ITIL for App Support (ITMPI CHICAGO)
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“Most companies spend too much
[on IT ] and get very little in
return.”
Larry Ellison, founder of
Oracle
Businesses are increasingly demanding value
from IT.](data:image/gif;base64,R0lGODlhAQABAIAAAAAAAP///yH5BAEAAAAALAAAAAABAAEAAAIBRAA7)
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ITIL for App Support (ITMPI CHICAGO)
- 1. Improving Application Support with ITIL Service Management April 29, 2010 Achieve your critical IT objectives and demonstrate the value of IT Presented by
- 2. 2 “Most companies spend too much [on IT ] and get very little in return.” Larry Ellison, founder of Oracle Businesses are increasingly demanding value from IT.
- 3. IT Organizations are trying to demonstrate value, while continuing to support the business. 3
- 4. 4 Many IT organizations are successfully using ITIL as a way to demonstrate value to the business.
- 5. 5 How can we use ITIL to better manage and measure our IT Service Delivery?
- 6. 6 Use ITIL’s best practices to demonstrate IT’s value and achieve your IT Objectives.
- 7. 7 Step #2: Understand ITIL Gain a basic understanding of how ITIL can be used to achieve IT objectives and demonstrate value.
- 8. What is ITIL? 8 ITIL is the definitive framework for IT Service Management (ITSM)
- 9. 9 The ITIL Service Lifecycle has five phases.
- 10. 10 The ITIL Service Life Cycle
- 11. 11 Step #3: Apply ITIL to Application Support Use ITIL to achieve IT Objectives and demonstrate the value of Application Support.
- 12. 12 Use ITIL to reduce the cost & mprove the value of Application Support Use Service Strategy to align Application Support with the business’ goals & objectives Use Service Design to define formal Service Level Agreements Use Service Transition to minimize disruptions due to application service changes Use Service Operations to manage work, control costs, track schedules, and measure performance Improve quality and service performance with Continual Service Improvement ITIL Service Management can be used to achieve IT Objectives.
- 13. 13 Service Strategy (ALIGNS Application Support) Purpose: Define “WHAT” the business expects from Application Support. Value: Allows the Application Support Team to understand the following: • Application Support Services to be provided • Costs / Risks associated with the Application Support function • Capacity requirements for service deliveryPhase Outcome
- 14. 14 Service Design (ALIGNS Application Support) Purpose: Design and document “HOW” the Application Support Team will provide its services. Value: Designs a Service Solution that includes the following: • Components of the Application Support Service • Service Level Commitments • Communication Commitments Phase Outcome
- 15. 15 Service Transition (ALIGNS Application Support) Purpose: Set up the Application Support Team and implement its processes and tools. Value: Ensures that the Application Support Team is transitioned into Production with minimal risk of service disruption. Phase Outcome
- 16. 16 Service Operation (allows you to MANAGE and MEASURE Application Support) Purpose: Deliver the services specified in the Statement of Work at the agreed upon service levels. Value: The Application Support Team: • Maintains the stability of the applications • Maintains the availability of the service • Controls demand • Achieves service level goals. Phase Outcome
- 17. 17 Service Disruptions Permanent Fixes Service Requests Technical Support Calls Application Maintenance Application Enhancements Service Operation (Standard Work Processes)
- 18. 18 TRACER ® Service Operation (Standard Work Processes)
- 19. 19 DATA Service Operation (Standard Processes ensure consistent data.)
- 20. 20 METRICS DATA Service Operation (Standard Processes enable accurate metrics.)
- 21. 21 Service Operation (Data, Metrics, and SLA’s enable performance reporting.)
- 22. Service Level Goals KPI Service Level Target Actual Service Level Performance Key Performance Indicator 22
- 23. 23 Continual Service Improvement (IMPROVES Application Support) Purpose: Look for ways to improve the efficiency and effectiveness of the Application Support service. Value: Provides an external view of the team’s activities as well as insights into how to improve the team’s performance. Phase Outcome
- 24. Examine Work Data to determine where to focus your attention. Classification Requests Hours Manual Cust. Assistance 145 148 Application Consulting 73 94 Report Request 30 25 Operations Scheduling 27 25 User Guidance 11 12 Technical Troubleshooting 9 12 Data Manipulation 6 13 24
- 25. 25 ITIL Service Life Cycle… (for Application Support)
- 26. 26 ITIL Service Life Cycle… (for Application Support)
- 27. 27 Many IT organizations are successfully using ITIL.
- 29. 29 We reviewed 3 Steps… Step #1: Recognize that Application Support is an important service Step #2: Understand ITIL Step #3: Apply ITIL to Application Support
- 30. 30 Use ITIL’s best practices to demonstrate Application Support’s value and achieve your IT Objectives. Presented by
Editor's Notes
- Thank-you Jim Good Afternoon, Everyone. Thank-you for the opportunity to speak with you today. ITIL can be used to improve any service that is provided by IT. Today, I will be discussing how we at CAI have used it to improve Application Support and How we have used it to demonstrate IT’s value to the business.
- In 2004, Nicolas Carr published a controversial book entitled “Does IT Matter?” This sparked a firestorm within IT. Carr suggests that IT has little strategic importance and that it is simply a commodity input to the business. As reflected in Larry Ellison’s quote, he suggests that Business should reduce spending on IT. This is because an IT investment can actually put your business at a cost disadvantage. This book has influenced the thinking of many business leaders and is forcing IT Organizations to demonstrate the value that they bring to the business.
- As a result, IT Organizations are being scrutinized more closely than ever. We are striving to be more relevant. We are trying to add value. We are trying to show value. We are doing all of this while still keeping the business’ “Lights-On!” While we are keeping all the balls in the air.
- Many IT Organizations are successfully using the ITIL Service Management model to improve how the business views IT. They are using ITIL to instill a Service Management mindset within their organizations. This allows them to better manage their organizations and to demonstrate the value that they bring to the business.
- You are attending this meeting because you want to learn how to use this ITIL thing you keep hearing about. You’d like to learn how ITIL can be used to…. Align your services with your Business Objectives Manage …. Measure ….. and Improve your services <<CLICK>> Specifically, Application Support.
- I’m here to suggest that ITIL Service Management can help you to achieve your IT Objectives and demonstrate your value to the business Here is a list of common IT objectives that we have found can be achieved with improvements to Application Support. <<CLICK>> There are certainly others, but these are the ones that we have routinely achieved with a Service Management approach to Application Support.
- We just reviewed the opportunity that is represented by Application Support… 1. Application Support is a large percent of IT Spend 2. It is one of the most visible functions of IT 3. It is often overlooked. I also briefly discussed how Application Support can benefit from a Service Management Strategy. Now I want to provide you with a working understanding of ITIL. To do this, I will quickly review its origins and its background.
- OKAY, so What is ITIL? ITIL stands for the Information Technology Infrastructure Library It is a set of ITSM guidelines <<CLICK>> ITIL is THE definitive framework for IT Service Management. Now, there are other frameworks --- CoBIT, Microsoft’s MOF, and now CMMI’s SVC Model. And ISO 20000 is the audit standard for IT Service Management. But, ITIL is the de facto operational framework. It is the most widely recognized.
- Let’s take a look at the ITIL Service Lifecycle. It has 5 Phases: --- Service Strategy --- Service Design --- Service Transition --- Service Operation --- Continual Service Improvement
- Here is another view of the ITIL V3 Lifecycle. It shows each phase as a flowchart step. It also shows the outputs of each phase and how each output is passed on to the next subsequent phase. This view also shows how each phase builds value for the business with a focus on Service Operations. This really is an “unraveling” or “unrolling” of the ITIL Lifecycle. And it is a combination of the slides that we just reviewed. --- In Service Strategy, the service is defined and modeled. The cost of the service is defined . --- In Service Design, the service solution is developed and designed so that it meets the requirements identified in Service Strategy. --- In Service Transition, the service is implemented and the risks of the implementation are minimized. --- Service Operation is where the service is delivered, managed, and measured. --- In Continual Service Improvement, opportunities for optimization are identified and implemented.
- Now that we understand the ITIL V3 Service Lifecycle, I will now show how ITIL can be applied specifically to the Application Support Function.
- We at Computer Aid view Application Support as a service. So we manage it as a service. When we examined ITIL Service Management and recognized how it can be applied to Application Support. ITIL is made up of 5 distinct life-cycle phases and each can be used to improve Application Support. <<CLICK>> We use Service Strategy to align Application Support with business needs <<CLICK>>We use Service Design to define formal Service Level Agreements <<CLICK>> We use Service Transition to minimize disruptions due to application service changes <<CLICK>> We use Service Operations to manage work, control costs, track schedules, and measure performance <<CLICK>> We use Continual Service Improvement techniques to improve the quality Application Support and to improve the performance of our teams. <<CLICK>> In short, we use ITIL Service Management to demonstrate and improve Application Support’s Value
- If you remember, Service Strategy is used to align an IT service with the needs of the business We use Service Strategy to align the Application Support function with the needs of the business. In this phase, the Application Support Team, as well as the Business, gains an understanding of: --- What services they will provide --- What is the cost of these services --- What are the risks associated with service delivery Our teams also gain an understand of their role and Charter within the Business Note that the outputs of this phase are specific to Application Support. For Example, the Budget and Financial Performance Plan outline the projected cost of the Application Support Function. The Assessment Document would describe the services that the Application Team will provide. The Phase also defines requirements of the team’s operational processes. We use Service Strategy to define WHAT the business expects of the Application Support Team.
- So…If Service Strategy Defines WHAT the business expects. We use Service Design phase to define HOW the Application Support Team will deliver Application Support services. This phase provides the detailed design of the: --- Components of the service --- Service commitments associated with performing work --- Commitments to communicate with the business (Executives, Customers, Application Users) In this phase, we: --- Finalize the Statement of Work or Team Charter --- Define and finalize the team’s Service Level Agreement --- Create the operational processes that will be used by the team Again, note how this phase creates process requirements in addition to the Service Design Package documents. At the end of this phase, we end up with a Solution that is designed to meet the Application Support Requirements for the organization.
- Now that we have a Service Solution that is designed to meet the needs of the Business, we use Service Transition to implement this Solution. Service Transition ensures that the Application Support Team is properly set up. It also ensures that all measurement and tracking tools are implemented properly. In this phase, we: --- We implement the team’s work processes. --- This is done by integrating them within Computer Aid’s service management tool, Tracer. All of this is done by following Transition Plans that minimize the risk of service disruption as the implementation takes place. The Transition Phase ensures that the team “starts off on the right foot.”
- We use the Service Operation phase to ensure that the Application Support Team is completing the work that is necessary to carry out the services that are described in the team’s Charter. The Service Management tool, Tracer, helps our team use standardized processes to complete work events such as Incidents and Problems. Tracer captures data about the work as it is being completed and produces outputs that show the team’s 1 --- Work Status 2 --- Service Level Performance 3 --- Resource Utilization (THIS IS UNIQUE TO SERVICE OPERATIONS. This is because we use Tracer to manage the day-to-day operations of Application Support.) Tracer also provides the means to: --- Prioritize Work --- Monitor our performance --- Enforce compliance with our Work Processes And that compliance is the key to capturing accurate and complete data.
- A quick note about the processes that we use to manage Application Support ITIL specifies 6 operational processes….but we routinely use 4 Incident, Problem, Request Fulfillment, Application Lifecycle Management The two others are Event Management and Access Management Event Management really is about managing the “Triggers” associated with other work events….i.e What constitutes an incident? What constitutes a User Request? We incorporate these definitions within each of the processes. Access Management is about managing the security access to the applications. In general, our teams do not do this, but when we do, we follow a process that is similar to the Request Fulfillment process
- As a side note about how we define standard processes for the team. <<CLICK>> We start with our standard process templates. <<CLICK>> Then we examine our customer’s processes <<CLICK>> and identify best practices that they would like incorporated into the work processes. <<CLICK>> We use our Process Configuration Manager in Tracer to create the work processes that the team will use. This results in a customized process that is based on ITIL’s Service Management principles and includes the customer’s best practices This ensures that our team will complete work consistently in a way that fits the customer’s culture and business needs.
- Our processes allow us to capture data as work is being performed. That is, as work flows through each process. <<CLICK>> For example, when considering the Incident Process, our process would capture data about the Incident as it being resolved by the team. For example, the DATE AND TIME that we receive an incident and the DATE AND TIME that we resolve the incident would be pieces of data that we would capture.
- Because our teams do work consistently with a standard process, our data is accurate and consistent. This allows us to collect metrics about our performance. For instance, the TIME-TO-RESOLVE metric is measured from the Date we receive an incident to the date that we close the incident.
- With this data and these metrics, we create performance reports that show how well our teams are meeting the organization’s Service Level Expectations.
- Here is an example of one of our performance reports. It shows… <<CLICK>> -- The KPI that is being reported <<CLICK>> -- The Service Level Goals that we are trying to hit for every work item <<CLICK>> -- The Service Level Target that we are trying to hit for the KPI. <<CLICK>> -- Our actual performance. This graph shows that our team… --- For YTD, the team has completed 83.02% of all Incidents within Guidelines. (The team’s goal is 80%.) -- For November, the team resolved 18 Incidents; 88% percent of them within the Service Level Goal.. -- For November, the team only missed two Service Level Goals; both were for MEDIUM SEVERITY INCIDENTS. So, you can see, be examining data in this way, you can begin to discern trends and have a way to examine these trends.
- And these data are what make Continual Service Improvement possible. In CSI, we: ---- Analyze our Data ---- Identify Improvement Opportunities ---- Implement Improvements ---- Measure the effects of the Improvements We also use CSI to stay aligned with the Business.
- Here is an example of how we use our work data to identify improvements. These On this slide we have two pareto charts. Each is looking at Support Calls that are grouped by Classification. The top chart shows a count of support calls by classification. The bottom chart shows the amount of effort that was spent on support calls grouped by classification. The large bars on the left represent opportunities…. For this period of time, the team handled 145 Incidents that were classified as “Manual Customer Assistance.” They spent 148 person-hours of effort on these incidents. This category represents work that was being done for the user communities. “Mowing our neighbor’s lawn.” Turnover in the User Community --- IT Team stepped into the void. The executives did not want the IT team doing this. They made adjustments. This data brought this “misalignment” to everyone’s attention. Before this, no one realized that IT was doing this. In essence, the IT team was not aligned with the business. It was doing things that the business did not want them to do. This visibility established a dialog between IT and the Business and allowed us to make adjustments to align the IT team with the business.
- We just reviewed each phase of the ITIL Service Lifecycle. Now let’s summarize the Application Support view of the entire Lifecycle. As before, 1) Each phase is a flowchart step 2) Each output flows into the next phase. 3) Each output focuses on Service Operations. Additionally, you can see how the operational work processes evolve. Each phase identifies requirements for the team’s work processes. Each requirement flows into Service Transition and result in service operations work processes that are customized for the business. These processes are integrated into Tracer. <<CLICK>> In Service Strategy, a key Deliverable is the Service Assessment Findings. It summarizes “WHAT” the Business expects from Application Support. <<CLICK>> In Service Design, the SLA documents “HOW” Application Support will meet those expectations. <<CLICK>> In Service Transition, a Transition Plan is used to implement the team’s Processes within Tracer. <<CLICK>> In Service Operations, the team manages the Application Support Service and uses standard processes and Tracer to collect data that is accurate, complete, and consistent. <<CLICK>> Tracer derives metrics from the data and formats them into performance reports that are used to evaluate, analyze, and improve the team’s performance. Let’s walk through an example: Service Strategy would recognize the needs of the business and would determine what types of services and work should be done by the Application Support Team. For our example, let’s say that Service Strategy has determined that the team will manage incidents. Service Design would define how the team will work with Incidents. It will define what incidents are, how will be processed and resolved, and the service level goals associated with each severity level. (e.g. Resolve all critical incidents within 4 hours.) These would be noted with the Team’s Service Level Agreement. Service Transition would define the team’s Incident Process that configure it within Tracer. The Service Level Goals for the team would also be put into the tool. In Service Operation, the team is activated and the processes are running. In our example, the team would use the Incident process to manage Incidents that they receive. They would use Tracer to measure and report on the team’s performance against the Incident Service Level commitments. In the CSI Phase, the team would analyze incident data and seek to identify trends and improvement opportunities.
- This slide highlights the key components that make ITIL work for Application Support.: --- Application Support is made up of two ITIL Service Operation Functions…..Application Management and Service Desk (this is typically Level-2 and Level-3) --- Each Operational Process satisfies requirements that were identified in the previous phases. And these processes are customized to best fit the with Support environment. --- Tracer is Computer Aid’s Application Support Service Management Tool and it ------Automates the team’s workflow ------Captures data ------Provides the team with immediate feedback about the work performed. --- Tracer also… ----- Acts as a central data repository for all of the team’s performance and work data. ----- Creates performance reports enable Continuous Improvement and help us to stay aligned with the business.
- At the beginning of this presentation, I stated that many companies are successfully using ITIL to improve service performance and demonstrate value.
- I set out to show you how ITIL can be applied to the Application Support function.
- I used a 3 Step Approach: #1. Recognize the opportunity that is within Application Support --- It consumes the largest amount of IT’s Budget and it’s highly visible. #2. Understand that ITIL is an IT Service Management Strategy #3. Use ITIL to ALIGN MANAGE MEASURE dramatically IMPROVE ….. the Application Support Service in order to achieve your IT objectives.
- I want to Thank-you for your attention. I hope that I have helped to provide you with a better understanding of ITIL as an IT Service Management strategy And how it can be applied to Application Support to achieve results. Are there any questions?