agreed with the customers Back Out Plan • It is executed if the Change can not happen as per plan • Usually but not necessarily the typical back out plan is to bring the systems back to original state it was in before the change started
  156. 156. 156 CLENT NAME | TITLE HERE | DATE HERE Change Advisory Board (CAB) • CAB approves Changes after assessing and prioritizing the RFCs. • CAB members should have sound technical knowledge and good business perspective. • Change Manager is the only permanent member on the CAB & ECAB CAB/Emergency Committee • To review urgent changes • Few members required (typically Senior Managers from concerned dept) • Availability after shift hours
  157. 157. 157 CLENT NAME | TITLE HERE | DATE HERE Change Management Process Flow Request For Change (RFC) Change Manager Line Manager Approval CAB Meeting Post Change Review FSC/PSA Implement Change Update CMDB & Change Records Failure Back out Plan Success Problem Management Customer or other teams SCM, Capacity, BRM, ISM,SLM, R&D, Customer etc. Customer Sign Off
  158. 158. 158 CLENT NAME | TITLE HERE | DATE HERE ACTIVITIES Record RFC Review RFC Assess & Evaluate Change – 7 Rs of Change Authorize Change Issue Change Plan (to R& D Team) Support/Coordinate Change Implementation Post Change Review
  159. 159. 159 CLENT NAME | TITLE HERE | DATE HERE 7 Rs of Change Who RAISED it What is REASON for change What is the RETURN expected from change What could be the RISKS involved in change Which RESOURCES are needed to implement change Who (which R&D Team) is RESPONSIBLE for build, test & implement change Is there (or what) any RELATIONSHIP between this change & other changes Back to previous slide
  160. 160. 160 CLENT NAME | TITLE HERE | DATE HERE METRICS Number of Rejected RFCs Number of Incidents occurring due to implemented Changes Number of successful changes Number of unsuccessful changes Number of backed out changes Average Time needed to implement a Change Number of incidents resolved by implementation of a Change
  161. 161. 161 CLENT NAME | TITLE HERE | DATE HERE ROLES & RESPONSIBILITIES Change Manager • Chairperson of the CAB • Filtering and accepting RFCs • Primary Responsibility of planning and coordinating implementation of changes • Obtaining authorization for change • Reviewing Implemented Changes • Convening emergency CAB meetings • Generating Change Management reports • May have Change coordinators to support CAB Member • Belongs to the CAB and participates in all CAB meetings • Helps in reviewing all RFCs to estimate impact • Participates in Scheduling Changes
  162. 162. 162 CLENT NAME | TITLE HERE | DATE HERE SERVICE TRANSITION 3 OF 4 RELEASE & DEPLOYMENT MANAGEMENT
  163. 163. 163 CLENT NAME | TITLE HERE | DATE HERE ONE LINER R & D Management = Bring in the change Carefully
  164. 164. 164 CLENT NAME | TITLE HERE | DATE HERE OBJECTIVES Implementing the authorized changes as per Change plan Plan, Design, Build, Test & Install Hardware & Software components Skills & Knowledge Transfer to enable • Customers & users the optimum use of service • Operations & support staff to run & support the service
  165. 165. 165 CLENT NAME | TITLE HERE | DATE HERE KEY CONCEPTS Release Release Units Release Identification Types of Release Release Methods
  166. 166. 166 CLENT NAME | TITLE HERE | DATE HERE Release A collection of authorized Changes to an IT Service A Release is defined by the RFCs that it implements A Release could consist of a number of Problem fixes and enhancements to a service.
  167. 167. 167 CLENT NAME | TITLE HERE | DATE HERE A Release unit describes the portion of the IT infrastructure that should be released together. Depending on the type or item of software and hardware, the size of the unit can vary. An example of hardware Release Unit can be changes to the complete PC or Processor. An example of a s/w release unit could be changes made to a system, suite, program or module. Including too many changes in one release can be too complex for safe implementation while too many releases affect user dependency on the stability of the service. Release Units
  168. 168. 168 CLENT NAME | TITLE HERE | DATE HERE The status of a Release alters according to its current environment. Release identification means determining the status of a Release in different environments. The environments in which a Release can be categorized are: – Development – Test – Live – Archive Release Identification
  169. 169. 169 CLENT NAME | TITLE HERE | DATE HERE Depending on the number of changes that should be included in one Release, a Release can be of the following type: • Delta Release  Just a few changes normally a quick fix • Full Release  When a program is released in its entirety, including the parts that were not changed.  A number of similar Changes can be implemented together in this Release  More preparation and resources are required for a Full Release • Package Release  You use a Package Release when you Release a group of software. Each of the software in the package depends on the other software in the group for its performance.  For example, scheduled upgrades to third-party software, such as Systems software and Office applications are appropriate for Package Releases. Release Types
  170. 170. 170 CLENT NAME | TITLE HERE | DATE HERE Release / Deployment Methods Big Bang vs. Phased Approach • In Big Bang approach the new or changed component is deployed to all user areas in one go • Phased approach involves deployment of components to part of user area & then deploying in other areas in phased manner • Alternatively, the release itself is carried out in phased manner Push vs. Pull (usually for software) • Push is used when a component is deployed from a centre & pushed to it’s target locations • Pull is used when a software is stored in centre & users are requested to pull it based on their requirements Automated vs. Manual
  171. 171. 171 CLENT NAME | TITLE HERE | DATE HERE ACTIVITIES Release Planning Release Design Building & Configuring Release Testing & Acceptance Roll Out Planning Communication, Preparation & Training Release Distribution, Implementation Definitive Software Library Definitive Hardware Store Configuration Management Database
  172. 172. 172 CLENT NAME | TITLE HERE | DATE HERE METRICS • Number of Incidents by Back Out • Number of accurate and timely release at remote sites • Number of unused software that have unnecessary costs, eg. Licence fees • Number of times unauthorised software is used • Number of times CMDB status is updated/not updated
  173. 173. 173 CLENT NAME | TITLE HERE | DATE HERE ROLES & RESPONSIBILITIES The Release & Deployment Manager coordinates the implementation of the process with other teams. • Prepares Release Plan • Authorises the Release Build and Configuration • Communicates Release to other groups • Coordinated final Implementation of Release • Member of the CAB The Test Manager ensures that the release is tested and signed off by proper authorities. • Successful testing of the release before sign-off • Ensure Testing environment is same as Live environment • Preparing roll-out Plan with Release Manager
  174. 174. 174 CLENT NAME | TITLE HERE | DATE HERE SERVICE TRANSITION 4 OF 4 KNOWLEDGE MANAGEMENT
  175. 175. 175 CLENT NAME | TITLE HERE | DATE HERE ONE LINER Knowledge Management = Gather, Analyze, Store & Share the knowledge
  176. 176. 176 CLENT NAME | TITLE HERE | DATE HERE OBJECTIVES Improve the efficiency by reducing the need to Re-discover the knowledge Create, Maintain & update Service Knowledge Management System Make sure that a Right & Relevant information at Right time is available for organization’s requirements (e.g. Customer details, contract/SLA data)
  177. 177. 177 CLENT NAME | TITLE HERE | DATE HERE KEY CONCEPTS D-I-K-W Structure DML DML & CMDB SKMS
  178. 178. 178 CLENT NAME | TITLE HERE | DATE HERE Data - Information – Knowledge - Wisdom Data • A set of discrete facts about the events • Usually large amount of data is/can be collected Information • The data is arranged/sorted in appropriate context & manner so that it’s easy to locate/work on • Answers questions like Who, what, when, where?
  179. 179. 179 CLENT NAME | TITLE HERE | DATE HERE Knowledge • Created based on the information/data or own expertise • Answers How? • Is dynamic & context based • Helps in decision making Wisdom • Gives detailed understanding • Arriving at the judgment • Helps finalize future decisions/actions
  180. 180. 180 CLENT NAME | TITLE HERE | DATE HERE Definitive Media Library Store Master copies of all the S/W assets • In house, external, Trail, Commercial Of The Shelf • Licenses, Scripts & codes Is controlled by Service Asset & Configuration Management process Serves as the only source for build & distribution for Release & Deployment process
  181. 181. 181 CLENT NAME | TITLE HERE | DATE HERE DML & CMDB CMDB stores the information about all the CIs (H/W & S/W) DML stores the actual CIs (S/W only) Both are controlled by SACM process Both form part of SKMS
  182. 182. 182 CLENT NAME | TITLE HERE | DATE HERE Service Knowledge Management System Services H/W Policies Presentation Layer /User Interface SCD CDB DML CMS Service Knowledge Base Knowledge & Logic Processing
  183. 183. 183 CLENT NAME | TITLE HERE | DATE HERE 4. SERVICE OPERATION
  184. 184. 184 CLENT NAME | TITLE HERE | DATE HERE ACTIVITIES Keeping services into Operations • Ongoing day to day activities • Ensure that services are delivered at agreed levels (SLA) • Continual Improvement in meeting the SLAs & management of operations Involves Management of • Services • Service Management Processes • People • Technology
  185. 185. 185 CLENT NAME | TITLE HERE | DATE HERE Achieving balance between Conflicting Motives IT Services vs. Technology (External Business View vs. Internal IT view) Stability vs. Responsiveness Quality of Service vs. Cost of Service Reactive vs. proactive
  186. 186. 186 CLENT NAME | TITLE HERE | DATE HERE SERVICE OPERATION Service Desk (FUNCTION) Incident Management Event Management Request Fulfillment Access Management Problem Management Technical Management (FUNCTION) IT Operations Management (FUNCTION) Application Management (FUNCTION)
  187. 187. 187 CLENT NAME | TITLE HERE | DATE HERE SERVICE OPERATION 1 OF 9 SERVICE DESK (FUNCTION)
  188. 188. 188 CLENT NAME | TITLE HERE | DATE HERE ONE LINER Service Desk = Single & the First Point Of Contact
  189. 189. 189 CLENT NAME | TITLE HERE | DATE HERE OBJECTIVES OF SERVICE DESK To serve as FIRST Point of Contact (FPOC) Play a vital role in achieving Customer Satisfaction First Level Fix (FLF) & First Level Diagnosis (FLD) To coordinate the activities between End User & IT Service Provision Teams To OWN the Logged Request & ensure the Closure. Escalate as appropriate To support other IT Provision Activities on need basis
  190. 190. 190 CLENT NAME | TITLE HERE | DATE HERE KEY CONCEPTS OF SERVICE DESK Logging the call with service desk Types/Models/Structures of Service Desk Skills required for Service Desk Personnel
  191. 191. 191 CLENT NAME | TITLE HERE | DATE HERE LOGGING THE CALL WITH SERVICE DESK Who – End users, All other relevant teams, Events, Service Desk Team itself • NOTE: Not every call logged is an incident Why – As a part of responsibility, as a proactive measure How – Telephone, Emails, Alerts, Web Console etc. What is an Incident? • An occurrence of event(s) which disrupts or can potentially disrupt the normal service operation What is problem? • Unknown underlying cause of one or more incidents
  192. 192. 192 CLENT NAME | TITLE HERE | DATE HERE TYPES / MODELS / STRUCTURES OF SERVICE DESK Central Service Desk Local or Distributed Local Service Desk Virtual Service Desk Follow the Sun Model Specialized Service Desk
  193. 193. 193 CLENT NAME | TITLE HERE | DATE HERE CENTRAL SERVICE DESK Single Service Desk at a possible central location Can be a group of service desks Integrated at a single location Advantage • Cost cutting • Centralized control Disadvantage • Some Local presence may still be required for Physical support
  194. 194. 194 CLENT NAME | TITLE HERE | DATE HERE Centralized Service Desk ABC Ltd. Delhi ABC Ltd. Hyderabad ABC Ltd. Bangalore ABC Ltd. Pune Helpdesk 011-232425
  195. 195. 195 CLENT NAME | TITLE HERE | DATE HERE LOCAL OR DISTRIBUTED SERVICE DESK The desk is co-located within or physically close to user premises Advantage • Useful in case of multilingual / multi location organizations • Faster response wherever Physical presence is necessary Disadvantage • May prove Expensive • Difficult to manage multiple desks
  196. 196. 196 CLENT NAME | TITLE HERE | DATE HERE Local or Distributed Service Desk ABC Ltd. Delhi ABC Ltd. Hyderabad ABC Ltd. Bangalore ABC Ltd. Pune SD SD SD SD
  197. 197. 197 CLENT NAME | TITLE HERE | DATE HERE VIRTUAL SERVICE DESK By using the extensive technology, an appearance of a single / centralized desk Primarily used in Off-shoring kind of services Advantage • Maximum use of technology so minimum personnel involvement • Less number of requests go Unregistered Disadvantage • Expensive to use • Physical support may not be possible
  198. 198. 198 CLENT NAME | TITLE HERE | DATE HERE Virtual Service Desk ABC Ltd. Delhi ABC Ltd. Hyderabad ABC Ltd. Bangalore ABC Ltd. Pune SD London SD Sydney SD Beijing SD New York Network Cloud 1800XX 1st Caller Answer to 1st Caller 1800XX 3rd Caller Answer to 3rd Caller 1800XX 2nd Caller Answer to 2nd Caller 1800XX 4th Caller
  199. 199. 199 CLENT NAME | TITLE HERE | DATE HERE FOLLOW THE SUN MODEL 24 Hrs of Desk Team which is in Day time picks up the call Advantage • Best for 24 Hrs kind of support • Less desk staff attrition due to working time Disadvantage • Expensive due to use of technology • Multiple control points so difficult to manage
  200. 200. 200 CLENT NAME | TITLE HERE | DATE HERE Follow the SUN Indian Standard Time Responding SD Region 10 AM 3 PM 8 PM 1 AM 5 AM AUS USA EST UK IND USA PAC
  201. 201. 201 CLENT NAME | TITLE HERE | DATE HERE SPECIALIZED SERVICE DESK Expert Staff specialized in their respective fields Advantage • Faster & accurate resolution of request Disadvantage • Difficult to get skilled staff
  202. 202. 202 CLENT NAME | TITLE HERE | DATE HERE Specialized Service Desk Service Desk Menus User calls DBA Network Admin Windows Team Email Team
  203. 203. 203 CLENT NAME | TITLE HERE | DATE HERE NOTE In practical world, most of the organizations use a mixture of service desk types/models/structures.
  204. 204. 204 CLENT NAME | TITLE HERE | DATE HERE SKILLS REQUIRED Communication Interpersonal Skills Business / IT Understanding Professionalism Customer Focus Subject Knowledge (for a Specialist Service Desk)
  205. 205. 205 CLENT NAME | TITLE HERE | DATE HERE ACTIVITIES OF SERVICE DESK Receive & Log the calls from End Users, events etc. Provide Preliminary level of diagnosis as applicable Categorize the incident as possible Assign to relevant Incident Team Follow up with Incident Team Update status regularly & communicate to user as applicable Keep an eye on agreed SLAs Escalate as & when appropriate Confirm with user before closing the incident Provide Service Desk Metrics Reports to Service Desk Manager
  206. 206. 206 CLENT NAME | TITLE HERE | DATE HERE METRICS FOR SERVICE DESK Average call resolution/duration % of calls picked up in 3 rings, % Unattended Accuracy of updating ticket status Number of SLA breaches Timely Escalations Customer Satisfaction
  207. 207. 207 CLENT NAME | TITLE HERE | DATE HERE ROLES & RESPONSIBILITIES IN SERVICE DESK Service Desk Staff • To Perform all the activities of Service Desk as applicable Service Desk Manager • To Oversee the functioning of Service Desk • To build Service Desk Team for new services • To Monitor the performance of Service Desk on regular basis • To identify & work on the Continual Improvement of Service Desk
  208. 208. 208 CLENT NAME | TITLE HERE | DATE HERE SERVICE OPERATION 2 OF 9 INCIDENT MANAGEMENT
  209. 209. 209 CLENT NAME | TITLE HERE | DATE HERE ONE LINER Incident management = Restore Service ASAP
  210. 210. 210 CLENT NAME | TITLE HERE | DATE HERE OBJECTIVES To restore NORMAL service operation as quickly as possible • NORMAL means as agreed in SLA To log & Track incidents wherever applicable (e.g. Proactive measure) To deal with all incidents consistently To assist Problem Management team as required To assist Service Desk/ Release Team for any RFCs
  211. 211. 211 CLENT NAME | TITLE HERE | DATE HERE KEY CONCEPTS Incident • An occurrence of event(s) which disrupts or can potentially disrupt the normal service operation Problem • Set of incidents with similar underlying “unknown” cause(s) • (A root cause of one or more incidents) Priority Escalation Mechanism Incident Lifecycle
  212. 212. 212 CLENT NAME | TITLE HERE | DATE HERE Impact • Evidence of effect upon business activities Urgency • Evidence of effect upon business deadlines Priority = Impact X Urgency
  213. 213. 213 CLENT NAME | TITLE HERE | DATE HERE Functional Escalation  Through various functions or support group levels Hierarchical Escalation  Through organizational hierarchy Escalation Mechanisms
  214. 214. 214 CLENT NAME | TITLE HERE | DATE HERE INCIDENT LIFE CYCLE
  215. 215. 215 CLENT NAME | TITLE HERE | DATE HERE Incident Detection & Recording Classification & Initial Support Investigation & Diagnostics Resolution & Recovery Incident Closure Request Fulfillment Procedure Is it a Request? Ownership, Monitoring, Tracking & Communication YES NO
  216. 216. 216 CLENT NAME | TITLE HERE | DATE HERE Time You Receive a Call Incident details from Service Desk or event management systems are the inputs for Incident Management. Resultant actions are to: • Record basic details of the Incident. • Alert specialist support group(s) as necessary. • Start procedures for handling the service request. Incident Detection and Recording
  217. 217. 217 CLENT NAME | TITLE HERE | DATE HERE Classification is the process of identifying the reason for the Incident and hence the corresponding resolution action. The classification is used to: Specify the service with which the Incident is related. Associate with an SLA where appropriate. Select/define the best specialist or group to handle the Incident. Identify the priority based upon the business impact. Define what questions should be asked or information checked. Determine a primary reporting matrix for management information. Identify a relationship to match against Known Errors or solutions. Classification-Prioritization & Initial Support
  218. 218. 218 CLENT NAME | TITLE HERE | DATE HERE Inputs: Updated Incident details. Configuration details from the CMDB. Actions: Assessment of the Incident details. Collection and analysis of all related information. Resolution (including any Work-around) or a route to n-line support. Outputs: Incident details yet further updated, and a specification of the selection or required Work-around. Investigation and Diagnosis
  219. 219. 219 CLENT NAME | TITLE HERE | DATE HERE Inputs: Updated Incident details. Any response on an RFC to effect resolution for the Incident(s). Any derived Work-around or solution. Actions: Resolve the Incident using the solution/Work-around or, alternatively, to raise an RFC (including a check for resolution). Take recovery actions. Outputs: RFC for Incident resolution. Resolved Incident, including recovery details. Updated Incident details. Resolution and Recovery
  220. 220. 220 CLENT NAME | TITLE HERE | DATE HERE Inputs: Updated Incident details. Resolved Incident. Actions: The confirmation of the resolution with the Customer or originator. ‘Close' category of Incident. Outputs: Updated Incident detail. Closed Incident record. Incident Closure
  221. 221. 221 CLENT NAME | TITLE HERE | DATE HERE MAJOR INCIDENTS These are incidents which have a short timescale target & higher urgency Major Incident is NOT a Problem
  222. 222. 222 CLENT NAME | TITLE HERE | DATE HERE METRICS Number/Percentage of proactively recorded Incidents Average time to resolve Incidents Number of Incidents/workstation within SLAs Percentage of Incidents resolved at First Line, Second Line Support Total no. of Remote resolution of Incidents
  223. 223. 223 CLENT NAME | TITLE HERE | DATE HERE INTERFACES Incident Management Problem Management Change Management Capacity Management Availability Management SD & other Functions Other processes e.g. Demand R & D Management SACM
  224. 224. 224 CLENT NAME | TITLE HERE | DATE HERE Incident Manager : who is the overall in-charge of the Incident Management process and is responsible for: • Creating Process Reports • Organising Management Information • Recommending measures • Usually this role is assigned to Service Desk Manager Support Groups • Level 1 to Level n • Tech Specialist Group Super Users • They act as a link between IT & Service Desk • Manage expectations of users in terms of SLAs & Service Desk • Training & Encouraging users for minor incident resolutions • Involvement in new releases/roll outs ROLES & RESPONSIBILITIES
  225. 225. 225 CLENT NAME | TITLE HERE | DATE HERE SERVICE OPERATION 3 OF 9 EVENT MANAGEMENT
  226. 226. 226 CLENT NAME | TITLE HERE | DATE HERE ONE LINER Event Management = Detect Events & decide appropriate Actions
  227. 227. 227 CLENT NAME | TITLE HERE | DATE HERE OBJECTIVES Detect Events, Make Sense/Analyze them & Decide the appropriate action Monitor, Record & filter the relevant events Trend Analysis as a Proactive Measure/Study purpose Contributes to maintain SLAs.
  228. 228. 228 CLENT NAME | TITLE HERE | DATE HERE KEY CONCEPTS Event, Event Management, Alerts Type of Events
  229. 229. 229 CLENT NAME | TITLE HERE | DATE HERE Event • A notification or alert created by IT Service, CI or Monitoring Tool Event Management • A process of managing the events throughout their lifecycle • Typically done by IT Operation Staff Alerts • An occurrence of something which triggers event or a call for action or a human intervention
  230. 230. 230 CLENT NAME | TITLE HERE | DATE HERE Information • An event which is only meant to provide information • E.g. Backup job completed • Usage – To check status of activity, device – To get statistics • Informational events are usually recorded for a pre-determined period Types of Events
  231. 231. 231 CLENT NAME | TITLE HERE | DATE HERE Type of Events….contd Warning • Event meant as a proactive measure to indicate that service or device is reaching a threshold • E.g. Network traffic reaching a congestion point • Exception • Event which indicates that a service or a device is behaving abnormally (against a defined behavior) • E.g. Hdd1 in RAID has failed
  232. 232. 232 CLENT NAME | TITLE HERE | DATE HERE ACTIVITIES Recording, Filtering Events • All Events usually get recorded in a log file • Events are filtered according to their types either automatically or manually Prioritization of Events • Events are prioritized based on their importance & their types • Based on SLAs, some events can always get high priority Exceptions Management • Exception is usually converted into Incident or problem or RFC • Exception does NOT necessarily represents Incident/problem
  233. 233. 233 CLENT NAME | TITLE HERE | DATE HERE METRICS Effectiveness of Event Management • How best are the events designed • Are they in alignment with SLAs? • Are they monitored, recorded, filtered correctly? • How well the events data is maintained • How many incidents are logged proactively based on Warnings/Exception
  234. 234. 234 CLENT NAME | TITLE HERE | DATE HERE ROLES & RESPONSIBILITIES Usually NOT a dedicated role such as Event Manager Event Management is conducted by staff in • Service Desk – Less Involvement. – Typically involved for logging incidents based on Exceptions • Technical & Application Management – Both Application & Technical Management value add to event management during Service Design, Service Transition & Service Operation • IT Operations Management – Usually clubbed with Technical or Application management – Typically do Monitoring & First-Lie responses
  235. 235. 235 CLENT NAME | TITLE HERE | DATE HERE SERVICE OPERATION 4 OF 9 REQUEST FULFILLMENT
  236. 236. 236 CLENT NAME | TITLE HERE | DATE HERE ONE LINER Request Fulfillment = Provide a quick response to standard service requests
  237. 237. 237 CLENT NAME | TITLE HERE | DATE HERE OBJECTIVES To communicate (or make available) the information regarding existing Standard services & the procedures To provide channel & mechanism for users to avail these standard services • Users need to raise a Service Request for the same To provide the standard services to users • May need to work in background as well for e.g. procurement of h/w (like mouse) for standard services To assist for general queries, updates on standard services NOTE - Request Fulfillment derives guidance from Change Management
  238. 238. 238 CLENT NAME | TITLE HERE | DATE HERE KEY CONCEPTS Service Requests & Standard Service Components of Standard Services Request Model
  239. 239. 239 CLENT NAME | TITLE HERE | DATE HERE Service Request • A request from users for Standard service Standard Service • Typically involves a routine type of change • Although may be managed by Service Desk, it is NOT treated as Incident • E.g. Change of Mouse, Resetting password Components of Standard Service • Pre-defined process • Some changes can be pre-approved (or Auto Approved) e.g. Requesting stationary • Some changes may require additional or special approvals
  240. 240. 240 CLENT NAME | TITLE HERE | DATE HERE Request Model involves a process-flow for Request Management Make Self-Help available Typical process flow would be • User initiates request • Request is accepted (or rejected as per process) by Service Desk • Necessary Approvals (if not pre-approved) are sought by SD • SD may also order the components (h/w or s/w) if out of stock • When approvals and components are ready, SD delivers the service to user • Service request is closed by SD
  241. 241. 241 CLENT NAME | TITLE HERE | DATE HERE METRICS User Satisfaction Survey feedback Number of Requests fulfilled
  242. 242. 242 CLENT NAME | TITLE HERE | DATE HERE ROLES & RESPONSIBILITIES Usually NOT a dedicated role such as Request Manager Request Fulfillment is managed by staff in • Service Desk, Incident team or other team as designated by organization • Typical responsibilities as per Request Process Flow • Mostly Service Desk Manager is accountable
  243. 243. 243 CLENT NAME | TITLE HERE | DATE HERE SERVICE OPERATION 5 OF 9 ACCESS MANAGEMENT
  244. 244. 244 CLENT NAME | TITLE HERE | DATE HERE ONE LINER Access Management = Manage the Access to Services
  245. 245. 245 CLENT NAME | TITLE HERE | DATE HERE OBJECTIVES Granting authorized users the access to their Required services Ensure that the access provided is of Right level Revoke the access after getting the necessary & relevant approvals (Indirectly) prevent non-authorized access from non-authorized users NOTE – Access management derives guidance from Information Security Management
  246. 246. 246 CLENT NAME | TITLE HERE | DATE HERE KEY CONCEPTS Access • Level & Extent of functionality that users can enjoy Identity • Unique Information about the user which confirms his status within the organization Rights • Actual settings which ensure that users get the required access Service & Service Groups • Set of services to which users can get the access in one go Directory Services • A specific type of tool to help manage the Access or Rights
  247. 247. 247 CLENT NAME | TITLE HERE | DATE HERE ACTIVITIES Request Access • Users can request access via, RFC or Service Request via Request Fulfillment or Helpdesk Menu Verify User Identity • Access Management Team ensures that users are who they say are & they have legitimate requirement for service Provide Rights • Access team provides the rights to users as per Policies of the organization
  248. 248. 248 CLENT NAME | TITLE HERE | DATE HERE Monitor Identity Status • Monitor users identity status, their change of roles, expiry of valid account etc. Log & Track the Access • Ensure the Accesses are logged & data is maintained as per organizations policies Revoke or Restrict Access • Revoke/Restrict or modify the rights as per user status & as directed by policies
  249. 249. 249 CLENT NAME | TITLE HERE | DATE HERE METRICS Meeting Access SLAs Accurate levels of Access Management Any other metrics as asked by Information Security management
  250. 250. 250 CLENT NAME | TITLE HERE | DATE HERE ROLES & RESPONSIBILITIES Usually NOT a dedicated staff Typically carried out by Service Desk staff May also be managed by • IT Operations Management Staff • Technical Management Staff • Applications Management Staff
  251. 251. 251 CLENT NAME | TITLE HERE | DATE HERE SERVICE OPERATION 6 OF 9 PROBLEM MANAGEMENT
  252. 252. 252 CLENT NAME | TITLE HERE | DATE HERE ONE LINER Problem Management = identify Root Cause of the incident(s)
  253. 253. 253 CLENT NAME | TITLE HERE | DATE HERE OBJECTIVES To ensure that problems are identified and resolved To eliminate recurring incidents To minimize the impact of the incidents or problems that can not be prevented
  254. 254. 254 CLENT NAME | TITLE HERE | DATE HERE KEY CONCEPTS Problem • A root cause of one or more incidents Problem Model • A model/ set of guidelines to deal with the problems which can not be prevented Workaround • A temporary solution / Quick Fix which enables to user to continue using the service even though the root cause is not identified/removed • Usually Problem Team suggests workaround & Incident team implements it
  255. 255. 255 CLENT NAME | TITLE HERE | DATE HERE KEY CONCEPTS…CONTD Known Error • A Problem for which the root cause is identified and a temporary Work-around has been made available • A Known Error is resolved by eliminating the root cause permanently (E.g. via RFC) Known Error Database • The purpose of this database is to maintain a record of all the previous incidents, problems & known errors
  256. 256. 256 CLENT NAME | TITLE HERE | DATE HERE Reactive Problem Management : • The Reactive Problem Management activities help in identifying the root causes of the Incidents. • Then, these help in suggesting permanent solutions so that these Incidents do not recur. Proactive Problem Management : • The Proactive Problem Management activities aim at preventing Incidents before they occur. This activity helps identify weaknesses in the IT infrastructure and suggests methods to eliminate these PROBLEM MANAGEMENT TYPES
  257. 257. 257 CLENT NAME | TITLE HERE | DATE HERE Pain Value Analysis Ishikawa Diagrams Kepner and Tregoe Analysis Major Problem Reviews Problem Management Techniques
  258. 258. 258 CLENT NAME | TITLE HERE | DATE HERE METRICS Number of Incidents reduced by resolving Problems Time needed to resolve Problems % of Problems re-occurred Well maintained KEDB
  259. 259. 259 CLENT NAME | TITLE HERE | DATE HERE Problem Manager :who is the overall in-charge of the Problem Management process and is responsible for: • Developing and maintaining the process • Assessing effectiveness of the process • Managing the Problem Support staff • Providing MIS to management • Allocating resources to the Support activities Support Groups : Are the Support Group Personnel who help the Problem Manager in Reactive and Proactive Problem Management through • Identifying and recording problems • Advising Incident Management team about workaround and fixes • Identifying trends and potential sources of problems • Submitting RFCs to prevent the occurrence • Prevent the replication of problems to multiple systems ROLES & RESPONSIBILITIES
  260. 260. 260 CLENT NAME | TITLE HERE | DATE HERE SERVICE OPERATION 7 OF 9 IT OPERATIONS MANAGEMENT (FUNCTION)
  261. 261. 261 CLENT NAME | TITLE HERE | DATE HERE ONE LINER IT Operations Management = Support day-to-day basic level operational activities
  262. 262. 262 CLENT NAME | TITLE HERE | DATE HERE OBJECTIVES Ensure the Infrastructure Stability by performing basic level jobs Support day to day operational activities Identify the opportunities to improve overall operational performance & saving costs Initial level diagnosis (& resolution) of operational incidents
  263. 263. 263 CLENT NAME | TITLE HERE | DATE HERE ACTIVITIES Basic level activities such as • Backup & Restore jobs, Tape Management • On call (telephone) or Remote Control (Vnc, netmeeting) resolution • Outlook configuration • Facilities Management (e.g. Printer management) • Basic H/W & S/W installations/configurations
  264. 264. 264 CLENT NAME | TITLE HERE | DATE HERE ROLES & RESPONSIBILITIES IT Operation Manager • Leadership/Management activities • Management Reports Shift Leader • Overall in-charge of shift activities • Roaster plans, reports, updates etc. Analysts • Senior staff with more important workload assigned Operators • All basic level jobs/ activities
  265. 265. 265 CLENT NAME | TITLE HERE | DATE HERE SERVICE OPERATION 8 OF 9 TECHNICAL MANAGEMENT (FUNCTION)
  266. 266. 266 CLENT NAME | TITLE HERE | DATE HERE ONE LINER Technical Management = Maintain Technical Knowledge & Expertise
  267. 267. 267 CLENT NAME | TITLE HERE | DATE HERE OBJECTIVES Design of efficient, resilient & cost-effective IT Infrastructure for the organization Maintain Technical Knowledge & Expertise as required to manage this IT Infrastructure Ensure availability of actual technical resources when required especially during failure Other activities/roles within other ITIL processes or as directed by organization Provide technical resources for complete lifecycle i.e. design, build , test, transition , implement & improve
  268. 268. 268 CLENT NAME | TITLE HERE | DATE HERE KEY CONCEPTS Technical Management Alignment • Alignment as per Technical lines for e.g. Mainframes, Networks etc. Activities • Manage lifecycle of Organization's IT Infrastructure • Maintain Knowledgebase • Constantly update Technical expertise
  269. 269. 269 CLENT NAME | TITLE HERE | DATE HERE ROLES & RESPONSIBILITIES Technical Managers/ Leads / Analysts / Operators / Specialists • Leadership/management activities • Arranging Trainings, other activities to update the technical knowledge • Reporting to senior management • Ensure policies/processes are in place for maintaining the technical data/knowledge
  270. 270. 270 CLENT NAME | TITLE HERE | DATE HERE SERVICE OPERATION 9 OF 9 APPLICATION MANAGEMENT (FUNCTION)
  271. 271. 271 CLENT NAME | TITLE HERE | DATE HERE ONE LINER Application Management = Managing Applications throughout their Lifecycle
  272. 272. 272 CLENT NAME | TITLE HERE | DATE HERE OBJECTIVES Identify the requirement of Applications Design efficient, resilient & cost effective applications for managing IT Infrastructure Ensure availability, security of the applications Maintain the operational applications & their day-to-day activities Provide support during Application Failures Improve the functionality of applications as per organization’s needs
  273. 273. 273 CLENT NAME | TITLE HERE | DATE HERE ACTIVITIES Manage applications throughout their lifecycle Assist Design, Build, Test & implement applications Maintain knowledge & expertise for Managing the applications Make Application resources available May be involved in Development project but it’s not their primary responsibility
  274. 274. 274 CLENT NAME | TITLE HERE | DATE HERE ROLES & RESPONSIBILITIES Application Managers / Team Leaders • Leadership & management activities • Reporting to Senior Management • Trainings & other activities to improve expertise & knowledgebase Application Analysts / Architect • Work with first level users to capture & manage their requirements • Created & maintain standards for Application sizing, performance modeling etc. • Coordinate with Technical Management team as applicable
  275. 275. 275 CLENT NAME | TITLE HERE | DATE HERE 5. CONTINUAL SERVICE IMPROVEMENT
  276. 276. 276 CLENT NAME | TITLE HERE | DATE HERE ACTIVITIES … (Scope includes ALL Service Lifecycle Phases) Continually align IT services to changing business needs by identifying & implementing improvements Continual Improvement of process efficiency & effectiveness along with Cost Effectiveness Maintain/Improve overall health of ITSM services in the organization Alignment of Service Portfolio with Business needs Maturity of processes, Customer Satisfaction Surveys, Internal & external Services reviews, Audits
  277. 277. 277 CLENT NAME | TITLE HERE | DATE HERE KEY CONCEPTS CSI Model Service Measurement VDJI Structure Types of Metrics 7 Step Improvement Process
  278. 278. 278 CLENT NAME | TITLE HERE | DATE HERE Continual Service Improvement Model What is the Vision? Where are we now? Where do we want To be? How do we get there? Did we get there? How to keep Momentum Going?
  279. 279. 279 CLENT NAME | TITLE HERE | DATE HERE Service Measurement Ability to capture the performance of an End to End service against Targets/Standards Also helps in prediction of future performance Produces management reports for comparison / Trend
  280. 280. 280 CLENT NAME | TITLE HERE | DATE HERE Why do we measure? Organization’s Measurement Framework Strategic Vision To Validate Changes Corrective Actions To Intervene Factual Evidence To Justify Targets Metrics To Direct
  281. 281. 281 CLENT NAME | TITLE HERE | DATE HERE Types of Metrics Technology based Metrics • Typically used for applications, components etc. • E.g. Performance, Downtime Process based Metrics • Focused on Customer, Processes • E.g. KPI, CSF Service based Metrics • End to End services • Focused on Supplier • E.g. Gold/bronze package service
  282. 282. 282 CLENT NAME | TITLE HERE | DATE HERE ROLES & RESPONSIBILITIES Service Manager • Oversee the development, implementation, Evaluation & Ongoing management of all new & existing products & services • Develops Business Case, Product Line strategy & Architecture • New Service Deployment & lifecycle Schedules • Perform Service Cost Management • Instill a Market Focus
  283. 283. 283 CLENT NAME | TITLE HERE | DATE HERE 7 STEP IMPROVEMENT PROCESS
  284. 284. 284 CLENT NAME | TITLE HERE | DATE HERE 7 Step Improvement Process 1.Define What You should measure 2.Define What You can measure 3.Gather the Data 4.Process the Data 5.Analyze the Data 6.Present & use the Information 7.Implement corrective Actions Goals
  285. 285. 285 CLENT NAME | TITLE HERE | DATE HERE Prerequisite for 7 Step Improvement Process Identify & understand your organization’s • Strategy • Vision • Goals Distinguish between short term & long term activities Proceed to 7 Step process
  286. 286. 286 CLENT NAME | TITLE HERE | DATE HERE 1. Define What you Should measure Inputs • Vision & Mission • SLR, SLAs • Service Catalog • Legislative, Governance requirements • Business expectations Output • List of what you should measure 1.Define What You should measure
  287. 287. 287 CLENT NAME | TITLE HERE | DATE HERE 2. Define what you can measure Inputs • List of what you should measure • Existing/new Processes/Procedures/Work Instructions • Existing/proposed Tools, their expertise, manuals • Past experiences, reports Output • List of what you can measure 2.Define What You can measure
  288. 288. 288 CLENT NAME | TITLE HERE | DATE HERE 3. Gather the Data Inputs • List of what you can measure • Answers to Who, how, when • Check the accuracy of data • Data collection requirements, procedures Outputs • Collection of Data • Updated Capacity, Availability plans • Tools to be used • Monitoring procedures 3.Gather the Data
  289. 289. 289 CLENT NAME | TITLE HERE | DATE HERE 4. Process the Data Inputs • Data from previous step • Data processing requirements, tools, formats, frequency Output • Updated Capacity, Availability plans • Sorted, well arranged Data • Reports, facts & figures 4.Process the Data
  290. 290. 290 CLENT NAME | TITLE HERE | DATE HERE 5. Analyze the Data Inputs • Outputs from previous step • Data comparison with expectation • Questions like, is this performance good, bad, with target etc. Output • Analyzed Data • Reports which help in drawing conclusions, decision making 5.Analyze the Data
  291. 291. 291 CLENT NAME | TITLE HERE | DATE HERE 6. Present & Use the Information Inputs • Outputs from previous step • Past presentations Output • Presentation of information, conclusions & recommendations to Business, Senior management & Internal IT 6.Present & use the Information
  292. 292. 292 CLENT NAME | TITLE HERE | DATE HERE 7. Implement Corrective Actions Inputs • Decisions by Business, Senior Management, Internal IT • Necessary Authority, Approvals & responsibilities Output • Implemented Corrective actions • Improved results 7.Implement corrective Actions
  293. 293. 293 CLENT NAME | TITLE HERE | DATE HERE ROLES & RESPONSIBILITIES CSI Manager • Drive, Communicate & Coordinate CSI Vision & Initiatives in organization throughout service lifecycle • Oversee & be Accountable for the success of all Improvement initiatives • Constantly work with Process/Service owners to identify Scope of Improvement • Build effective relationships with the Business & IT managers • Ensure Monitoring is in place to gather Data
  294. 294. 294 CLENT NAME | TITLE HERE | DATE HERE SUMMARY OF ITIL v3 PROCESSES & FUNCTIONS 1.SERVICE STRATEGY Demand Management Service Portfolio Management Financial Management 2.SERVICE DESIGN Service Catalogue Management Service Level Management Availability Management Capacity Management Supplier Management Information Security Management Service Continuity Management 5.CONTINUAL SERVICE IMPROVEMENT •7 Step Improvement Process –Service Reporting –Service Measurement 3.SERVICE TRANSITION Service Asset&Configuration Management Change Management Release & Deployment Management Knowledge Management 4.SERVICE OPERATION Service Desk (FUNCTION) Incident Management Event Management Request Fulfillment Access Management Problem Management Technical Management (FUNCTION) IT Operations Management (FUNCTION) Application Management (FUNCTION) Service Lifecycle Approach
  295. 295. 295 CLENT NAME | TITLE HERE | DATE HERE REFERENCES http://www.itil.org http://www.itil-officialsite.com/home/home.asp http://www.ilxgroup.com/itil-v3-presentation.htm http://h10076.www1.hp.com/education/itil-version3.htm http://www.apmgroup.co.uk/QualificationsAssessments/ITServiceManageme nt.asp http://h10076.www1.hp.com/education/itil_v3_faqv4.pdf Some more Links -
  296. 296. 296 CLENT NAME | TITLE HERE | DATE HERE ITIL Foundation Certification Examination– WHY SHOULD YOU DO IT? • It is an emerging necessity • Customers are demanding it • It gives CSC a competitive advantage • It Value-Adds to Individual Career Development
  297. 297. 297 CLENT NAME | TITLE HERE | DATE HERE Managed by APMG from April 08 Multiple Choice Examination (1hr) 65% required to pass (26 from 40) Pre-requisite for the Practitioner and Manager’s Certificates ITIL FOUNDATION CERTIFICATION
  298. 298. 298 CLENT NAME | TITLE HERE | DATE HERE EXAM FOCUS AREAS Typically Possible number of questions per process Service Strategy: 3 – 5 Service Design: 10 – 12 Service Transition: 10 – 12 Service Operation: 10 – 15 Continual Service Improvement: 3-5
  299. 299. 299 CLENT NAME | TITLE HERE | DATE HERE EXAM FOCUS AREAS…CONTD Possible questions could also include • Basic Concepts • Names, Objectives, Roles of processes & their single liners • Interfaces between processes • The Lifecycle stage process falls into (especially new processes)
  300. 300. 300 CLENT NAME | TITLE HERE | DATE HERE THANK YOU

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