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Hewlett-Packard Company Confidential Copyright 2000 All Rights Reserved - Do Not Copy
Hewlett-Packard ConsultingHewlett-Packard Consulting
ITIL Overview SessionITIL Overview Session
Hewlett-Packard Company Confidential Copyright 2000 All Rights Reserved - Do Not Copy
IT Service Management OverviewIT Service Management OverviewFor IRS, 11/3/00For IRS, 11/3/00
# TOPIC START TIME
DURATION NOTES
1 Introductions, expectations, objectives, agenda 8.00 10 min
2 IT Infrastructure Library and the ITSM Reference Model 8.10 30 min
3 IT Service Management Concepts 8:40 20 min
4 Service Desk and Incident Management 9:00 30 min
5 Break 9.30 15 min
6 Problem Management 9:45 30 min
7 Change Management 10:15 30 min
8 Configuration Management 10:45 30 min
9 Operations Management 11:15 15 min
10 LUNCH 11:30 1 hr
11 Release Management 12;30 30 min
12 Availability & Continuity Management 1:00 30 min
13 Capacity Management 1:30 30 min
14 BREAK 2:00 15 min
15 Cost Management 2:15 30 min
16 Service Level Management 2:45 30 min
17 Process Management 3:15 30 min
18 Questions and Answers 3:45 15 min
END 4:00
Hewlett-Packard Company Confidential Copyright 2000 All Rights Reserved - Do Not Copy
ITIL Overview SessionITIL Overview Session
ITIL Overview:ITIL Overview:
What is ITIL?What is ITIL?
Hewlett-Packard Company Confidential Copyright 2000 All Rights Reserved - Do Not Copy
Hewlett-Packard Company Confidential Copyright 2000 All Rights Reserved - Do Not Copy
What is ITIL?What is ITIL? A set of books & modules, used as a complete code of best practice for IT A set of books & modules, used as a complete code of best practice for IT
Service ProvisionService Provision
A roadmap which defines the relationships between people, processes and A roadmap which defines the relationships between people, processes and infrastructure necessary for effective IT Service provisioninfrastructure necessary for effective IT Service provision
The only comprehensive, publicly available guidance on IT Service ProvisionThe only comprehensive, publicly available guidance on IT Service Provision
Developed by the CCTA - British GovernmentDeveloped by the CCTA - British Government
International Certification ProgramsInternational Certification Programs
In place since 1986In place since 1986
Rewrite currently underway Rewrite currently underway
http://www.itil.co.uk/
Hewlett-Packard Company Confidential Copyright 2000 All Rights Reserved - Do Not Copy
Why Change?Why Change?
If it ain’t broke, don’t fix it!If it ain’t broke, don’t fix it! Need to deliver true 100% reliability within Need to deliver true 100% reliability within
guaranteed hours of operation (most often guaranteed hours of operation (most often 7x24)7x24)
Even 99.5% reliability in a 7x24 shop equals Even 99.5% reliability in a 7x24 shop equals 306 hours of downtime306 hours of downtime
Complexity of managing a complete Complexity of managing a complete extended supply chain to agreed upon extended supply chain to agreed upon service levelsservice levels
Hewlett-Packard Company Confidential Copyright 2000 All Rights Reserved - Do Not Copy
Hewlett-Packard Company Confidential Copyright 2000 All Rights Reserved - Do Not Copy
The ITIL User CommunityThe ITIL User Community
Hewlett-Packard Company Confidential Copyright 2000 All Rights Reserved - Do Not Copy
Hewlett-Packard Company Confidential Copyright 2000 All Rights Reserved - Do Not Copy
The New ITILThe New ITIL
The new library series will comprise five principal elements, each of which will have interfaces and overlaps with each of the other four. The elements are:
•the business perspective•applications management•delivery of services•support of services•network and operations services
Hewlett-Packard Company Confidential Copyright 2000 All Rights Reserved - Do Not Copy
Taken from the CCTA ITIL
Hewlett-Packard Company Confidential Copyright 2000 All Rights Reserved - Do Not Copy
ITIL Service Support ProcessesITIL Service Support Processes
Service DeskService Desk, Incident Management, Problem , Incident Management, Problem Management, Change Management, Configuration Management, Change Management, Configuration Management, Release Management;Management, Release Management;
Operational in nature;Operational in nature; Provide control and stability to the IT infrastructure Provide control and stability to the IT infrastructure
while remaining flexible to accommodate changes to while remaining flexible to accommodate changes to business and time to market demands*. business and time to market demands*.
*Taken from the CCTA ITIL
Hewlett-Packard Company Confidential Copyright 2000 All Rights Reserved - Do Not Copy
ITIL Service Delivery ProcessesITIL Service Delivery Processes
Service Level Management, Capacity Management, Service Level Management, Capacity Management, Availability Management, Continuity Management, Availability Management, Continuity Management, Financial Management for IT Services, Customer Financial Management for IT Services, Customer Relationship Management;Relationship Management;
More strategic in nature, with some operational More strategic in nature, with some operational activities;activities;
Provide quality to the delivery of IT services;Provide quality to the delivery of IT services; Cannot be truly effective without the underlying Cannot be truly effective without the underlying
support processes.support processes.
Taken from the CCTA ITIL
Hewlett-Packard Company Confidential Copyright 2000 All Rights Reserved - Do Not Copy
Why Implement ITIL?Why Implement ITIL? ProfessionalismProfessionalism Focus on benefits to the customer/businessFocus on benefits to the customer/business Decision making metricsDecision making metrics Clear points of contactClear points of contact Part of a QM strategy - focus on continuous improvementPart of a QM strategy - focus on continuous improvement Cost reduction - based on the standardization of the expensive Cost reduction - based on the standardization of the expensive
processes (20/80)processes (20/80) Managing the infrastructure now in top 3 concernsManaging the infrastructure now in top 3 concerns Avoid reinventing the wheelAvoid reinventing the wheel Long term survival!Long term survival!
Hewlett-Packard Company Confidential Copyright 2000 All Rights Reserved - Do Not Copy
ITIL Overview SessionITIL Overview Session
ITIL Process Framework and ITIL Process Framework and Interconnections:Interconnections:
HP ITSM Reference ModelHP ITSM Reference Model
Hewlett-Packard Company Confidential Copyright 2000 All Rights Reserved - Do Not Copy
HP IT Service Management Reference ModelHP IT Service Management Reference Model
• Document and track service infrastructure information• Document infrastructure attributes and relationships• Evaluate and control changes
• Interface with customers• Understand business and customer requirements• Formulate an IT strategy that optimizes IT added-value
• Develop and test services• Deploy services according to service design
Business - IT Alignment
Service Development & DeploymentService Design & Management
• Manage customer satisfaction• Run services• Monitor and maintain the service infrastructure • Resolve incidents and disseminate information• Proactive problem prevention
Operations Bridge
• Translate IT strategy into planned IT services• Create detailed service design specifications• Define and manage service levels within cost constraints (and service budget) via SLAs• Provide security for infrastructure and data
Service DeliveryAssurance
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HP IT Service Management Reference ModelHP IT Service Management Reference Model
Service Delivery Assurance
Business - IT Alignment
Service Development & DeploymentService Design & Management
Operations Bridge
Service DeliveryAssurance
Value ChainBusiness Strategy
End Users
Problems/Requests
DeliveredService
EnvironmentStatus
EnvironmentAdministration
Customer ExecutivePeople
Process
Clients
Applications
Internet/Intranet
Servers
Databases
Networks
ServiceReports andAssociatedPlans
Customer(IT Mgmt)
IT Strategy
Service Objectives& Measures
Service Performance(Quality)
Production Release
Planned ITServices
Service Reports
Hewlett-Packard Company Confidential Copyright 2000 All Rights Reserved - Do Not Copy
HP IT Service Management Reference ModelHP IT Service Management Reference Model
Service Delivery Assurance
Business - IT Alignment
Service Development & DeploymentService Design & Management
Operations Bridge
BusinessAssessment
IT StrategyDevelopment
CustomerManagement
ServicePlanning
SecurityManagement
AvailabilityManagement
Service LevelManagement
CapacityManagement
CostManagement
ChangeManagement
Build &Test
Release toProduction
IncidentManagement
ProblemManagement
OperationsManagement
ConfigurationManagement
Service DeliveryAssurance
IncidentManagement -Service Desk
ITIL
ProblemManagement
ITIL
ReleaseManagement
ITIL
FinancialManagement
ITIL
CapacityManagement
ITIL
Availability & ContinuityManagement
ITIL
Service Level
Management
ITIL Configuration
Management
ITIL
ChangeManagement
ITIL
CustomerRelationshipManagement
ITIL
End UsersCustomer Executive
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ITSM Model - BenefitsITSM Model - Benefits
Define current IT environment ("as-is")Define current IT environment ("as-is") Identify "gaps" and desired state ("to-be")Identify "gaps" and desired state ("to-be") Prioritize planned IT work effortsPrioritize planned IT work efforts Identify critical process "linkages"Identify critical process "linkages" Link problems to processesLink problems to processes Link organization to servicesLink organization to services Target areas for potential process-enabling technologiesTarget areas for potential process-enabling technologies Identify "insourcing" and "outsourcing" opportunitiesIdentify "insourcing" and "outsourcing" opportunities
Hewlett-Packard Company Confidential Copyright 2000 All Rights Reserved - Do Not Copy
ITIL Overview SessionITIL Overview Session
ITIL Overview:ITIL Overview:
IT Service Management ConceptsIT Service Management Concepts
Hewlett-Packard Company Confidential Copyright 2000 All Rights Reserved - Do Not Copy
What is a Service?What is a Service? A service is product or output of the IT operation to it’s customers. It A service is product or output of the IT operation to it’s customers. It
is not an internal activity between departments. is not an internal activity between departments. It is delivered to the customer and it’s performance must be measured It is delivered to the customer and it’s performance must be measured
at the customers interface point, not IT’s internal reference points. at the customers interface point, not IT’s internal reference points. These measurements are called the service performance levels or These measurements are called the service performance levels or
service levels for short. There are three customer interface points for service levels for short. There are three customer interface points for IT servicesIT services
In the screen (Applications)In the screen (Applications) In the phone (Service and Service requests)In the phone (Service and Service requests) Face to Face (Installation, consulting, and New system Face to Face (Installation, consulting, and New system
development)development)
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What is Service Management?What is Service Management?
The process to delivering IT Services to the business user under predefined, contracted service level agreements (SLAs)
Language ofbusiness
Language ofInformation Technology
Services
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We tend to be organized like this...We tend to be organized like this...
Application Development
Technology Production
Goals andPriorities
Goals andPriorities
Goals andPriorities
Hewlett-Packard Company Confidential Copyright 2000 All Rights Reserved - Do Not Copy
But our customers see us like this...But our customers see us like this...
Hewlett-Packard Company Confidential Copyright 2000 All Rights Reserved - Do Not Copy
From Technology to ProcessFrom Technology to Process
IT Element Management + IT Task Management
Delivery of
Required
Business
Services
DesktopMgt
ServerMgt
StorageMgt
ApplicationMgt
NetworkMgt
Help Desk Service
ERP Service
E-Mail Service
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Challenges to the IT OrganizationChallenges to the IT Organization
Contribution to solving business challenges Contribution to solving business challenges
– This means contributing earlier in the planning cycleThis means contributing earlier in the planning cycle A measurable contribution to the business value chain A measurable contribution to the business value chain Service provision as opposed to IT product deliveryService provision as opposed to IT product delivery A business like relationshipA business like relationship A consistent and stable serviceA consistent and stable service Less emphasis on technologyLess emphasis on technology Meeting the new demands of IT as a utilityMeeting the new demands of IT as a utility Delivering 100% reliability 7x24Delivering 100% reliability 7x24
Hewlett-Packard Company Confidential Copyright 2000 All Rights Reserved - Do Not Copy
ITIL Overview SessionITIL Overview Session
ITILITIL
Service Support ProcessesService Support Processes
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ITIL Overview SessionITIL Overview Session
The Service Desk & the IncidentThe Service Desk & the Incident
Management ProcessManagement Process
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Service Desk ObjectivesService Desk Objectives
To be the primary contact point for all:To be the primary contact point for all:– CallsCalls– QuestionsQuestions– RequestsRequests– ComplaintsComplaints– RemarksRemarks
To restore the service as quickly as possibleTo restore the service as quickly as possible To manage the incident life-cycle (co-ordinating resolution)To manage the incident life-cycle (co-ordinating resolution) To support business activitiesTo support business activities To manage the Incident ProcessTo manage the Incident Process
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Service Desk TasksService Desk Tasks
Service Desk
Managementinformation
Business support
Customerinterface
Incident control
Problem Management
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Operations Bridge ProcessesOperations Bridge Processes
Operations ManagementIncident
Management
AutomatedAutomatedTrouble TicketsTrouble Tickets
AdministrativeAdministrativeRequestsRequests
ConfigurationManagement
CI Attributes &CI Attributes &RelationshipsRelationships
ServiceServiceCost DataCost Data
ProblemManagement
KnownKnownErrorsErrors
ClosedClosedIncidentsIncidents
ChangeManagement
RFCRFC
WorkorderWorkorder
CI Attributes &CI Attributes &RelationshipsRelationships
RoutineRoutineChangeChange
RequestsRequestsWorkorderWorkorder
Problems/Problems/RequestsRequests
ProgressProgressReportsReports
DeliveredDeliveredServiceService
ProductionEnvironment
ResourceResourceStatusStatus
ControlledControlledChangesChanges
Customers
ResourceResourceUtilization &Utilization &PerformancePerformance
DataData
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Key Delivery ActivitiesKey Delivery Activities
Incident Management
Accept calls Log incidents Categorize incidents Prioritize incidents Isolate incidents
Escalate incidents Track incident progress Resolve incidents Notify end users Close incidents
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Hewlett-Packard Company Confidential Copyright 2000 All Rights Reserved - Do Not Copy
Incident ManagementIncident ManagementProcess Relationship MapProcess Relationship Map
People
Process
Clients
Applications
Internet/Intranet
Servers
Databases
Networks Alert
Build &Test
Release toProduction
SupportabilityStandards
ReleaseNotification
AutomatedIncidents
RFC ChangeSchedule
CI Attributes &Relationships
EmergencyFix
End Users
End UserNotification
End UserRequest
ClosedIncidents
ProblemStatus
IncidentStatus
Trigger
Input/Output
ProductionEnvironment
OperationsManagement
ProblemManagementIncident Management
ConfigurationManagement
ChangeManagement
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Hewlett-Packard Company Confidential Copyright 2000 All Rights Reserved - Do Not Copy
Incidents, Problems and Known ErrorsIncidents, Problems and Known Errors IncidentIncident
– Any event which is not part of the standard operation of a service and Any event which is not part of the standard operation of a service and which causes or may cause an interruption to or a reduction in the which causes or may cause an interruption to or a reduction in the quality of that service.quality of that service.
ProblemProblem– The unknown root cause of one or more incidents (not necessarily The unknown root cause of one or more incidents (not necessarily
known or solved at the time the incident is closed).known or solved at the time the incident is closed). Known ErrorKnown Error
– A condition that exists after the successful diagnosis of the root cause A condition that exists after the successful diagnosis of the root cause of a problem when it is confirmed that a CI is at fault. A work-around of a problem when it is confirmed that a CI is at fault. A work-around exists and is used to restore service until the error is removed by exists and is used to restore service until the error is removed by implementing a change.implementing a change.
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Incident Control Process FlowIncident Control Process Flow
Reporting
Quality Control
Accept Incident/Call,Record data, Consult CMDB
CanService Desk
resolve it?
Refer for resolution
Close & code incident (Closing category)
Assess and codeimpact/urgency/priority
No
Initial categorisation
Yes
Resolve
Progress Control
Keepcustomerinformed
Classification
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Assess and codeimpact/urgency/priority
Classification of IncidentsClassification of Incidents ImpactImpact
– Evidence of effect upon business Evidence of effect upon business activitiesactivities
– Service Levels in dangerService Levels in danger– Often measured in number of people Often measured in number of people
or systems affected or systems affected UrgencyUrgency
– SpeedSpeed of solving an Incident of a of solving an Incident of a certain impactcertain impact
Prioritise resources Prioritise resources by expected effortby expected effort relative to:relative to:– Manpower Manpower – MoneyMoney– TimeTime
Priority code
Description Target resolution time
1 Critical 1 hour
2 High 8 hours
3 Medium 24 hours
4 Low 48 hours
5 Planning Planned
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Service Desk StructureService Desk Structure
Customer2
Customer2
Customer1
Customer1
Customer3
Customer3
NetworkService Desk
Centralised
Service DeskA
Service DeskA
CentralService Desk
CentralService Desk
Service DeskB
Service DeskB
Decentralised
Customer2
Customer2
Customer1
Customer1
Customer3
Customer3
Desktop Supplier
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Escalation and ReferralEscalation and Referral
Knowledge (functional escalation)
Inform / Support(hierarchical escalation)
Servicedesk
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Tiered SupportTiered SupportOperations Bridge
IncidentManagement
Service DeskESM:Operations &
Monitoring Incident ManagementKB
Pre-defined• symptoms• fixes
ESM:Administration
IncidentManagement
ProblemManagement
IT SystemsEngineering
IncidentManagement
ProblemManagement
• deploy• configure• diagnose• analyze• prevent
• define • design• develop/ acquire
CapabilitiesEnd-UserEvent Mgmt
Tier-1
SkillsExperience
Tools
Tier-2
Tier-3
The Service Desk is responsible for owning and overseeing the resolution of all outstanding incidents whatever the initial source.
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Hewlett-Packard Company Confidential Copyright 2000 All Rights Reserved - Do Not Copy
Service Desk EssentialsService Desk Essentials
Single point of contact/Restore service ASAPSingle point of contact/Restore service ASAP Tasks: Customer Interface, Business Support, Incident Tasks: Customer Interface, Business Support, Incident
Control & Management InformationControl & Management Information Concentrates on incident lifecycle managementConcentrates on incident lifecycle management Incident: (Expected) disruption to agreed serviceIncident: (Expected) disruption to agreed service Priority determined by business impact and urgencyPriority determined by business impact and urgency Correct assessment of priorities enables the deployment of Correct assessment of priorities enables the deployment of
manpower and other resources to be in the best interests manpower and other resources to be in the best interests of the customerof the customer
Escalation and referralEscalation and referral
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Best PracticesBest Practices
Integrate with service level management.Integrate with service level management. Place less emphasis on “pass-through” and more Place less emphasis on “pass-through” and more
on “one and done.”on “one and done.” Place less emphasis on reducing IT's costs and Place less emphasis on reducing IT's costs and
more on increasing business effectiveness.more on increasing business effectiveness. Position Service Desk as the primary interface to Position Service Desk as the primary interface to
IT and use it to increase IT credibility throughout IT and use it to increase IT credibility throughout lines of business.lines of business.
Taken from the CCTA ITIL
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Business BenefitsBusiness Benefits
Better utilization and increased productivity of skilled staffBetter utilization and increased productivity of skilled staff Fewer incidents and user difficulties with business applicationsFewer incidents and user difficulties with business applications Reduction in times to respond to users and to resolve incidentsReduction in times to respond to users and to resolve incidents Greater client focusGreater client focus Earlier and more effective identification of problem areasEarlier and more effective identification of problem areas Higher levels of IT service availabilityHigher levels of IT service availability Comprehensive and accurate management information about the Comprehensive and accurate management information about the
quality of service and user supportquality of service and user support Information to the business of the “health” of business applicationsInformation to the business of the “health” of business applications
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Common RoadblocksCommon Roadblocks
How many Service Desks are enough?How many Service Desks are enough? Interface and information sharing within large organizationsInterface and information sharing within large organizations Servicedesk is launched too early and gets swampedServicedesk is launched too early and gets swamped No process for functional escalationNo process for functional escalation Tension between Servicedesk and other IT unitsTension between Servicedesk and other IT units Users try to bypass the systemUsers try to bypass the system The director as ServicedeskThe director as Servicedesk Ineffective communication between development andIneffective communication between development and
Servicedesk (e.g. at roll-outs)Servicedesk (e.g. at roll-outs) Point solution impedes integrationPoint solution impedes integration
Taken from the CCTA ITIL
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ITIL Overview SessionITIL Overview Session
Problem ManagementProblem Management
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Problem Management Objectives Problem Management Objectives
Stabilizing IT services through:Stabilizing IT services through:– Minimizing the consequences of incidentsMinimizing the consequences of incidents– Removal of the root causes of incidents Removal of the root causes of incidents – Prevention of incidents and problemsPrevention of incidents and problems
Improving productive use of resourcesImproving productive use of resources Ensure that previous information is documented Ensure that previous information is documented
in such a way that it is readily recyclable to front in such a way that it is readily recyclable to front line and other second line staffline and other second line staff
What is a problem? A condition identified often because of multiple incidents that exhibit common symptoms. Problems can also be
identified from a single significant incident, indicative of a single error, for which the cause is unknown, but for which the impact is significant.
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Problem Management TasksProblem Management Tasks
ProblemManagement
Problemcontrol
Known Errorcontrol
Managementinformation
ChangeManagement Check after change
IncidentManagement
RFCs
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Managing problems saves Managing problems saves time and money!time and money!
Taken from the CCTA ITIL
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Error ControlError Control
Taken from the CCTA ITIL
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Key Delivery TasksKey Delivery Tasks
Problem Management
Analyze incident trends Log problems Assign impact code Identify root cause Track problem progress
Verify known errors Control known errors Resolve problems Submit RfCs Close problems and known errors
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Hewlett-Packard Company Confidential Copyright 2000 All Rights Reserved - Do Not Copy
Problem ManagementProblem ManagementProcess Relationship MapProcess Relationship Map
People
Process
Clients
Applications
Internet/Intranet
Servers
Databases
Networks
Supplier
CalendarTrend
ReviewCycle
CostData
ServiceMetricData
CI Attributes &Relationships
Bug/Enhancement
Request
Component Fixor Enhancement
TechnicalSupport
ResolutionAssistance
Request
RFC
EmergencyFix
ProblemRecord
ClosedIncidents
WorkorderWorkorder
Status
ProductionEnvironment
Trigger
Input/Output
IncidentManagement
Problem Management
ConfigurationManagement
ChangeManagement
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Reactive - ProactiveReactive - Proactive
Reactive Proactive
Supplying 2nd/3rd line incident support
Identification of trends
Problem identificationProblem diagnosis
Prevention of problems on other systems and applications
Monitoring of Change Management
Initiating changes to combat:• occurrence of incidents• repetition of incidents
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Problem Management EssentialsProblem Management Essentials
ObjectivesObjectives– Manage the problem life-cycleManage the problem life-cycle– Stabilizing services through:Stabilizing services through:
Minimizing the consequences of incidents (the quick fix)Minimizing the consequences of incidents (the quick fix) Removing the causes of incidentsRemoving the causes of incidents Preventing occurrence of incidents and problemsPreventing occurrence of incidents and problems
– Improving productive use of resources:Improving productive use of resources: TasksTasks
– Problem Control, Error Control (including raising RFCs), Management Problem Control, Error Control (including raising RFCs), Management informationinformation
Reactive to proactive (stop problems occurring/recurring)Reactive to proactive (stop problems occurring/recurring)
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Best PracticesBest Practices
Separate incidents and problems into distinct areas Separate incidents and problems into distinct areas of responsibility with separate metrics.of responsibility with separate metrics.
Emphasize containment and prevention of incidents.Emphasize containment and prevention of incidents. Go beyond operational environment to encompass Go beyond operational environment to encompass
systems and infrastructure development as well.systems and infrastructure development as well. Skill people on methods for root cause analysis and Skill people on methods for root cause analysis and
problem solving.problem solving. Separate the PM process from the management of Separate the PM process from the management of
the PM process.the PM process.
Taken from the CCTA ITIL
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Business BenefitsBusiness Benefits It is a key part of an overall service improvement programIt is a key part of an overall service improvement program It helps generate a cycle of rapidly increasing IT service quality. It helps generate a cycle of rapidly increasing IT service quality. It is instrumental in reducing the number of incidents, leading to improve It is instrumental in reducing the number of incidents, leading to improve
IT service quality.IT service quality. There will be a gradual reduction in the number and impact of problems There will be a gradual reduction in the number and impact of problems
and known errors as problems and errors that and known errors as problems and errors that areare resolved, resolved, stay stay resolved.resolved. The process is based on the concept of learning from past experience. The process is based on the concept of learning from past experience. There will be a better first time fix rate of incidents at the Service Desk, There will be a better first time fix rate of incidents at the Service Desk,
achieved via the capture, retention and availability of incident resolution achieved via the capture, retention and availability of incident resolution and workaround data within a knowledge database available to the and workaround data within a knowledge database available to the Service Desk at call logging.Service Desk at call logging.
Taken from the CCTA ITIL
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Common RoadblocksCommon Roadblocks
Allocating support staff resources to incident and Allocating support staff resources to incident and problem management.problem management.
Limited integration between point solution tools.Limited integration between point solution tools. Poor communications between systems Poor communications between systems
development and error control in the live development and error control in the live environment.environment.
Lack of discipline in support teamsLack of discipline in support teams
Taken from the CCTA ITIL
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ITIL Overview SessionITIL Overview Session
Change ManagementChange Management
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Change Management ObjectiveChange Management Objective
To implement To implement approvedapproved changes changes
efficientlyefficiently, , cost-effectivelycost-effectively
and with and with minimal riskminimal risk to the existingto the existing
and to the new IT infrastructure and to the new IT infrastructure
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Change Management TasksChange Management Tasks
ChangeManagement
Review all implemented
changes
Oversee changebuilding, testing
andimplementation
Approve & schedule changes
ManageRequests For Change
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Request for Change (RFC) - ScopeRequest for Change (RFC) - Scope
RFC - a Request for Change to one or a number of Configuration Items RFC - a Request for Change to one or a number of Configuration Items
CIs
Hardware
SLA
Software
etc..
Environment
Documentation
RFC
ChangeSponsor & Originator
Justification
ChangeAdvisory Board
Serviceimpact
What, Why, When
etc..
CategoryPriority
ResourcesEstimates
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Impact of ChangeImpact of Change
Category 1Category 1– Little impact on current services. The Change Manager is Little impact on current services. The Change Manager is
entitled to authorize this RFC.entitled to authorize this RFC. Category 2Category 2
– Clear impact on the services. The RFC must be discussed in Clear impact on the services. The RFC must be discussed in the Change Advisory Board. The Change Manager requests the Change Advisory Board. The Change Manager requests advice on authorization and planning.advice on authorization and planning.
Category 3Category 3– Significant impact on the services and the business. Significant impact on the services and the business.
Considerable manpower and/or resources needed. The RFC Considerable manpower and/or resources needed. The RFC will have to be submitted to the board level.will have to be submitted to the board level.
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Priority SettingPriority Setting UrgentUrgent
– Change necessary now (otherwise severe business impact)Change necessary now (otherwise severe business impact) HighHigh
– Change needed as soon as possible (potentially damaging)Change needed as soon as possible (potentially damaging) MediumMedium
– Change will solve irritating errors or missing functionality Change will solve irritating errors or missing functionality (can be scheduled)(can be scheduled)
LowLow
– Change leads to minor improvements (that are not Change leads to minor improvements (that are not contractually necessary)contractually necessary)
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Change Management ProcessChange Management Process
RFC
RefusalPreparation
Build
Test
Implementation
CategorizePrioritizeAuthorize
Plan
ApproveRelease
Evaluation
ManageImplement
Refusal
CAB
Backout
Taken from the CCTA ITIL
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Management of the ChangeManagement of the Change
“Management” of change requests means:• evaluating the change for appropriateness,
scope, ownership• authorizing the request• setting priorities for requests• scheduling resources needed to effect the
change• assessing risks associated with requested
changes• managing change projects
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Implementation of ChangesImplementation of Changes
Implementing change requests means:• breaking up change projects into work orders• assigning work orders to appropriate owners• ensuring that the changes will not have an
adverse impact on the IT production environment
• monitoring and tracking significant steps in the development and deployment of changes
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The Change Advisory Board (CAB)The Change Advisory Board (CAB)
CAB
Change Manager(Chair)
ApplicationManager
Service Level Manager
Others asrequired
Senior Business RepresentationProblem Manager
Finance Manager
Software Control& Distribution Manager
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Software CIto be changed
RelatedOperating CI
InitialChange Request
InitialChange Request
RelatedHardware CI
RelatedTraining CI
Configuration Management
CMDB
CombinedChange Request
CombinedChange Request
RFCs and Configuration RFCs and Configuration ManagementManagement
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Change Management EssentialsChange Management Essentials– ObjectiveObjective
Only approved changes made, risk and cost minimizedOnly approved changes made, risk and cost minimized– Request For Change (RFC)Request For Change (RFC)
Applies to all IT infrastructure componentsApplies to all IT infrastructure components– TasksTasks
Manage RFCs; approve & schedule changes; oversee Manage RFCs; approve & schedule changes; oversee change building, testing & implementation; business change building, testing & implementation; business supportsupport
– CAB and CAB/EC:CAB and CAB/EC: MembershipMembership Advisory roleAdvisory role Assess impact, urgency & resourcesAssess impact, urgency & resources Urgent changesUrgent changes
– Urgency/Priority: urgent, high, medium, lowUrgency/Priority: urgent, high, medium, low– Impact category: no impact .... tremendous impactImpact category: no impact .... tremendous impact– BackoutBackout– Process always ends with a review of the changeProcess always ends with a review of the change
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Change ManagementChange ManagementProcess Relationship MapProcess Relationship Map
Trigger
Input/Output
RFCChangeSchedule
Workorder
WorkorderStatus
WorkorderStatus
WorkorderRFCRFC
Workorder
WorkorderStatus
CostDataChange
Record
Workorder
WorkorderStatus
RFC
CI Attributes &Relationships
Workorder
WorkorderStatus
RFC
StandardsStandards
ExternalPolicies
andGuidelines
CustomerManagement
BusinessAssessment
IT StrategyDevelopment
IncidentManagement
OperationsManagement
ProblemManagement
ServicePlanning
Service LevelManagement
AvailabilityManagement
CapacityManagement
CostManagement
Build & TestRelease toProduction
ConfigurationManagement
Change Management
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7 2H e w l e t t - P a c k a r d C o m p a n y C o n f i d e n t i a l C o p y r i g h t 1 9 9 9 A l l R i g h t s R e s e r v e d - D o N o t C o p y
In c id e n t & P r o b le m & C h a n g e M a n a g e m e n t P r o c e s s e s
In c id e n t R e c o r d in g
& C la s s i f ic a t io n
S e v e r i t y A n a ly s is &
A l lo c a t io n o f S u p p o r t E f fo r t
E r r o r C o n t r o l
R e s o lu t io n & R e c o v e r y
P r o b le m In v e s t ig a t io n , D ia g n o s is
C h a n g e M a n a g e m e n t
P r o c e s s
B u ild & T e s t P r o c e s sR e le a s e to P r o d u c t io n
P r o c e s s
In c id e n t A le r t
I n c id e n t A le r t
In v e s t ig a t io n & D ia g n o s is
P r o b le m Id e n t if ic a t io n &
R e c o r d in g
In c id e n t
P r o b le mM a n a g e m e n t
E r r o rM a n a g e m e n t
M a n a g e m e n t
M a n y In c id e n ts
1 P r o b le mM a n y P r o b le m s
1 E r r o r
1 C h a n g eR e q u e s t
R e le a s e M a n a g e m e n t
& R e c o m m e n d a t io n s
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Best PracticesBest Practices Integrate with Configuration Management and Software Integrate with Configuration Management and Software
Control & Distribution.Control & Distribution. Go beyond operational environment to encompass Go beyond operational environment to encompass
systems and infrastructure development as well.systems and infrastructure development as well. Separate the process and the management of the Separate the process and the management of the
process.process. Assign ownership of process as independently as Assign ownership of process as independently as
possible of the line hierarchy.possible of the line hierarchy. Plan for urgent changes rather than making urgent Plan for urgent changes rather than making urgent
changes via the normal change procedure.changes via the normal change procedure.
Taken from the CCTA ITIL
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Business BenefitsBusiness Benefits Less adverse impact of changes on services.Less adverse impact of changes on services. Better up-front assessment of the costs of proposed Better up-front assessment of the costs of proposed
changes.changes. Reduction in the number of disruptive changes through Reduction in the number of disruptive changes through
packaging.packaging. Reduction in number of failed changes.Reduction in number of failed changes. Better communication with customers.Better communication with customers. Valuable management information.Valuable management information. Increased productivity of customers and IT personnel.Increased productivity of customers and IT personnel. Ability to absorb a higher level of error-free change.Ability to absorb a higher level of error-free change.
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Common RoadblocksCommon Roadblocks
Tracing life-cycle of a change, paper based systems Tracing life-cycle of a change, paper based systems overload easilyoverload easily
Attempts to implement changes outside of Attempts to implement changes outside of procedureprocedure
Involving outside suppliersInvolving outside suppliers Cultural clashes - acceptance of process disciplineCultural clashes - acceptance of process discipline Excessive over-ruling for strategic expedienceExcessive over-ruling for strategic expedience Over-zealousness can lead to analysis-paralysisOver-zealousness can lead to analysis-paralysis
Taken from the CCTA ITIL
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ITIL Overview SessionITIL Overview Session
Configuration ManagementConfiguration Management
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Configuration Management Configuration Management ObjectivesObjectives
Providing information on the IT infrastructureProviding information on the IT infrastructure– To all other processesTo all other processes– IT ManagementIT Management
Enabling control of the infrastructure by Enabling control of the infrastructure by monitoring and maintaining information on:monitoring and maintaining information on:– All the resources needed to deliver servicesAll the resources needed to deliver services– Configuration Item (CI) status and historyConfiguration Item (CI) status and history– Configuration Item relationshipsConfiguration Item relationships
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Configuration Management TasksConfiguration Management Tasks
ConfigurationManagement
StatusAccounting
Verification
Identification &Naming
Control
Managementinformation
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Configuration Item (CI)Configuration Item (CI)
A Configuration ItemA Configuration Item– Is needed to deliver a serviceIs needed to deliver a service– Is uniquely identifiableIs uniquely identifiable– Is subject to changeIs subject to change– Can be managedCan be managed
A Configuration Item has A Configuration Item has – a Categorya Category– RelationshipsRelationships– AttributesAttributes– a Statusa Status
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CI Process RelationshipsCI Process Relationships
Service/SLA(=CI)
CI
Change Record
Problem Record
Incident Record
Known Error Record(=CI)
Service/SLA(=CIs)
Incident Record(=CI)
Problem Record(=CI)
Known Error Record(=CI)
Change Record(=CI)
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Configuration ManagementConfiguration ManagementProcess Relationship MapProcess Relationship Map
Trigger
Input/Output
WorkorderStatus
RFC
CI Attributes &Relationships
Workorder
ComponentUsageData
CMDBQuery
CostData
ServiceMetric Data CI Attributes &
Relationships
CMDBQuery
CostData
ChangeRecord
CostData
CMDBQuery
CMDBData
Update
CMDB DataUpdate
CMDB DataUpdate
CI Attributes &Relationships
CostData
CMDBQuery
CMDB DataUpdate
CI Attributes &Relationships
ServicePerformance
DataCMDBQuery
CMDB DataUpdate Cost
Data
CI Attributes &Relationships
People
Process
Clients
Applications
Internet/Intranet
Servers
Databases
Networks
ResourcePerformance
Data
CustomerManagement
BusinessAssessment
IT StrategyDevelopment
ServicePlanning
Service LevelManagement
AvailabilityManagement
CapacityManagement
CostManagement
IncidentManagement
OperationsManagement
ProblemManagement
Build & TestRelease toProduction
ChangeManagement
Configuration Management
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CIs - Scope and DetailCIs - Scope and Detail
DETAIL
DETAIL
SCOPESCOPE
Software Software Documen- tation
Documen- tation
SLA
W.P.DBMS E-mail
Bundleds/w
Networkprinter PC
VDU Keyboard
Localprinter
CPU
Hardware Hardware Environ- ment
Environ- ment ServiceService
No breakpower
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Configuration Management Configuration Management EssentialsEssentials
Information about the IT infrastructureInformation about the IT infrastructure– more than an asset registermore than an asset register
TasksTasks– Identification, Status Accounting, Control, Identification, Status Accounting, Control,
Verification, Management InformationVerification, Management Information– Role in assessing impact of changesRole in assessing impact of changes
Configuration item:Configuration item:– Categories, Attributes, Relationships, Status, Categories, Attributes, Relationships, Status,
Unique Ref. No. Unique Ref. No. Scope and detail (value of the information)Scope and detail (value of the information) BaselinesBaselines Supports all other processesSupports all other processes
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Best PracticesBest Practices Start early to establish the Configuration Management Start early to establish the Configuration Management
practicepractice Build gradually based on perceived prioritiesBuild gradually based on perceived priorities Emphasize importance of buildEmphasize importance of build Careful tool selectionCareful tool selection Discipline (enforcement) to use Change Process when Discipline (enforcement) to use Change Process when
making changesmaking changes Automated discovery tools with resource inventory Automated discovery tools with resource inventory
capability for reconciliationcapability for reconciliation Value proposition - "You can only control what you can Value proposition - "You can only control what you can
measure, and not everything needs controlling"measure, and not everything needs controlling"
Taken from the CCTA ITIL
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Business BenefitsBusiness Benefits
Improves asset managementImproves asset management Reduces risks from changesReduces risks from changes Leads to more effective user supportLeads to more effective user support Improves security against malicious changesImproves security against malicious changes Facilitates compliance with legal obligationsFacilitates compliance with legal obligations Supports budget processSupports budget process Facilitates service level managementFacilitates service level management
Taken from the CCTA ITIL
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Common RoadblocksCommon Roadblocks
Establishing depth and breadthEstablishing depth and breadth Interfaces to other systems where CI information is Interfaces to other systems where CI information is
storedstored Data collection and maintenance of accuracyData collection and maintenance of accuracy Roles and responsibilities in client/server environmentRoles and responsibilities in client/server environment Establishing owners for CIsEstablishing owners for CIs Over-ambitious schedules and scopeOver-ambitious schedules and scope Management commitment to importance of Management commitment to importance of
configuration management as a foundation blockconfiguration management as a foundation block
Taken from the CCTA ITIL
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ITIL Overview SessionITIL Overview Session
Operations ManagementOperations Management
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Key Delivery ActivitiesKey Delivery ActivitiesThese functions manage and perform normal day-to day
processing activities within the IT production environment,required for IT service delivery and in accordance with
agreed-upon service levels.
Schedule production processing Monitor resource status and raise alerts Manage output and print queue Monitor performance Manage backups Manage data storage Administer clients, servers, networks Administer users
Administer Internet Protocol ("IP") addresses Administer databases Manage voice infrastructure Maintain a secure IT infrastructure environment Coordinate preventive maintenance Track service delivery cost data Track service metric data
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Operations ManagementOperations ManagementProcess Relationship MapProcess Relationship Map
People
Process
Clients
Applications
Internet/Intranet
Servers
Databases
Networks
Trigger
Input/Output
RFC
End Users
ControlledChange
ResourceStatus
Alerts
DeliveredService
CI Attributes &Relationships
CostData
ComponentUsageData
ResourcePerformance
Data
ServiceMetricData
WorkorderStatus
Workorder
OperabilityStandards
ReleaseNotification
IncidentManagement
Operations Management
ConfigurationManagement
ChangeManagement
Build &Test
Release toProduction
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ITIL Overview SessionITIL Overview Session
Release ManagementRelease Management
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This process develops and validates a functional version of acomponent, service function, or end-to-end service, anddocuments instructions for replication and implementation of aproduction copy as needed.
Build & Test
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Build & TestBuild & Test
Acquire components and service functions Develop application provision guidelines Certify hardware/software Construct service support and control mechanisms Develop test plans and procedures Perform prototype test setup Perform prototype test
Perform unit test setup Perform unit test Perform pilot test setup Perform pilot test Document recovery procedures Develop support procedures Develop training design and plan Develop training materials Develop master blueprint
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Build & TestBuild & TestProcess Relationship MapProcess Relationship Map
Build & TestCustomDesign
Specification
ConfigurationManagement
ChangeManagement
Trigger
Input/Output
ServicePlanning
Service LevelManagement
TestFeedback
IncidentManagement
OperationsManagement
InternalDesign
Specification
SupportabilityStandards
Supplier
TrainingOfferings
ApplicationIntegrationGuidelines
Component
ServiceFunction
OperabilityStandards
Pilot TestSetup
LimitedProduction
Environment
TestEnvironment
Unit TestSetup
End Users
Release toProduction
MasterBlueprint
TrainingDesign &
Plan
TrainingMaterialPrototype Test
SetupCostData
CI Attributes &Relationships
RFCWorkorder
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This process creates one or more production copies of a new orupdated component, service function, or end-to-end service fora specific customer, based on a master blueprint (productionplan).
“Production copies” means assembling and integratingcomponents, service functions, or end-to-end services in sucha way as to duplicate (many times if need be) what has alreadybeen designed and tested by Build & Test.
Release to Production
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Release to ProductionRelease to Production
Procure resources Conduct IT staff, supplier training Assemble components Distribute components Implement service support and control mechanisms Implement component, service function or end-to-end service Perform software administration
Conduct end user training Establish production test scenarios Perform production test setup Perform production test Perform end user acceptance test setup Perform end user acceptance test Activate service
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Release to ProductionRelease to ProductionProcess Relationship MapProcess Relationship Map
Release to Production
ConfigurationManagement
ChangeManagement
Trigger
Input/Output
Service LevelManagement
Supplier
ApplicationIntegrationGuidelines
Component
ServiceFunction
OperabilityStandards
End Users
Build & Test
CostData
CI Attributes &Relationships
RFC
Workorder
CustomerManagement
People
Process
Clients
Applications
Internet/Intranet
Servers
Databases
Networks
IT Staff
MasterBlueprint
TrainingDesign &
Plan
TrainingMaterial
ReleaseNotification
ReleaseNotification
Delivery/SupportTraining
Delivery/SupportTraining
TestFeedback
End UserAcceptance
End UserTraining
ReleaseNotification
ReleaseNotification
ProductionEnvironment
ControlledRelease
Production TestSetup
End UserAcceptance Test Setup
IncidentManagement
OperationsManagement
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Software Control & Software Control & Distribution ObjectivesDistribution Objectives
Safeguard all software and related itemsSafeguard all software and related items
Ensure that only tested/correct versions of Ensure that only tested/correct versions of authorized software are in useauthorized software are in use
Right software, right time, right placeRight software, right time, right place
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Software Control and
Distribution
Control of the Definitive Software
Library (DSL)
Oversee build of thesoftware releases
Define the release policies
Carry out S/W audits(using CMDB)
Manage the softwarereleases
Distributesoftware &
associated CIs
Software Control & Distribution TasksSoftware Control & Distribution Tasks
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Definitive Software Library (DSL)Definitive Software Library (DSL)
Quality check(virus/license/
testing/complete)
Logical storage
Release build
Software and related
Configuration ItemsPhysical
distribution Physicalstorage
DSL
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RFC
Authorize?
Build andtest
software
Test buildthe
release
Implement
Release?
DSL
V 1.0
V 1.1
CMDB
V 1.0 operational and also in the DSLV1.1d untrusted In test
V 1.0 operational and also in the DSL. Build approval given. V 1.1a (based on V1.0)untrusted in development
V1.0 operational and also in the DSLV 1.1 released through the DSL for release build test
V 1.0 operational and also in the DSL (update scheduled)V 1.1 trusted build in DSL
Release approval given.V 1.1 operational and also in the DSLV1.0 archived in the DSL
Test Build Environment
Production Environment
Test Environment
Development EnvironmentV 1.1a-d
V 1.1d
QA
Distribute
Copy
Deliver
Distribute
Release and Distribution ProcessRelease and Distribution Process
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Software ReleasesSoftware Releases
Releasepolicy
Releaseunit
Full / Package / Delta release
Releasenumbering
Releasefrequency
Emergencychange
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SC & D EssentialsSC & D Essentials
ObjectivesObjectives– Safeguard software Configuration Items (CIs)Safeguard software Configuration Items (CIs)– Ensure only tested, authorized software is in the live environmentEnsure only tested, authorized software is in the live environment
TasksTasks– Control DSL, define release, build release, manage release, Control DSL, define release, build release, manage release,
distribute s/w CIs, software auditsdistribute s/w CIs, software audits DSLDSL
– Reliable versions of software Logical / physical storage Reliable versions of software Logical / physical storage ReleasesReleases
– Release unit, Full/package/delta releases, Numbering, FrequencyRelease unit, Full/package/delta releases, Numbering, Frequency Version controlVersion control
– Development, testing, live, archiveDevelopment, testing, live, archive ProcessProcess
– Software Control & Distribution (operational)Software Control & Distribution (operational)– Change Management (control)Change Management (control)– Configuration Management (control & administration)Configuration Management (control & administration)
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Best PracticesBest Practices
Physically store all operational software in a Definitive Physically store all operational software in a Definitive Software Library (DSL).Software Library (DSL).
Distribute all software from the DSL.Distribute all software from the DSL. Integrate SC&D with Configuration Management, Change Integrate SC&D with Configuration Management, Change
Management and Process Integration.Management and Process Integration. Control all software by release, version, and package Control all software by release, version, and package
policies.policies. Separate the SC&D process from the management of the Separate the SC&D process from the management of the
process.process. Include all procured software in SC&D's control.Include all procured software in SC&D's control.
Taken from the CCTA ITIL
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Business BenefitsBusiness Benefits The ability to maintain consistent software over many locationsThe ability to maintain consistent software over many locations Detection and elimination of incorrect versions / unauthorized copiesDetection and elimination of incorrect versions / unauthorized copies Guaranteed quality of 'live' softwareGuaranteed quality of 'live' software Ensures that errors corrected in one release do not return in a later releaseEnsures that errors corrected in one release do not return in a later release Better coordination of releases to avoid errorsBetter coordination of releases to avoid errors Software assets are properly and securely safeguardedSoftware assets are properly and securely safeguarded Ability to build and control software used at remote sites from a central Ability to build and control software used at remote sites from a central
locationlocation Reduced likelihood of illegal copies of softwareReduced likelihood of illegal copies of software Reduced opportunities for unnoticed introduction of viruses or other Reduced opportunities for unnoticed introduction of viruses or other
malicious softwaremalicious software Baseline and trusted versions of software available for fall-back reversionsBaseline and trusted versions of software available for fall-back reversions
Taken from the CCTA ITIL
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Common RoadblocksCommon Roadblocks
Establishing version and release policies with Establishing version and release policies with outside vendorsoutside vendors
Attempts to implement software outside of Attempts to implement software outside of procedureprocedure
Creating definitive software libraryCreating definitive software library Integrating DSL into an automated distribution Integrating DSL into an automated distribution
environmentenvironment Ensuring no circumvention of numbering policyEnsuring no circumvention of numbering policy Excessive over-ruling for strategic expedienceExcessive over-ruling for strategic expedience
Taken from the CCTA ITIL
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ITIL Overview SessionITIL Overview Session
Availability ManagementAvailability Management
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Availability Management Availability Management ObjectivesObjectives
To predict, plan for and manage the availability of services by To predict, plan for and manage the availability of services by ensuring that:ensuring that:– All services are underpinned by sufficient, reliable and All services are underpinned by sufficient, reliable and
properly maintained CIsproperly maintained CIs– Where CIs are not supported internally there are appropriate Where CIs are not supported internally there are appropriate
contractual arrangements with third party supplierscontractual arrangements with third party suppliers– Changes are proposed to prevent future loss of service Changes are proposed to prevent future loss of service
availabilityavailability Only then can IT organizations be certain of delivering the levels Only then can IT organizations be certain of delivering the levels
of availability agreed with customers in SLAsof availability agreed with customers in SLAs
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Aspects of AvailabilityAspects of Availability– reliability;reliability;
MTBF - average up-timeMTBF - average up-time
– resilience; resilience; freedom from failure freedom from failure
– maintainability;maintainability; ability to keep IT in operation - OLAs ability to keep IT in operation - OLAs
– serviceability;serviceability; underpinning contractsunderpinning contracts
– planning;planning;
– monitoring and reporting.monitoring and reporting.
– securitysecurity
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Incident Incident
Detection
Diagnosis
Repair
Recovery
Restoration
Time
MTTR - Mean Time To Repair (Downtime)=Maintainability
MTBSI - Mean Time Between System Incidents=Reliability
MTBF - Mean Time Between Failures
(Uptime)=Availability
The Incident Life-cycleThe Incident Life-cycle
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“An IT service is not available
to a customer if the functions that customer
requires at that particular location
cannot be used
although the agreed conditions under which the IT
service is supplied are being met”
NB Simplistic calculation of % availability in the ITIL book is
Agreed Service Hours - Downtime 100
Agreed Service Hours 1
But what does 98% Availability really mean ?
X
When the customer cannot workWhen the customer cannot work
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Available only if both work =
A x A =
0.9 * 0.9 = 0.81 or 81%
Avail = 90%
Monitor CPU
Avail = 90%
In Series
Available = 1 - Not Available =
1 - both down =
1 - (A Down) x (B Down) =
1- 0.1 * 0.1 = 0.99 or 99%
Avail = 90%
Disk B
Disk A
Avail = 90%
In Parallel
Availability formula - series Availability formula - series and paralleland parallel
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Availability Management EssentialsAvailability Management Essentials
PurposePurpose– Plan and manage CI availabilityPlan and manage CI availability
ScopeScope– Hardware, software, environment, etc.Hardware, software, environment, etc.
Assessing riskAssessing risk Calculating availabilityCalculating availability
– MTBSI, MTTR, MTBFMTBSI, MTTR, MTBF– % availability formulae% availability formulae
AspectsAspects– ReliabilityReliability– MaintainabilityMaintainability– Resilience Resilience – ServiceabilityServiceability– SecuritySecurity
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Key Delivery ActivitiesKey Delivery Activities
Determine reliability and serviceability requirements Determine security requirements Determine contingency requirements Analyze service availability risks Conduct gap analysis Develop buy vs. build recommendations
Develop buy vs. build specifications Establish supplier relationships Analyze availability performance Propose service improvements Conduct supplier review Rehears and review contingency plan
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Availability ManagementAvailability ManagementProcess Relationship MapProcess Relationship Map
Availability Management ChangeManagement
ConfigurationManagement
IT StrategyDevelopment
Service Planning
Trigger
Input/Output
RFC
Workorder
WorkorderStatus
Service LevelManagement
Calendar
CapacityManagement
ServicePerformance
Data
CostData
CI Attributesand
Relationships
CustomDesign
Specification
AvailabilityDesigns &
Plans
CostManagement
Supplier
SupplierCapabilities
OLAs
SupplierPerformance
Review
AvailabilityDesigns &
Plans
ITArchitecture
InternalDesign
Specification
AvailabilityDesigns &
PlansDesign
FeedbackExternalDesign
Specification
ServiceReviewCycle
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Best PracticesBest Practices
Separate design from measurementSeparate design from measurement Don’t separate it from contingency planning & Don’t separate it from contingency planning &
control. That in a way also is Availability control. That in a way also is Availability ManagementManagement
Use in cooperation with capacity, cost, and Use in cooperation with capacity, cost, and contingency managementcontingency management
Let this process set the norms for measurement.Let this process set the norms for measurement.
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Calculating the Cost of Calculating the Cost of UnavailabilityUnavailability
Taken from the CCTA ITIL
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Serviceability & ReliabilityServiceability & ReliabilityTaken from the CCTA ITIL
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Business BenefitsBusiness Benefits Accurate baseline metrics, leading to more practical and accurate Accurate baseline metrics, leading to more practical and accurate
Service Level Agreements (SLAs)Service Level Agreements (SLAs) Accurate statistics leading to better supplier relations and supportAccurate statistics leading to better supplier relations and support Improved quality and manageability of the IT infrastructure.Improved quality and manageability of the IT infrastructure. Improved end user services by designing and meeting specific Improved end user services by designing and meeting specific
availability targets (SLAs)availability targets (SLAs) Improved service levels because of a proactive, rather than Improved service levels because of a proactive, rather than
reactive, approach to problemsreactive, approach to problems Stronger cost justification and cost effectiveness of ITStronger cost justification and cost effectiveness of IT
Taken from the CCTA ITIL
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Common RoadblocksCommon Roadblocks
Cost of Availability Management considered Cost of Availability Management considered overhead and too expensiveoverhead and too expensive
Difficult to quantify and cost users' availability Difficult to quantify and cost users' availability requirementsrequirements
Hard to find experienced IT professionalsHard to find experienced IT professionals Many tools needed to quantify baseline dataMany tools needed to quantify baseline data Dependency on suppliersDependency on suppliers Understanding the IT infrastructureUnderstanding the IT infrastructure
Taken from the CCTA ITIL
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ITIL Overview SessionITIL Overview Session
Contingency PlanningContingency Planning
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Many businesses fail within a year of suffering a major IT disaster!
Why Plan?Why Plan?
Increased business dependency on ITIncreased business dependency on IT Reduced cost and time of recoveryReduced cost and time of recovery Cost to customer relationshipCost to customer relationship SurvivalSurvival
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Contingency Planning TasksContingency Planning Tasks
Value ofAssets
RisksRisk analysis
Risk management
Vulnerabilities
Countermeasures
Threats
Planning for potential
disasters
Managing a disaster
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The nine ITIL optionsThe nine ITIL options
1.1. Do nothing Do nothing
2.2. Clerical back-upClerical back-up
3.3. Reciprocal arrangementReciprocal arrangement
4.4. Fortress approachFortress approach
5.5. Cold start fixedCold start fixed
6.6. Cold start portableCold start portable
7.7. Hot start internalHot start internal
8.8. Hot start externalHot start external
9.9. Hot start mobileHot start mobile
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The seven sections of the planThe seven sections of the plan
1.1. AdministrationAdministration
2.2. The IT infrastructureThe IT infrastructure
3.3. IT infrastructure management & operating IT infrastructure management & operating proceduresprocedures
4.4. PersonnelPersonnel
5.5. SecuritySecurity
6.6. Contingency siteContingency site
7.7. Return to normalReturn to normal
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Test and Review Test and Review Initially then every 6 to 12 months and after each disasterInitially then every 6 to 12 months and after each disaster Test it under realistic circumstancesTest it under realistic circumstances Move / protect any live services first!Move / protect any live services first! Review and change planReview and change plan What changes? New, more, less of:What changes? New, more, less of:
– Customers / services / SLRs / risks /Customers / services / SLRs / risks /
– Dependencies / assets / CIs / staff /Dependencies / assets / CIs / staff /
– Contracts / SLAs / countermeasures / ..…Contracts / SLAs / countermeasures / ..…
ALL change to be via the Change Advisory BoardALL change to be via the Change Advisory Board
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Contingency Planning EssentialsContingency Planning Essentials
Disasters will happen and will affect services!Disasters will happen and will affect services! Assets/Threats/Vulnerabilities/Risks/CountermeasuresAssets/Threats/Vulnerabilities/Risks/Countermeasures Part of service planning & designPart of service planning & design The Contingency PlanThe Contingency Plan
– Assists in fast, controlled recoveryAssists in fast, controlled recovery– Must be given wide but controlled accessMust be given wide but controlled access– Contents (incl. Admin, Infrastructure, People, Return to Contents (incl. Admin, Infrastructure, People, Return to
normal)normal)– Options (incl. Cold & Hot Start)Options (incl. Cold & Hot Start)– Must be tested regularly - without impacting the live serviceMust be tested regularly - without impacting the live service
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Component Failure AnalysisComponent Failure AnalysisTaken from the CCTA ITIL
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Best PracticesBest Practices
Integrate with and base on thorough Risk Integrate with and base on thorough Risk Analysis and Management activitiesAnalysis and Management activities
Apply the "If it's not worth protecting, it's not Apply the "If it's not worth protecting, it's not worth doing!" approachworth doing!" approach
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Business BenefitsBusiness Benefits
Reduction the number of break and disasters that occurReduction the number of break and disasters that occur Reduction the impact of disasters that do occurReduction the impact of disasters that do occur Increased ability to recover from IT disasters in a Increased ability to recover from IT disasters in a
controlled mannercontrolled manner Reduction of lost time, providing greater continuity of Reduction of lost time, providing greater continuity of
service to usersservice to users Minimal interruption to businessMinimal interruption to business
Taken from the CCTA ITIL
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Common RoadblocksCommon Roadblocks
Gaining commitment to staffing a Contingency Gaining commitment to staffing a Contingency Planning teamPlanning team
Constrained to testing the plan on a production Constrained to testing the plan on a production systemsystem
Contingency Planning not included in Contingency Planning not included in departmental budgetsdepartmental budgets
Taken from the CCTA ITIL
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ITIL Overview SessionITIL Overview Session
Capacity ManagementCapacity Management
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To determineTo determine
the the right, cost justifiable, capacityright, cost justifiable, capacity of of IT resourcesIT resources
such thatsuch that
the Service Levels agreed with the the Service Levels agreed with the businessbusiness
are achieved at the are achieved at the right timeright time
Capacity Management ObjectiveCapacity Management Objective
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Key Delivery ActivitiesKey Delivery Activities
Inventory service resources Characterize service workloads and demands Configure capacity profile Determine capacity requirements Conduct gap analysis
Develop buy vs. build recommendations Develop buy and build specifications Analyze workload performance Propose service improvements Manage service demand
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Capacity ManagementCapacity ManagementProcess Relationship MapProcess Relationship Map
Capacity ManagementAvailability
ManagementCost
ManagementAvailabilityDesigns &
Plans
CapacityDesigns &
Plans
ServiceReviewCycle
Service Planning
CapacityAnalysis Capacity
Design &Plan
DesignFeedback
ExternalDesign
Specification
IT StrategyDevelopment
ITArchitecture
ConfigurationManagement
CI Attributes &Relationships
ServiceCost Data
PerformanceData
ChangeManagement
RFC
Workorder
OperationsManagement
Calendar
Trigger
Input/Output
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Management of Service and Management of Service and ResourcesResources
Tuning
Implementation
Monitoring
Analysis
SLM Thresholds SLM ExceptionReports
CapacityManagement
Database(CDB)
ResourceUtilisation
Thresholds
Resource UtilisationException Reports
Taken from the CCTA ITIL
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Capacity Management - tasksCapacity Management - tasks
CDB
PERFORMANCEMGMT
RESOURCEMGMT
DEMANDMGMT
WORKLOADMGMT
businessneeds
workloadforecast
resourceschedule
- internal and external financial data
- usage data- SLM data/response
times
CAPACITYPLAN
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Capacity ManagementCapacity Management Sub-Processes Sub-Processes
Demand ManagementDemand Management Workload ManagementWorkload Management Resource ManagementResource Management Performance ManagementPerformance Management Capacity PlanningCapacity Planning
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Capacity Management EssentialsCapacity Management Essentials
From Customer Demands to ResourcesFrom Customer Demands to Resources Demand - , Workload- , Resource ManagementDemand - , Workload- , Resource Management Best Value for Money - Performance ManagementBest Value for Money - Performance Management Capacity PlanningCapacity Planning Defining Thresholds and MonitoringDefining Thresholds and Monitoring
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Best PracticesBest Practices
Capacity requirements are demand-driven (linked Capacity requirements are demand-driven (linked to business) rather than reactive (derived from to business) rather than reactive (derived from technology issues)technology issues)
Focus on customer "owned" metricsFocus on customer "owned" metrics Basis in availability managementBasis in availability management Closely linked to cost managementClosely linked to cost management
Taken from the CCTA ITIL
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Business BenefitsBusiness Benefits
Ability to create and manage Service Level Agreements Ability to create and manage Service Level Agreements (SLAs)(SLAs)
Reduced number of problems caused by lack of resourcesReduced number of problems caused by lack of resources Increased end user satisfactionIncreased end user satisfaction Increased system availability / resource utilizationIncreased system availability / resource utilization Improved capacity forecasting and budgeting capabilityImproved capacity forecasting and budgeting capability Improved scheduling for upgrades and hardware installsImproved scheduling for upgrades and hardware installs Improved negotiating positionImproved negotiating position
Taken from the CCTA ITIL
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Common RoadblocksCommon Roadblocks
Skill levels of capacity management staffSkill levels of capacity management staff Complexity of tools and tool integrationComplexity of tools and tool integration Difficult to translate business requirements to system Difficult to translate business requirements to system
requirements to workloadsrequirements to workloads Over-expectations of possible savings from implementing Over-expectations of possible savings from implementing
capacity managementcapacity management Difficult to manage customer expectations with respect to Difficult to manage customer expectations with respect to
actual capacity and related costsactual capacity and related costs Difficult to translate vendor benchmark results into realistic Difficult to translate vendor benchmark results into realistic
capacity characteristics in the production environmentcapacity characteristics in the production environment
Taken from the CCTA ITIL
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ITIL Overview SessionITIL Overview Session
Cost ManagementCost Management
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CostManagement
ChargingCosting
Cost ManagementCost Management
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Costing ObjectivesCosting Objectives
To provide information about and control over To provide information about and control over the costs ofthe costs of
delivering IT services that support customers’ delivering IT services that support customers’ business needs.business needs.
Costing is a must!Costing is a must!
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Input cost units Input cost units recommended by ITIL recommended by ITIL
Equipment Cost UnitsEquipment Cost Units (ECU)(ECU) Organization Cost UnitsOrganization Cost Units (OCU)(OCU) Transfer Cost UnitsTransfer Cost Units (TCU)(TCU) Accommodation Cost UnitsAccommodation Cost Units (ACU) (ACU) Software Cost UnitsSoftware Cost Units (SCU)(SCU)
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Key Delivery ActivitiesKey Delivery Activities
Calculate expected service cost Analyze projected revenues Develop service budget Analyze service usage and cost Propose service improvements
Calculate invoice and bill customer Receive payment Establish cost and charging allocation structures Track financial assets Calculate total cost of ownership
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Cost ManagementCost ManagementProcess Relationship MapProcess Relationship Map
Cost Management
CapacityManagement
AvailabilityDesigns &
Plans
Service Planning
CostAnalysis Service
Budget
ExternalDesign
Specification
IT StrategyDevelopment
IT Budget
ConfigurationManagement
CI Attributes &Relationships
Cost Data
Workorder
ChangeManagement
Calendar
Trigger
Input/Output
Service LevelManagement
AvailabilityManagement
CapacityDesign &
Plan
CostAnalysis
DesignFeedback Cost
Analysis
ServicePerformance
Data
RFC
ServiceReviewCycle
BillingCycle
Customer(IT Mgmt)
ServiceInvoice
Payment
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Different Cost TypesDifferent Cost Types
Fixed, unaffected by the level of usageFixed, unaffected by the level of usage Variable, varying according to the level of usageVariable, varying according to the level of usage Direct, usage specific to one serviceDirect, usage specific to one service Indirect or overhead, usage not specific to one Indirect or overhead, usage not specific to one
serviceservice Capital, not diminished by usageCapital, not diminished by usage Revenue or running, diminish with usage Revenue or running, diminish with usage
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Charging ObjectivesCharging Objectives
Recover from customers the full costs of the IT Recover from customers the full costs of the IT services providedservices provided
Ensure that customers are aware of the costs Ensure that customers are aware of the costs they impose on ITthey impose on IT
Ensure that providers have an incentive to deliver Ensure that providers have an incentive to deliver an agreed quality and quantity of economic and an agreed quality and quantity of economic and effective serviceseffective services
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Charging & Pricing OptionsCharging & Pricing Options
ChargingCharging No chargingNo charging Notional ChargingNotional Charging Actual ChargingActual Charging
PricingPricing Recover of costsRecover of costs Cost price plus Cost price plus Market pricesMarket prices
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Cost Management EssentialsCost Management Essentials
CostingCosting– Knowing & understanding costs Knowing & understanding costs – Needed to manage changesNeeded to manage changes– Input cost units (Equip,Org,Trans,Accom,S/W)Input cost units (Equip,Org,Trans,Accom,S/W)– Input cost types (F/V, D/I, Cap/Rev)Input cost types (F/V, D/I, Cap/Rev)– Output business cost unitsOutput business cost units– Need for good estimates of business workloadsNeed for good estimates of business workloads
Charging (but not policy)Charging (but not policy)– Determine charges in SLAsDetermine charges in SLAs– Influence customer behaviorInfluence customer behavior– Charging does not affect costsCharging does not affect costs
GeneralGeneral– Sound stewardshipSound stewardship– Minimize risk in decision makingMinimize risk in decision making– Estimating, planning, budgetingEstimating, planning, budgeting– Targets & measuresTargets & measures
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Cost Management ProcessCost Management Process
Service andScenario Planning
Capacity &WorkloadForecast
DefineStandardCost Units
DetermineChargingPolicy
DefinePricing Method
Service& Price List
DetermineMode ofCosting
IT Costing and Charging Plan
IT Balance Sheet IT P&L Statement
MonthlyIT Costs
CostAllocationsto Services
Query CMDBfor ServiceUsage byCustomer
DetermineService Budget
CalculateMonthlyCharges
Invoiceand ReceivePayment
Prepare Cost Analysis:Compare Plan versus Actuals
Customers
Customers
Value Chain
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Best PracticesBest Practices
Clear distinction between costing and chargingClear distinction between costing and charging Linked to availability management, capacity Linked to availability management, capacity
management, and configuration managementmanagement, and configuration management Customer-based chargingCustomer-based charging Financing, benchmarking, and investments are Financing, benchmarking, and investments are
seen as important disciplinesseen as important disciplines
Taken from the CCTA ITIL
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Business BenefitsBusiness BenefitsCosting helps the IT Services Manager to ...Costing helps the IT Services Manager to ... base decisions about the services to be provided on assessments of cost-base decisions about the services to be provided on assessments of cost-
effectiveness, service by serviceseffectiveness, service by services make more business-like decisions about IT services and their related make more business-like decisions about IT services and their related
investmentsinvestments provide information to justify IT expendituresprovide information to justify IT expenditures plan and budget with confidenceplan and budget with confidence understand the costs of failing to take advantage of strategic opportunities to understand the costs of failing to take advantage of strategic opportunities to
justify the required expenditure (thereby providing value-added productivity)justify the required expenditure (thereby providing value-added productivity) help the users understand the costs associated with the services that they help the users understand the costs associated with the services that they
utilizeutilize
Taken from the CCTA ITIL
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Common RoadblocksCommon Roadblocks
Skill levels of cost management staff, especially finding Skill levels of cost management staff, especially finding professionals with accounting and IT experienceprofessionals with accounting and IT experience
Political aspects of cost allocationPolitical aspects of cost allocation Monitoring can be expensiveMonitoring can be expensive Difficult to identify and determine customer-based Difficult to identify and determine customer-based
chargescharges Integration across functions and tools is essential for Integration across functions and tools is essential for
real leveragereal leverage Lack of clear IS strategy and objectivesLack of clear IS strategy and objectives
Taken from the CCTA ITIL
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ITIL Overview SessionITIL Overview Session
Service Level ManagementService Level Management
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Service Level ManagementService Level Management
By:By:– Knowing the requirements of the businessKnowing the requirements of the business– Knowing the capabilities of IT Knowing the capabilities of IT
Balance between:
Supply ofIT services
Demand forIT services
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Service Level Management ObjectivesService Level Management Objectives
Business-like relationship between customer and supplierBusiness-like relationship between customer and supplier Improved specification and understanding of service Improved specification and understanding of service
requirementsrequirements Greater flexibility and responsiveness in service provisionGreater flexibility and responsiveness in service provision Balance customer demands and cost of services provisionBalance customer demands and cost of services provision Measurable service levelsMeasurable service levels Quality improvement (continuous review)Quality improvement (continuous review) Objective conflict resolutionObjective conflict resolution
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Service Level Management TasksService Level Management Tasks
Customerrelationship
management Service LevelManagement
Service LevelRequirements
Monitor, Review & Report
ServiceCatalogue Service Level
Agreement
OperationalLevel Agreements
& Contracts
ServiceImprovement
Programs Service Specsheet
Service Quality Plan
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Key Delivery ActivitiesKey Delivery Activities
Assess customer-specific service requirements Map standard services to requirements Define customer services Negotiate and document SLA Establish service performance cycle
Design custom services Analyze customer- specific service level performance Create customer reports Conduct service performance review Propose service improvements (customer- specific)
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Service Level ManagementService Level ManagementProcess Relationship MapProcess Relationship Map
Trigger
Input/Output
RFC
Workorder
WorkorderStatus
Calendar
ExternalDesign
Specification
ServicePerformance
Data
CostData
CI Attributesand
Relationships
Customer(IT Mgmt)
SLAServiceLevel
Requirements
ActionItems
ServicePerformance
Review
CustomerReports
ServicePerformance
ReviewCycle
ReportingCycle
CustomDesign
Specification
CostAnalysis
CustomDesign
Specification
ReleaseNotification
CustomerReports
SLA
CustomerManagement
ChangeManagement
ConfigurationManagement
Service Level Management
ServicePlanning
AvailabilityManagement
CostManagement
Release toProduction
Build &Test
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Agreements and contractsAgreements and contracts
Contracts
Operational Level Agreements
Customer
IT Organization
Internal suppliers
Service Level Agreements
Hardware Software Environment Network
External suppliers
Underpinning Contracts
Service Catalogue
Service Quality Plan
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Service LevelAgreement
Name, Date, Parties,
Signatures
Version Number, Dates, Contents,
SignaturesSLA Release
Management & Service Change procedures
Specification of Service Levels
(Specsheet)
Management reporting, Review
procedure
Parties involved, Roles &
responsibilities
Global Statements: Contacts, Escalation, Penalties, Definitions
Quality targets, Maintenance &
Support
Elements of a Service Elements of a Service Level AgreementLevel Agreement
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Elements of a Service SpecsheetElements of a Service Specsheet
Name, Date, Parties,
Signatures
Service description, Date, Duration, Deliverables Service times,
Location, Terms of Delivery, Finance
Security, Backup & Recovery,
Contingencies
Procedures for: Signing, Changes, Delivery, Corrective action
Service Levels Availability,Performance
Information products & facilities supplied
Service Specsheet
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Service Level Management Essentials (1)Service Level Management Essentials (1) We need to understand what we mean by “Service We need to understand what we mean by “Service
Management”Management” ObjectivesObjectives Improve service quality (customer dependence)Improve service quality (customer dependence)
– Measurable service levelsMeasurable service levels– Balance between customer demand and IT capabilitiesBalance between customer demand and IT capabilities
TasksTasks– Manage customer relationshipsManage customer relationships– Create / maintain Service CatalogueCreate / maintain Service Catalogue– Determine SLRs; Negotiate, prepare & monitor Service Charter, SLAs & Determine SLRs; Negotiate, prepare & monitor Service Charter, SLAs &
OLAs and Service Improvement/Quality plansOLAs and Service Improvement/Quality plans
Minimum requirements for an agreementMinimum requirements for an agreement– Period, service description, throughput, availability, response times, Period, service description, throughput, availability, response times,
signaturesignature
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Service Level Management Essentials (2)Service Level Management Essentials (2) GeneralGeneral
– Ideally contracts are based on targets in the SLAIdeally contracts are based on targets in the SLA– SLAs must take account of underpinning contracts where these SLAs must take account of underpinning contracts where these
already existalready exist– SLAs can be organized by service or by customerSLAs can be organized by service or by customer
The new generation of service management tools allow SLAs The new generation of service management tools allow SLAs to overlap, usually defaulting to the higher level of service.to overlap, usually defaulting to the higher level of service.
– SLAs must be monitored regularly and reviewed regularlySLAs must be monitored regularly and reviewed regularly Monitor to see if service is being delivered to specificationMonitor to see if service is being delivered to specification Review to see if service specification is still appropriate.Review to see if service specification is still appropriate.
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Best PracticesBest Practices Emphasize contribution to business success as opposed to IT realities.Emphasize contribution to business success as opposed to IT realities. Distinguish clearly between Service Level Management (process) and Distinguish clearly between Service Level Management (process) and
Service Level Agreements (contract).Service Level Agreements (contract). Base cost recovery on SLA as opposed to uniform charge-back.Base cost recovery on SLA as opposed to uniform charge-back. Construct SLAs with and for business units using common language.Construct SLAs with and for business units using common language. Implement Service Level Management to start at design and end with Implement Service Level Management to start at design and end with
measurement of a service.measurement of a service. Establish SLAs only within the context of a Service Level Management Establish SLAs only within the context of a Service Level Management
discipline.discipline. Formulate contractual relationships with (internal) suppliers to be consistent Formulate contractual relationships with (internal) suppliers to be consistent
with SLAs.with SLAs.
Taken from the CCTA ITIL
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Business BenefitsBusiness Benefits Establish more business-like relationships through measurable and realistic Establish more business-like relationships through measurable and realistic
service level agreements.service level agreements. Accurately balance the service requirements of customers against the costs Accurately balance the service requirements of customers against the costs
and complexity of providing those services.and complexity of providing those services. Accurately specify IT resources.Accurately specify IT resources. Reduce unpredictable demand.Reduce unpredictable demand. Cut procurement costs through better information for on time negotiations Cut procurement costs through better information for on time negotiations
with suppliers.with suppliers. Establish baseline for service improvements for greater customer Establish baseline for service improvements for greater customer
satisfaction.satisfaction. Facilitate quick and objective resolution of disputesFacilitate quick and objective resolution of disputes
Taken from the CCTA ITIL
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Common RoadblocksCommon Roadblocks Customers have difficulty identifying requirementsCustomers have difficulty identifying requirements IT has difficulty identifying the customerIT has difficulty identifying the customer Necessary disciplines are often not in place or not integrated with Necessary disciplines are often not in place or not integrated with
Service Level ManagementService Level Management Differences between costing and charging not always appreciated by Differences between costing and charging not always appreciated by
internal clientsinternal clients Investment often in a broad-based budget and not focused on a Investment often in a broad-based budget and not focused on a
specific SLA, makes improvement difficultspecific SLA, makes improvement difficult Managers often over-ambitious but not willing to invest in Managers often over-ambitious but not willing to invest in
underpinning processesunderpinning processes Lack of discipline in support teamsLack of discipline in support teams
Taken from the CCTA ITIL
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ITIL Overview SessionITIL Overview Session
Process ManagementProcess Management
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Process Management Process Management Concepts/TermsConcepts/Terms
The integration of people, information, equipment, and procedural structuresto ensure conformance to objectives in an economical manner.The integration of people, information, equipment, and procedural structuresto ensure conformance to objectives in an economical manner.
• Process Ownership• Process Ownership Assign responsibility Assign responsibility
• Process Definition, Design and Documentation• Process Definition, Design and Documentation Understand the way in which value is added Understand the way in which value is added
• Process Measurement• Process Measurement Measure conformance to user requirements Measure conformance to user requirements
• Process Control• Process Control Ensure that outputs meet specifications Ensure that outputs meet specifications
• Continuous Process Improvement• Continuous Process Improvement Defect removed defect cause removed Defect removed defect cause removed
• Process Optimization• Process Optimization Increased productivity and efficiency Increased productivity and efficiency
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The Target Solution...The Target Solution...The Target Solution...The Target Solution...
““A business-driven approach to reengineering IT, focused on delivering A business-driven approach to reengineering IT, focused on delivering IT services to business users at agreed upon service quality and cost IT services to business users at agreed upon service quality and cost targets”targets”
““A business-driven approach to reengineering IT, focused on delivering A business-driven approach to reengineering IT, focused on delivering IT services to business users at agreed upon service quality and cost IT services to business users at agreed upon service quality and cost targets”targets”
IT Service ManagementIT Service Management
Bringing together...Bringing together...• People• Process• Technology
• People• Process• Technology
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The Target SolutionThe Target SolutionThe Target SolutionThe Target Solution
PEOPLE
PROCESS
TECHNOLOGY
• Elimination of organizational “silos”• Increasing staff proficiency through comprehensive education
• Increased efficiency and flexibility through well-defined and measurable IT processes
• Automating processes with proven technology
• Managing services to your customers, NOT technology to your users!
• Managing services to your customers, NOT technology to your users!
• Defining the business IT wants to be in• Defining the business IT wants to be in
• Defining a sourcing portfolio• Defining a sourcing portfolio
Three Critical Elements!Three Critical Elements!
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The Importance of ProcessThe Importance of Process It’s all about process STABILITY! It’s all about process STABILITY!
What do Customers Want?What do Customers Want?
• An IT environment that is stable
• An IT environment that can be continuously improved
• An IT environment that is stable
• An IT environment that can be continuously improved
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The Importance of ProcessThe Importance of Process What is meant by process STABILITY? What is meant by process STABILITY?
In general terms:In general terms:
• A process of which the outcome is predictable• A process of which the outcome is predictable
In ITSM terms:In ITSM terms:
• A predictable level of service (e.g., uptime, response time, no. of incidents, etc.)• A predictable level of service (e.g., uptime, response time, no. of incidents, etc.)
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The Importance of ProcessThe Importance of Process Why is process STABILITY important? Why is process STABILITY important?
Stable IT processes means:Stable IT processes means:
• Service levels can be negotiated
• Staff focus can move from “defense” towards process improvement
• forecasting can now be done in earnest
• Service levels can be negotiated
• Staff focus can move from “defense” towards process improvement
• forecasting can now be done in earnest
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The Importance of ProcessThe Importance of Process Think about it! Think about it!
• Most organizations recognize the importance of stability and continuous improvement
• And many organizations actively try to achieve stability and improve on a continuous basis
• But – only the most advanced organizations are capable of achieving and maintaining stability, and improving their performance
• Most organizations recognize the importance of stability and continuous improvement
• And many organizations actively try to achieve stability and improve on a continuous basis
• But – only the most advanced organizations are capable of achieving and maintaining stability, and improving their performance
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The Importance of ProcessThe Importance of ProcessThe Importance of ProcessThe Importance of Process
Why Technology Alone is not a SolutionWhy Technology Alone is not a Solution Why Technology Alone is not a SolutionWhy Technology Alone is not a Solution
SituationSituation
Remember - If you can't measure it, you can't improve it!Remember - If you can't measure it, you can't improve it!
Undefined processes
Poor process linkages
Vague processes
Unclear roles & responsibilities
Multiple reworks, false startsMultiple reworks, false starts
Communication breakdownsCommunication breakdowns
Inconsistent service deliveryInconsistent service delivery
Accountability failureAccountability failure
OutcomeOutcome
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Addressing a Single ProcessAddressing a Single Process
Develop ProcessManagement Plan
Develop ProcessManagement Plan
Map the CurrentProcess
Map the CurrentProcess
Define CustomerRequirements &
Measures
Define CustomerRequirements &
Measures
Monitor ProcessPerformance
Monitor ProcessPerformance
Look for ImprovementOpportunities
Look for ImprovementOpportunities
Prepare ProcessImprovement Plan
Prepare ProcessImprovement Plan
Perform ProcessImprovement
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Data Driven DecisionsData Driven Decisions
““If you don’t measure it, you can’t manage it”If you don’t measure it, you can’t manage it” ““If you don’t measure it, you can’t improve it”If you don’t measure it, you can’t improve it” ““If you don’t measure it, you probably don’t care”If you don’t measure it, you probably don’t care” ““If you can’t influence it, then don’t measure it”If you can’t influence it, then don’t measure it” ““Not everything that can be measured counts, not Not everything that can be measured counts, not
everything that counts can be measured”everything that counts can be measured”
Hewlett-Packard Company Confidential Copyright 2000 All Rights Reserved - Do Not Copy
Hewlett-Packard Company Confidential Copyright 2000 All Rights Reserved - Do Not Copy
Change
Management
Computer
Installation &
Acceptance
Defining
& Testing a
Marketable
IT Service
Software
Control &
Distribution
Problem Management
Help
Desk
Computer
Operations
Unattended
Operations
Network
Management
Systems
Management
Configuration Management
Service
Level
Management
Facilities
ManagementCustomer
Liaison
Third
Party
Maintenance
Cost Management for IT Services
Availability
Management
Capacity
Management
Contingency
Planning &
Management
Quality
Management
for IT Services
Software
Lifecycle
Support
Infrastructure
Architecture
Design & Policies
IT Services Organization
Planning & Control
for IT Services
Managing Supplier
Relationships
OPTIMAL
MANAGE
D
DEF
INED
RE
PEAT
INITIAL
Continuous Process
Improvement
Service
Quality
Measured Processes
(Quantitative)
Processes Defined
& Institutionalized
(Qualitative)
Process Dependent On
Individual Initiative
(Intuitive)
Anarchy
(Ad hoc/Chaotic
RISK
BUSINESS VISION - GOALS - OBJECTIVES
IT Process Maturity &IT Process Maturity &Service EvolutionService Evolution
Hewlett-Packard Company Confidential Copyright 2000 All Rights Reserved - Do Not Copy
Hewlett-Packard Company Confidential Copyright 2000 All Rights Reserved - Do Not Copy
Process Management EvolutionProcess Management Evolution
Stage 1: Functional automation:Computer systems automate functions independently
High
PotentialBusinessImpact
Low
Stage 2: Cross-functional integration:Computer systems are integrated butfunctional organization persists
Business Process and Organizational change HighLow
Stage 3: Process management: Functional organization is supplemented by direct management of processes,
enabled by IT
Stage 4: Process redesign: IT enables processes to be
redesigned
Stage 5: Business redesign: IT enables business to be redesigned
Hewlett-Packard Company Confidential Copyright 2000 All Rights Reserved - Do Not Copy
Hewlett-Packard Company Confidential Copyright 2000 All Rights Reserved - Do Not Copy
Implementation ChallengesImplementation ChallengesProcess DesignWhat You Don't See is Critical
Values &Beliefs
InformationArchitecture& SystemsOrganizational
Structures
ChangeReadiness Leadership
RetrainingReward &MeasurementSystems
NewBusinessProcesses
Job Definitions
Hewlett-Packard Company Confidential Copyright 2000 All Rights Reserved - Do Not Copy
Hewlett-Packard Company Confidential Copyright 2000 All Rights Reserved - Do Not Copy
From IT to Utility…. From IT to Utility…. Implementation ChallengesImplementation Challenges
Loss of AutonomyLoss of Autonomy Decisions must be made in light of the environment as a wholeDecisions must be made in light of the environment as a whole
Increase in AccountabilityIncrease in Accountability Accountable for service level impact of decisions on environment as a Accountable for service level impact of decisions on environment as a
wholewhole
Shift in Power from Application to InfrastructureShift in Power from Application to Infrastructure Application providers must plug into the known state infrastructure and do Application providers must plug into the known state infrastructure and do
not have the power to change it at willnot have the power to change it at will
Changes to Employee Value PropositionChanges to Employee Value Proposition change from paying the best fire fighters the most to those who proactively change from paying the best fire fighters the most to those who proactively
prevent fires from occurring in theprevent fires from occurring in the first place - (911 to 411)first place - (911 to 411)
Hewlett-Packard Company Confidential Copyright 2000 All Rights Reserved - Do Not Copy
Hewlett-Packard Company Confidential Copyright 2000 All Rights Reserved - Do Not Copy
ITIL Overview SessionITIL Overview Session
Questions and AnswersQuestions and Answers