Itil for failers

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Itil for failers

  1. 1. ITIL For Failers Roberto Gaiser gaiser@geekbunker.org @rgaiser 1
  2. 2. INFORMATION TECHNOLOGY INFRASTRUCTURE LIBRARY The Information Technology Infrastructure Library (ITIL) is a set of concepts and pr actices for Information Technology Services Management (ITSM), Information Technology (IT) development and IT operations. ITIL gives detailed descriptions of a number of important IT practices and provides comprehensive checklists, tasks and procedures that any IT organization can tailor to its needs. ITIL is published in a series of books, each of which covers an IT management topic. source: Wikipedia 2
  3. 3. SOFTCORE VERSION 3
  4. 4. HARDCORE VERSION 4
  5. 5. CERTIFICATION 5
  6. 6. DISCLAIMER • Basic ITIL certification • Adults only • Based on real life pain • Engrish • Last chance to leave the room! 6
  7. 7. FANTASY 7
  8. 8. REALITY 8
  9. 9. ITIL IN A NUTSHELL • Created for corporate IT, the fastest way to fix the printer problem. • Can you apply the same methodology to content provider/ ISP? • "Good people do not need laws to tell them to act responsibly, while bad people will find a way around the laws." - Plato 9
  10. 10. ITIL IN A NUTSHELL • Process == Common Sense • Ifyou’re not doing anything close to this, you’re doing it wrong. • Industry standard? Where? 10
  11. 11. CMDB CMDB 11
  12. 12. CMDB DATA MODEL 12
  13. 13. CMDB • Different People, Different Meaning. • Itis not a standard, ITIL is vague about this. • Itis not a monolithic database that will contain all of your IT configuration data. 13
  14. 14. CMDB • Itis not just a database to store configuration data and/ or asset data. • Doesn’t provide the information that operations need. • It’s going to filled with outdated information since the beginning. 14
  15. 15. CMDB • Federated CMDB x Single database • Tools? Seriously? • Relationship between asset and configuration, try creating it using the available tools... 15
  16. 16. CHANGE MANAGEMENT 16
  17. 17. CHANGE • All your problems can be fixed with a checklist or a new process, yeah right! • If you don’t know what and why is changing in your infrastructure, ITIL its not going to save you. • Pre-approved changes. Beginning of the End! • Cannot see the big picture, the relationship between components. The mythical CMDB. 17
  18. 18. CHANGE • "It's a basic truth of the human condition that everybody lies. The only variable is about what." • Limited by the knowledge and the skills of the people actually working. • Agile + Itil. One RFC per sprint... • Tools to create and manage the RFC. 18
  19. 19. CHANGE • Correlationbetween changes and incidents. Monitoring tools are never aware of the RFC being executed. • Infrastructure always neglected. • Change record, lost forever on a search tool based on “select like”. 19
  20. 20. CHANGE ADVISORY BOARD • Technical decisions made by people chosen by their status, not their skills. • Results in a “Change Calendar”, sometimes even this doesn’t work. • Gadgets should be banned, the meeting will last 15 minutes. • The change was approved by the board. All the information requested were provided. Success? 20
  21. 21. INCIDENT MANAGEMENT 21
  22. 22. INCIDENT • If you do not have a incident process in place, you’re doing... • Metrics culture • Everything is an incident: • the good • the bad • the ugly 22
  23. 23. INCIDENT • IncidentSLA are not related to the site availability, user experience or any useful information. • ex: 4 hours to rebuild a RAID array. So? It’s RAID... • Patchesand workarounds to beat the SLA. 23
  24. 24. PROBLEM MANAGEMENT 24
  25. 25. PROBLEM • Problems are always created to fix some bizarre metric • Caused by the lack of planning and foresight. • Forever alone, forgotten, left behind. • Let’s create a new metric based on Problem Resolution! 25
  26. 26. SERVICE DESK 26
  27. 27. SERVICE DESK • If you do not have a Service Desk in place, you’re doing... • Actually works. • Tools that work and are easy to use, they exist? • Knowledge base and incident record. Likely based on “select like”. 27
  28. 28. METRICS CULTURE 28
  29. 29. METRICS CULTURE • “Oh, people can come up with statistics to prove anything. 14% of people know that.”- Homer Simpson • Collection of workarounds. • “There are no incidents related to that” != “If It's Not Broken, Don't Fix It!” 29
  30. 30. METRICS CULTURE • “He always close the incidents before the SLA”. The same one, over and over again... • Why change something and risk looking bad in the report? • Limits innovation. 30
  31. 31. TOOLS 31
  32. 32. TOOLS • Interface? • Usability? • Search? • Same (ugly) tool for everything, incident, change, CMDB. Webservices anyone? • Lots of “black ops” systems to provide useful information, and a bunch of “.xls” on a SMB share. 32
  33. 33. POSSIBLE SOLUTIONS 33
  34. 34. POSSIBLE SOLUTIONS • Stop the Metrics Culture. • Stop creating checklists and processes, get rid of the bad apples. • RFCs are similar to code comments or change logs, because they are mandatory doesn't mean that they are useful. • Ex: “a” or “.” 34
  35. 35. POSSIBLE SOLUTIONS • Create a interface to gather all this information and make it easy to use. Maybe you have a whole department that do this kind of stuff... • Encourage people to really solve the problem and create better solutions, not a workaround to close a problem or incident before the SLA. • Common sense, you don’t need a “book” for that. If you need... 35
  36. 36. QUESTIONS? 36

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