Itil for failers
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Transcript of Itil for failers
INFORMATION TECHNOLOGY INFRASTRUCTURE LIBRARY
The Information Technology Infrastructure Library (ITIL) is a set of concepts and pract ices for Information Technology Services Management (ITSM), Information Technology (IT) development and IT operations.
ITIL gives detailed descriptions of a number of important IT practices and provides comprehensive checklists, tasks and procedures that any IT organization can tailor to its needs. ITIL is published in a series of books, each of which covers an IT management topic.
source: Wikipedia
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SOFTCORE VERSION3
HARDCORE VERSION4
CERTIFICATION5
DISCLAIMER
• Basic ITIL certification
• Adults only
• Based on real life pain
• Engrish
• Last chance to leave the room!
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FANTASY
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REALITY
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ITIL IN A NUTSHELL
• Created for corporate IT, the fastest way to fix the printer problem.
• Can you apply the same methodology to content provider/ISP?
• "Good people do not need laws to tell them to act responsibly, while bad people will find a way around the laws." - Plato
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ITIL IN A NUTSHELL
• Process == Common Sense
• If you’re not doing anything close to this, you’re doing it wrong.
• Industry standard? Where?
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CMDB
CMDB
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CMDB DATA MODEL12
CMDB
• Different People, Different Meaning.
• It is not a standard, ITIL is vague about this.
• It is not a monolithic database that will contain all of your IT configuration data.
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CMDB• It is not just a database to
store configuration data and/or asset data.
• Doesn’t provide the information that operations need.
• It’s going to filled with outdated information since the beginning.
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CMDB
• Federated CMDB x Single database
• Tools? Seriously?
• Relationship between asset and configuration, try creating it using the available tools...
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CHANGE MANAGEMENT
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CHANGE• All your problems can be fixed
with a checklist or a new process, yeah right!
• If you don’t know what and why is changing in your infrastructure, ITIL its not going to save you.
• Pre-approved changes. Beginning of the End!
• Cannot see the big picture, the relationship between components. The mythical CMDB.
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CHANGE
• "It's a basic truth of the human condition that everybody lies. The only variable is about what."
• Limited by the knowledge and the skills of the people actually working.
• Agile + Itil. One RFC per sprint...
• Tools to create and manage the RFC.
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CHANGE
• Correlation between changes and incidents. Monitoring tools are never aware of the RFC being executed.
• Infrastructure always neglected.
• Change record, lost forever on a search tool based on “select like”.
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CHANGE ADVISORY BOARD• Technical decisions made by
people chosen by their status, not their skills.
• Results in a “Change Calendar”, sometimes even this doesn’t work.
• Gadgets should be banned, the meeting will last 15 minutes.
• The change was approved by the board. All the information requested were provided. Success?
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INCIDENT MANAGEMENT
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INCIDENT
• If you do not have a incident process in place, you’re doing...
• Metrics culture
• Everything is an incident:
• the good
• the bad
• the ugly
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INCIDENT
• Incident SLA are not related to the site availability, user experience or any useful information.
• ex: 4 hours to rebuild a RAID array. So? It’s RAID...
• Patches and workarounds to beat the SLA.
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PROBLEM MANAGEMENT
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PROBLEM• Problems are always created
to fix some bizarre metric
• Caused by the lack of planning and foresight.
• Forever alone, forgotten, left behind.
• Let’s create a new metric based on Problem Resolution!
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SERVICE DESK
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SERVICE DESK
• If you do not have a Service Desk in place, you’re doing...
• Actually works.
• Tools that work and are easy to use, they exist?
• Knowledge base and incident record. Likely based on “select like”.
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METRICS CULTURE
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METRICS CULTURE
• “Oh, people can come up with statistics to prove anything. 14% of people know that.”- Homer Simpson
• Collection of workarounds.
• “There are no incidents related to that” != “If It's Not Broken, Don't Fix It!”
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METRICS CULTURE
• “He always close the incidents before the SLA”. The same one, over and over again...
• Why change something and risk looking bad in the report?
• Limits innovation.
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TOOLS
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TOOLS
• Interface?
• Usability?
• Search?
• Same (ugly) tool for everything, incident, change, CMDB. Webservices anyone?
• Lots of “black ops” systems to provide useful information, and a bunch of “.xls” on a SMB share.
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POSSIBLE SOLUTIONS
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POSSIBLE SOLUTIONS
• Stop the Metrics Culture.
• Stop creating checklists and processes, get rid of the bad apples.
• RFCs are similar to code comments or change logs, because they are mandatory doesn't mean that they are useful.
• Ex: “a” or “.”
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POSSIBLE SOLUTIONS• Create a interface to gather all this
information and make it easy to use. Maybe you have a whole department that do this kind of stuff...
• Encourage people to really solve the problem and create better solutions, not a workaround to close a problem or incident before the SLA.
• Common sense, you don’t need a “book” for that. If you need...
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QUESTIONS?
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