The document discusses how service management best practices used in IT can be applied more broadly at CERN, a large particle physics research organization. It provides context on CERN, including its missions, facilities like the Large Hadron Collider, and challenges. It describes CERN's service management environment, covering many different types of services across the organization. It outlines the project to implement a service management approach at CERN, including defining services, processes, and structures. The goal is to bring more maturity and efficiency to managing CERN's diverse infrastructure and services through an established framework.

2. How service management best practice can be applied beyond IT
Reinoud Martens CERN GS/SMS
Maienfeld 15/11/2012

3. Agenda
• Introduction to
• CERN
• CERN Service Management environment
• The project
• Definition
• Implementation
• Review
• Current situation
• Conclusion

4. About CERN
• World’s largest particle physics centre
• World’s largest scientific instrument
• 1954 - Europe’s first joint venture
• 2012 - 20 member states
- 2 associate members & 7 observers
• 1.2 bn CHF budget
• ~ 2300 staff
• >1000 fellows, students LHC
& project associates
• >10000 visiting scientists
over 100 nationalities
(half of world’s
particle physicists)

5. CERN’s missions
Seeking answers to questions about the Universe.
What is it made of?
How did it come to be the way it is?
Advancing the frontiers of technology and engineering.
Uniting nations together through science.
Today >10000 visiting scientists from more than 100 countries.
Training young scientists and engineers who will be the experts of tomorrow.

6. CERN : Facts & Fiction
• The World Wide Web was invented at CERN in 1989
by the British scientist Tim Berners-Lee.
• Some of the spin-offs: Improving cancer therapy technology,
medical and industrial imaging, radiation processing, electronics,
measuring instruments, new manufacturing processes and
materials,..
• CERN does unfortunately not own an X-33 aircraft as it was
suggested in Dan Brown’s book “Angels and Demons”.

7. The Physics Challenge
The Large Hadron Collider (LHC) helps to find answers to fundamental
questions
• The LHC, allows us to look at microscopic big bangs to
understand the fundamental laws of nature
• Which questions:
• Why do particles have mass?
• Newton could not explain it
and neither can we…
• What is 96% of the Universe made of?
• We only ‘know’ 4% of it!
• Why is there no antimatter left in the Universe?
• Nature should be symmetrical
• What was matter like during the first second of the Universe’s life, right
after the "Big Bang"?
• A journey towards the beginning of the Universe will gives us deeper insight

8. The Physics Challenge
The universe is a tough nut to crack.
By smashing pieces of matter together, creating energies and
temperatures not seen since the universe's earliest moments, the LHC
could reveal the particles and forces that wrote the rules for everything that
followed. It could help answer one of the most basic questions for any
being in our universe: What is this place?

9. The particle physicist’s toolbox
collisions
events
Particle accelerator Experiments
Data
Analysis

10. The particle physicist’s toolbox
The accelerator complex
• LHC The world’s most powerful
accelerator:
• A 27 km long tunnel filled with high-tech
instruments
• Equipped with thousands of
superconducting magnets
• Accelerates particles to energies never
obtained before
• Produces particle collisions

11. The particle physicist’s toolbox
4 Experiments : Very large sophisticated detectors
§ Atlas experiment during construction : 7000 tons
§ Hundred million measurement channels
§ Data acquisition systems treating Petabytes per second

12. The particle physicist’s toolbox
• Computing infrastructure to
store, distribute and analyse the
data
• A Computing Grid linking ~200
computer centres around the globe
• Sufficient computing power and
storage to handle 15 Petabytes per
year, making them available to
thousands of physicists for analysis

13. CERN, a place of extremes
The fastest racetrack on the planet…
Trillions
of
protons
race
around
the
27km
ring
in
opposite
direc7ons
over
11,000
7mes
a
second,
travelling
at
99.999999991
per
cent
the
speed
of
light.

14. CERN, a place of extremes
The emptiest space in the solar system…
To
accelerate
protons
to
almost
the
speed
of
light
requires
a
vacuum
as
empty
as
interplanetary
space.
There
is
10
7mes
more
atmosphere
on
the
moon
than
there
is
in
the
LHC.

15. CERN, a place of extremes
One of the coldest places in the universe..
With
an
opera7ng
temperature
of
about
-­‐271
degrees
Celsius,
just
1.9
degrees
above
absolute
zero,
the
LHC
is
colder
than
outer
space.

16. CERN, a place of extremes
The hottest spots in the galaxy…
When
two
beams
of
protons
collide,
they
generate
temperatures
1000
million
7mes
hoIer
than
the
heart
of
the
sun,
but
in
a
minuscule
space.

17. CERN, a place of extremes
The biggest most sophisticated detectors
ever built…
ALICE
To
sample
and
record
the
debris
from
up
to
600
million
proton
collisions
per
second,
scien7sts
are
building
gargantuan
devices
that
measure
par7cles
with
micron
precision.

18. CERN, a place of extremes
One of the most extensive computer
systems in the world…
To
analyze
the
data,
tens
of
thousands
of
computers
around
the
world
are
being
harnessed
in
the
Grid.
The
laboratory
that
gave
the
world
the
web,
is
now
taking
distributed
compu7ng
a
big
step
further.

19. CERN latest events
CERN experiments observe particle
consistent with long-sought Higgs boson
Geneva, 4 July 2012.
At a seminar held at CERN today as a curtain raiser to
the year’s major particle physics conference,
ICHEP2012 in Melbourne, the ATLAS and CMS
experiments presented their latest preliminary results in
the search for the long sought Higgs particle.
Both experiments observe a new particle in the mass
region around 125-126 GeV.

20. CERN
A laboratory with extreme
requirements in many
domains.
How about
service management ?

21. Service management – What we think it IS ?
• Established industry best practice, used with success by thousands of
organisations worldwide (“de facto” standard)
• A strategic framework, covering all services (not only IT)
• Business/customer/user focussed (focus on WHAT not HOW)
• A set of management processes covering the complete service lifecycle
• An approach to ‘adopt and adapt’ to ensure service solutions provide the
best possible fit to the specific requirements of the organization
Service management – What it IS NOT !
• A tool (e.g. service now)
• A service desk
• A conspiracy to monitor people

22. CERN Service Management Environment
The Particle Physics community is bringing the world together …
• Our users!
• engineers
• physicists
• technicians
• administrators
• computer scientists
• craftspeople
• mechanics
• support personnel
• …

23. CERN Service Management Environment
The freedom of science…
• … is providing us every type of user!

24. CERN Service Management Environment
Services
we
are
covering
(1)
:
§ General IT services
§ Physics specific IT services
(including Grid)
§ Medical Services & Fire Protection
Services
§ Civil Engineering & Facility
Management
§ Registration, Access & Safety
Services
§ Alarm System Services

25. CERN Service Management Environment
Services
we
are
covering
(2)
:
§ Visits & Outreach
Services
§ Material & Storage Services
§ Mail & Shipping Services
§ Library & Archive Services
§ Housing Services
§ HR, Finance & Legal Services

26. CERN Service Management Environment
Some
numbers
§ 495 hotel rooms, 3 restaurants
§ 2 Sites, 657 Buildings, 238 Barracks
§ 15000 active access cards
§ > 1000 cars
§ 5500 PC’s & 1500 MAC desktops
§ 6900 servers with 41000 cores
§ 14 PB disk space
§ 48 PB tape storage
§ 70000 network ports. feeding 34000 hosts

27. CERN Service Management Environment
Infrastructure
&
SERVICES
Support
Accelerators
&
Technology
Physics
&
Experiments

28. CERN Service Management Environment
Services
~25%
Accelerators
~45%
Physics
~30%
Director-­‐General
-­‐
Rolf-­‐Dieter
Heuer
~
6%
DG
services
(Safety,
Legal,
Audit,
Planning,
VIP,
etc..)
~
6%
X
AdministraNon
and
general
infrastructure
-­‐
Sigurd
LePow
~
14%
FP
Finance,
Procurement
and
Knowledge
Transfer
-­‐
T.
Lagrange
~
2.5%
X
GS
General
infrastructure
services
-­‐
T.
PeIersson
~9%
X
HR
Human
resources
-­‐
A.-­‐S.
Catherin
~
2.5%
X
Research
and
scienNfic
compuNng
-­‐
Sergio
Bertolucci
~33%
+
CERN
USERS
IT
Informa7on
technology
-­‐
F.
Hemmer
~9%
X
X
PH
Physics
-­‐
P.
Bloch
~25%
X
Accelerators
and
technology
-­‐
Steve
Myers
~
46%
BE
Beams
-­‐
P.
Collier
~16%
X
EN
Engineering
-­‐
R.
Saban
~14%
X
X
TE
Technology
-­‐
F.
Bordry
~15%
X

29. CERN Service Management Environment
The situation 3 years ago.
• Infrastructure and services neglected in favor of LHC project
• Resources under scrutiny à desire for benchmarking, metrics, KPI’s
• CERN victim of LHC’s success à do more with less
• Realization of (lack of) maturity à wish to grow up
• Administration à Management Cockpit Project

30. Awareness à Project
• Objectives
• Standard or framework
• Service structure
• Process definitions
• Roles of the people
• Implementation
• Review
• Current situation
• Conclusion

31. Service Management for CERN
Objectives
1. One Service Desk for CERN (one number to ring, one place to go, 24/7 coverage)
2. Standard Processes for all Service Providers at CERN (one behavior)
3. Services defined from a User’s point of view
4. Services easy to find by everybody, without knowledge of CERN internal structures
5. Service and process quality measurable
6. Improved collaboration over the borders of sections, groups and departments (break down
silo’s)
7. Very high level of automation of all known procedures
8. Framework for continuous improvement in the fields of efficiency and effectiveness

32. Which Standard / Framework ?
ISO
Different best practice for IT and NON IT
services doesn’t look a brilliant idea

33. Choice: ITIL V3 framework, but
• Remove all references to IT
(for the non IT people)
• Stay PRAGMATIC
(only take what is useful; leave the rest for ‘later’ J)
• No Extremism, No over-engineering
Service Management team

34. Service structure in 2009
Technical Expert Users (Institutes Administrative
Users Experiments) Users
§ High level experts in all areas
§ Functional “elements” scattered around
§ Different types of users with different interests
§ No comprehensible communication framework
§ No structured service offering
§ No central contact point to find what you need

35. Service structure (Business Service Catalogue)
• Customer Services & Service Elements
• From the user‘s point of view (new for CERN)
• Different for different types of users
• Combination of functional elements to provide a
complete functionality for users
• New „Service Owner“ Roles representing Services
• Related to users

36. Service structure (Business Service Catalogue)
• Functional Services
• Lists all technical services,
activities & functions
• Group and Section leaders
in charge of all quality and
resource related topics
• Related to „support groups“
– groups of experts that
perform 2nd and 3rd line
support

37. Service structure (Business Service Catalogue)
2 dimensional Service Catalogue
• Covers all Services provided
• Lists all Functional Services
• Connecting both sides of the catalogue
• Contains classification to shows level of
importance
• Foundation for Process Automation &
Service Portal
• Contains:
• Services (240)
• Functions (462)
• Relations (~1800)
Culture Change
Shift from How à What
Shift from Function à Service

38. Service structure (Service Desk & Portal)
Users in Projects Administrative
Expert Users
and Experiments Users
Service Desk
Service Web Portal
Common Tool

39. Process Definition: Incident & Request
(Business) Impact
Priority Matrix 1
Down 2
Degraded 3
Affected 4
Disrupted
critical
advers e
major
advers e
impact
minor
advers e
impact
s mall
number
o f
t he
impact
o n
t he
s ervice on
t he
s ervice on
t he
s ervice population
affected
1
High:
T he
d amag e
c aus ed
1 2 3 4
Urgency
by
t he
Incident
increas es
rapidly. Major High Moderate Low
2
Medium:
T he
d amag e
2 3 4 5
caus ed
b y
t he
Incident
increas es
cons iderably
o ver
t ime
High Moderate Low Planning
3
Low: T he
d amag e
c aus ed
3 4 5 6
by
t he
Incident
o nly
marg inally
increas es
o ver
t ime
Moderate Low Planning Very Low

40. Process Definition: Change

41. Process Definition (status)
Finalized:
• Incident, Request & Change
• Business Service Catalogue management
• Knowledge management
• Service level management
In preparation:
• Major incident handling
• Outage handling & Status boards
• Event management

42. Service Management Role definitions
Service Desk User
Manager Assistance
Supervis
Service
es Manager
On Duty
Use
Customer
Service Desk
Services
Ass
igns
To
Coordinates
Support
Groups functions
Supe
rvise
Functional
d
Service
Manager Coordinates
Service Owner