Invensis Learning ITIL Foundation Examination Full Length Practice Test ITIL Training
ITIL Training - Part 4
Transcript of ITIL Training - Part 4
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IT Infrastructure Library (ITIL)Part 4AvailabilityCapacity- IT ContinuityCONNECTING BUSINESS &TECHNOLOGY
11/25/20131
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C O N N E C T I N G B U S I N E S S & T E C H N O L O G Y
Agenda
Service Delivery Model
Availability Management
Capacity Management
IT Continuity Management
2
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Service Delivery
Service Level Management
The process of defining, agreeing, documenting and managing the levels of customer ITservice, that are required and cost justified.
Capacity Management
Capacity Management is responsible for ensuring that the Capacity of the IT Infrastructurematches the evolving demands of the business in the most cost-effective and timelymanner
IT Service Continuity Management
The goal for ITSCM is to support the overall Business Continuity Management process byensuring that the required IT technical and services facilities (computer systems,networks, applications) can be recovered within required, and agreed, businesstimescales
Availability Management
to optimise the capability of the IT Infrastructure, services and supporting organisation todeliver a cost effective and sustained level of Availability that enables the business to
satisfy its business objectivesCost Management (Finantial Management for IT services)
All the procedures, tasks and deliverables that are needed to fulfil an organisation's costingand charging requirements.
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Service delivery process model
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Agenda
Service Delivery Model
Availability Management
Capacity Management
IT Continuity Management
5
Capacity Management is responsible for ensuring that the Capacity
of the IT Infrastructure matches the evolving demands of the
business in the most cost-effective and timely manner.
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AvailabilityIntroduction
Objective
ensure IT Services are designed to deliver the levels of Availability required bythe business
provide a range of IT Availability reporting to ensure that agreed levels ofAvailability, reliability and maintainability are measured and monitored on anongoing basis
optimise the Availability of the IT Infrastructure to deliver cost effectiveimprovements that deliver tangible benefits
achieve over a period of time a reduction in the frequency and duration ofIncidents that impact IT Availability
ensure shortfalls in IT Availability are recognised and appropriate correctiveactions are identified and progressed
create and maintain a forward looking Availability Plan
Scope
Availability Management is concerned with the design, implementation,measurement and management of IT Infrastructure Availability to ensure thestated business requirements for Availability are consistently met
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AvailabilityConcepts (1)
IT infrastructure and IT support organisation
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AvailabilityConcepts (2)
Guiding principles
Guiding Principle #1 - 'Availability is at the core of business and User
satisfaction'
Guiding Principle #2 - 'Recognising that when things go wrong, it is still
possible to achieve business and User satisfaction'
Guiding Principle #3 - 'Improving Availability can only begin after
understanding how the IT Services support the business'
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AvailabilityConcepts (3)
Terminologies
Availability
Availability is the ability of an IT Service or component to perform its required function
at a stated instant or over a stated period of time.
Reliability
The reliability of an IT Service can be qualitatively stated as freedom from operational
failure.
Maintainability
Maintainability relates to the ability of an IT Infrastructure component to be retained
in, or restored to, an operational state
Security
The Confidentiality, Integrity and Availability of the data associated with a service; an
aspect of overall Availability
Serviceability
Serviceability describes the contractual arrangements made with Third Party IT
service providers. This is to assure the Availability, reliability and maintainability of IT
Services and components under their care
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AvailabilityConcepts (4)
Terminologies
Vital Business Function
The term Vital Business Function (VBF) is used to reflect the business
critical elements of the Business Process supported by an IT Service
User
The term User is used to describe the consumer of an IT Service
IT support organisation
The term IT support organisation is used to describe the IT functionsnecessary to support, maintain and manage the IT Infrastructure to enable
an IT Service to meet the level of Availability defined within the SLA
Availability Management (the activity)
The term 'Availability Management' is used to indicate the execution of
activities within the process.
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AvailabilityProcess (1)
the Availability, reliability and maintainability requirements for the ITInfrastructure components that underpin the IT Service(s)
information on IT Service and component failure(s), usually in the form ofIncident and Problem records
a wide range of configuration and monitoring data pertaining to each IT Serviceand component
service level achievements against agreed targets for each IT Service that hasan agreed SLA
Inputs
the Availability requirements ofthe business for a new orenhanced IT Service
a business Impact assessmentfor each vital Business functionunderpinned by the ITInfrastructure
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AvailabilityProcess (2)
Ouputs
Availability and recovery design criteria for each new orenhanced IT Service
details of the Availability techniques that will be deployed toprovide additional Infrastructure resilience to prevent orminimise the impact of component failure to the IT Service
agreed targets of Availability, reliability and maintainability forthe IT Infrastructure components that underpin the ITService(s)
Availability reporting of Availability, reliability andmaintainability to reflect the business, User and IT supportorganisation perspectives
the monitoring requirements for IT components to ensure thatdeviations in Availability, reliability and maintainability are
detected and reported Availability Plan for the proactive improvement of the IT
Infrastructure
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AvailabilityProcess (3)
Activities
determining the Availability requirements from the business for an ITService and formulating the Availability and recovery design criteriafor the IT Infrastructure
in conjunction with ITSCM determining the vital business functionsand impact arising from IT component failure.
defining the targets for Availability, reliability and maintainability(documented and agreed within SLAs, OLAs and contracts)
establishing measures and reporting of Availability, Reliability andMaintainability (business, User and IT perspectives)
monitoring and trend analysis of the Availability, Reliability andMaintainability of IT components
reviewing IT Service and component Availability and identifyingunacceptable levels; investigating the underlying reasons for
unacceptable Availability. producing and maintaining an Availability Plan which prioritises and
plans IT Availability improvements.
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AvailabilityProcess (4)
Relationschip with other IT service management disciplines
All IT Service Management disciplines have an influence on ITAvailability
Availability Management, by implication, interfaces with all disciplines
Benefits a single point of accountability for Availability (process owner)
IT Services are designed to meet the IT Availability requirements
determined from the business the levels of IT Availability provided are cost justified
the levels of Availability required are agreed, measured and monitoredto fully support Service Level Management
shortfalls in the provision of the required levels of Availability arerecognised and appropriate corrective actions identified andimplemented
the frequency and duration of IT Service failures is reduced over time
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AvailabilityProcess (5)
Costs the staff costs associated with the process owner Role for Availability
Management which include salary, training, recruitment costs and ifneeded the cost of initial consultancy
accommodation costs
process deployment costs to define and implement the necessaryprocess, procedures and techniques
support tools for monitoring and reporting
Possible problems to not justify the costs of appointing a Availability manager
(responsibility of all senior managers)
difficulty understanding how Availability Management can make adifference particularly where the existing disciplines are alreadydeployed (Incident, Problem and Change)
the current levels of Availability as good so see no compelling reasonfor the creation of a new role within the organisation
fail to delegate the appropriate authority and empowerment toinfluence all areas of the IT support organisation.
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Availability(Un)availability (1)
Cost / Availability
New IT service
provides indication of the costs
(/ Availability requirement)
where costs are seen as too high, enables alternative options with theirassociated costs and consequences to be presented to the business
higher levels of Availability can be achieved when Availability is designed in,rather than added on
avoids the costs and delays of late design Changes to meet the required levelsof Availability
ensures the IT Infrastructure design will deliver the required levels ofAvailability.
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Availability(Un)availability (2)
Existing IT services
Where high levels of Availability are already being delivered it may takeconsiderable effort and incur significant cost to achieve a small incremental
Availability improvement
A key activity for Availability Management is to continually look at opportunitiesto optimise the Availability of the IT Infrastructure. The benefits of this approachbeing that enhanced levels of Availability may be achievable but with muchlower costs
Scope should not be restrictedto the IT Infrastructure, but alsoinclude a review of the Businessprocess and other end-to-endbusiness owned responsibilities
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Availability(Un)availability (3)
The cost of Unavailability
Impact on vital business functions expls : number of business or IT transactions impacted
provide an obvious indication of the consequence of failure
The monetary impact
express the cost of failure arising from system, application or function loss to the business as amonetary 'value'
Tangible costs
Lost user or IT staff productivity
lost revenue
overtime payments
wasted goods and material
imposed fines or penalties.
Intangible costs
loss of customer goodwill (Customer dissatisfaction)
loss of Customers
loss of business opportunity (to sell, gain new Customers etc) damage to business reputation
loss of confidence in IT service provider
damage to staff morale
A il bilit M t
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Availability Management
actual available time
%availability = --------------------------------------- x 100%agreed time
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Availability Managementmeasurements
Mean Time To Repair (MTTR) :average downtime
Mean Time Between Failures (MTBF) :average elapsed time between failures
Mean Time Between System Incidents (MTBSI) :the average elapsed time fromthe occurrence of an Incident to resolution of the Incident.
Time
Time between incidents
UptimeDowntime
Time
Detection
Repair time
Time Time Time
reaction diagnose repair
Incident IncidentRe
covery
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Availability ManagementKey Indicators
Traditional measures : % Available
% Unavailable
Duration
Frequency of failure
Impact of failure
User Availability :
Impact by User minutes lost.
Impact by business transaction.
A d
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Agenda
Service Delivery Model
Availability Management
Capacity Management
IT Continuity Management
22
The goal of the Availability Management process is to optimise the
capability of the IT Infrastructure, services and supporting organisation
to deliver a cost effective and sustained level of Availability that enables
the business to satisfy its business objectives.
C (1)
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Capacity ManagementIntroduction (1)
Capacity Management :
A balance act
The capacity Management answer to
Which components to upgrade ?
When to upgrade ?
How much the upgrade will cost ?
KEY MESSAGE
Good Capacity Management ensures NO SURPRISES!
C it M t I t d ti (2)
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Capacity ManagementIntroduction (2)
The two law of capacity management :
Moore's Law In 1965 Gordon Moore, one of the founders of Intel, observed that each new memory chip
produced contained about twice as much processing Capacity as its predecessor, and thatnew chips were released every 18 - 24 months. This trend has continued ever since, leading toan exponential increase in processing power.
Parkinson's Law of Data We all know that work expands to fill the time available to complete it, but a variation on that
law is that 'data expands to fill the space available for storage'.
While these two laws hold true then effective Capacity Management is even more
important as supply and demand grow exponentially.
The Capacity Management processs goal is to ensure the cost justifiable ITCapacity always exists and that it is matched to the current and future identified
needs of the business.
C it M t I t d ti (3)
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Capacity ManagementIntroduction (3)
The Capacity Management process should be the focal point for
all IT performance and Capacity issues : hardware, networkingequipments, peripherals, softwares, human ressources
The driving force for
Capacity Management
should be the business
requirements of the
organisation
C it M t P (1)
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Capacity ManagementProcess (1)
Capacity Management sub-processes
Business Capacity Management : compare fure requirements (fromBusiness Plan) with current ressource utilisation model
Service Capacity Management : management of the performance of thelive
Resource Capacity management : management of the iduividualscomponents of the IT infrastructure
Capacit Management Process (2)
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Capacity ManagementProcess (2)
Business Capacity Management Identify and agree Service Level Requirements
Design, procure or amend configuration
Update CMDB et CDB
Verify SLA
Sign SLA
Capacity Management Process (3)
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Capacity ManagementProcess (3)
Service Capacity Management
to identify and understand the IT Services, their use of resource,working patterns, peaks and troughs
to ensure that the services can and do meet their SLA targets
To monitore collected data form service preformances
Resource Capacity Management
to identify and understand the Capacity and utilisation of each of the
component parts in the IT Infrastructure To understand new technology and how it can be used to support the
business
to identify the impact on the available resources of particular failures,and the potential for running the most important services on theremaining resources
Capacity Management Activities (1)
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Capacity ManagementActivities (1)
activities are undertaken when carrying out any of the sub-
processes of Capacity Management and these activities can bedone reactively or proactively
major difference between the sub-processes is in the data that is
being monitored and collected, and the perspective from which it
is analysed
number of the activities need to be carried out iteratively
Capacity Management Activities (2)
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Capacity ManagementActivities (2)
Monitoring
Objective
the utilisation of each resource and service is monitored on an on-going basis toensure the optimum use of the hardware and software resources, that all agreedservice levels can be achieved, and that business volumes are as expected
Examples of monitored data (for capacity or performance) :
CPU utilisation, Memory utilisation
Number of logon and concurrent users Tarnsaction response time
Set thresholds, baslines, profiles
Analysis
Objective
The data should be analysed to identify trends from which the normal utilisation andservice level, or baseline, can be established. By regular monitoring and comparisonwith this baseline, exception conditions in the utilisation of individual components orservice thresholds can be defined. Also the data can be used to predict futureresource usage.
Capacity Management Activities (3)
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Capacity ManagementActivities (3)
Tuning Objective
The analysis of the monitored data may identify areas of the configurationthat could be tuned to better utilise the system resource or improve theperformance of the particular service.
Must be tested or validated
Implementation Objective
The objective of this activity is to introduce to the live operation service, anyChanges that have been identified by the monitoring, analysis and tuningactivities.
Must be undertaken throught a formal change management process
Compare monitoring after and before the change (not to regress)
Capacity Management Activities (4)
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Capacity ManagementActivities (4)
Storage of capacity management data
CDB is the cornerstone of a successful Capacity Management Process
Type of data
Business Data : number of web site business transactions
Service Data : transaction response time
Technical Data : CPU, network utilisation, disk Financial Data : IT element cost, budgets
Utilisation Data : I/O, Memory
Ouputs from the CDB
Service and components based reports
Exception reporting Capacity forecasts
Capacity Management Activities (5)
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Capacity ManagementActivities (5)
Demand management
Objective
The prime objective of Demand Management is to influence the demand forcomputing resource and the use of that resource
Needs
understand which services are utilising the resource and to what level
know the schedule of when services must be run
Modelling Objective
A prime objective of Capacity Management is to predict the behaviour of IT Servicesunder a given volume and variety of work. Modelling is an activity that can be used tobeneficial effect in any of the sub-processes of Capacity Management
Types of modelling
Trend analysis
Analytical modelling
Simulation modelling
Baselines models
Capacity Management Activities (6)
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Capacity Management Activities (6)
Application sizing
Objective The primary objective of application sizing is to estimate the resource requirements
to support a proposed application Change or new application, to ensure that it meetsits required service levels. To achieve this application sizing has to be an integral partof the applications lifecycle
Description
Specify required service levels (application design)
Specify resilience aspects
Use modelling (resources could be shared)
Production of the capacity plan
Objective
The prime objective is to produce a plan that documents the current levels ofresource utilisation and service performance, and after consideration of the business
strategy and plans, forecasts the future requirements for resource to support the ITServices that underpin the business activities.
Capacity Management Implementation
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Capacity Management Implementation
Review what exists already
Planning the process Structure of the capacity management process
Monitoring
The CDB
Integration into the other planning processes
Production of the capacity planImplementation of the process
Train staff
Establish monitoring and the CDB
Business Capacity Management
Service Capacity Management
Resource Capacity Management
Capacity Management Process Review
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Capacity Management Process Review
Metrics
utilisation of all components / services recorded in theCDB
correct amount of utilisation data collected in the CDB - SLM process is informed of any potential or actual breaches of the targets in
the SLAs
constraints that are imposed on demand occur with the understanding of theCustomers
the annual Capacity Plan is produced on time and is accepted by the senior IT
managementCritical success factors
accurate business forecasts
knowledge of IT strategy and plans
an understanding of current and future technologies
an ability to demonstrate cost effectiveness
interaction with other effectiveService Management processes an ability to plan and implement the appropriate IT Capacity to match business
need
Capacity Management Interfaces with other SM processes
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Capacity Management Interfaces with other SM processes
(1)Incident Management
IM informs CM of incidents related to capacity
CM resolves and documents capacity related incidentsProblem Management
CM provides a specialist support to PM related to capacity
Procative role of CM throught the analysis of performance and capacityinformation
Change Management
CM is represented on the Change Management Board (CAB) Effects of changes muts be monitored by Capacity Management
Release Management
CM helps to determine the roll out strategy
CM provides information on resources
Configuration Management
CDB is a subset of CMDB
Capacity ManagementInterfaces with other SM(2)
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processes (2)
Service Level Management
CM supports SLM to ensure that capacity targets an be achieved CM assists SLM in drafting and reviewing OLAs and contracts
CM monitors and reports on performance
Financial Management for IT services
Financial management determines the cost justification
When IT charging, CM provides information on usage profiles
IT Service Continuity Management
CM determines the capacity required for recovery
Capacity Plan includes IT Service continuity requirements
Availability Management
Performance and capacity problems results in unavailability
Avalability and Capacity management should be aligned (same goals, sharedtools)
Agenda
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Agenda
Service Delivery Model
Availability Management
Capacity Management
IT Continuity Management
39
The goal for ITSCM is to support the overall Business Continuity
Management process by ensuring that the required IT technical and
services facilities (including computer systems, networks, applications,
telecommunications, technical support and Service Desk) can be recoveredwithin required, and agreed, business timescales
.
ITSCMIntroduction (1)
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( )
Scope
ITSCM focuses on the IT Services required to support the critical businessprocesses.
Benefits for managing the risk
Potential lower insurance premiums
Regulatory requirements
Business relationship
Positive marketing of contingency capabilities Organisational credibility
Competitive advantage
Business Continuity Management (BCM)
BCM is concerned with managing risks to ensure that at all times anorganisation can continue operating to, at least, a pre-determined minimum
level. The BCM process involves reducing the risk to an acceptable level andplanning for the recovery of business processes should a risk materialise and adisruption to the business occur.
ITSCMIntroduction (2)
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( )
Management commitment
The implementation of ITSCM mechanisms, identified through the BCMprocess, must be based on business requirements in order to reduce the riskfrom interruption or failure of critical business processes and ensure businessbenefit (Top management issue)
Key objective in a business managers job description
Business-as-usual pressures must not being used as an excuse for the nondelivery of the recovery facilities
ITSCM is a directive of the business strategy
Relationschip with other IT services
SLM : uderstanding the obligatiopns IT service delivery
Availability Management : delivering risk reduction measures to maintain business-as-usual
Configuration management : defining the core Infrastructure
Capacity Management
Change Management
Service Desk/Incident Management
ITSCMScope
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Risk in scope
Identify the frequency, types and nature of regular service
disruptions
major service disruptions, from terrorist activities to natural
disasters and Infrastructure Problems
Risk out of scope
Changes in business direction
Restructuring
Minor technical faults
ITSCMBusiness Continuity Lifecycle (1)
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BCM Process Model
4 stages
Initiation
Requirements and
strategy Implementation
Operational
Management
ITSCMBusiness Continuity Lifecycle (2)
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Stage 1Initiation
Policy setting
management intention and objectives
Specify terms of reference and scope
roles and responsabilities Risk assessment scope
Business impact analysis scop
Allocate resources
Define the project organisation and control structure Use a project management methodology
Agree project and quality plans
ITSCMBusiness Continuity Lifecycle (3)
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Stage 2Requirements
analysis and strategy definition
Business Impact AnalysisIdentify :
Critical business processes
Potential damage or loss as a result of a disruption to critical
business processes
Form od dampage or loss (income, reputation, costs)
Staffing, skills, facilities, services necessary to enable critical
business processes to continue operating at a minimum level
The time within which minimum should be recovered
The time within all required business processes should be recovered
ITSCMBusiness Continuity Lifecycle (4)
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Stage 2Requirements
analysis and strategy definition
Risk assessment
Identify risks to particular IT
service component
Asses threat and vulnerability levels
Asses the levels of risk
a high threat and high
vulnerability implies a
high probability of occurrence
ITSCMBusiness Continuity Lifecycle (5)
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Stage 2Requirements analysis and strategy definition
Business Continuity Strategy
Risk reduction measures
Recovery options (people and accommodation)
Recovery Options (critcal services : phone, post, water)
Recovery Options (critical assets : erefrence material) IT Recovery Options
Do nothing
Manula work arounds
Reciprocal arrangement
Gradual recovery (cold standby) Itermediate recovery (warm standby)
Immediate recovery (hot standby)
ITSCMBusiness Continuity Lifecycle (6)
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Stage 3Implementation
Organisation planning (3 levels : executice, co-ordination, recoveryteams)
Implementation planning
Implement risk reduction measures : UPS, fault tolerant systems,
RAID, mirror disks, spare
Implement stand-byarrangements
Develop ITSCM plans
Develop procedures
(replacement, restoration)
Initial testing
ITSCMBusiness Continuity Lifecycle (7)
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Stage 4Operational
Management Education and awareness
Training (IT and non IT
teams)
Review (ongoing review
programme) Testing
Change control
Assurance
ITSCMBusiness Continuity Lifecycle (8)
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Invocation
Decision by a crisis management team
Factires to take account :
the extent of the damage and scope of the potential invocation
the likely length of the disruption and Unavailability of premises and/or
services
the time of day/month/year and the potential business impact. At year end
the need to invoke may be more pressing to ensure that year-end
processing is completed on time
specific requirements of the business depending on work being undertaken
at the time
Need to communication within the organisation
Record all activities
Maintain security and data protection
ITSCMManagement Structure (1)
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Ojectives
allow responsibilities for ongoingITSM to be clearly defined and
allocated integrate into existing management structures, hierarchies and
responsibilities
avoid concentrating responsibility in an isolated centre of excellence
allocate responsibilities to functions or individuals that have thenecessary presence, credibility, skills, knowledge and expertise within
the IT organisation ensure that the management structure to manage ITSC on an ongoing
basis, closely resembles the structure that will control and facilitateContinuity or recovery should the ITSCM mechanisms have to beinvoked
ensure the ITSCM strategy and requirements are integrated with thebusiness and IT strategies.
ITSCMManagement Structure (2)
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Roles and responsabilities
(normal opertations andinvocation)
ITSCMGenerating awareness
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Of the need of ITSCM
the range of risks and vulnerabilities
the potential business impacts the likelihood of each of the risks materialising
personal responsibilities and liabilities (directors)
external pressures (regulators, shareholders or clients)
Initial awareness
Initial briefing sessions
On going awareness briefings to all staff on the need for vigilance, on emergency procedures and
security guidelines and procedures
demonstration of stand-by facilities to staff
use of an organisation's newsletter, notice boards, or an intranet
inclusion of an overview of the organisation's business and ITSCMmechanisms in the staff induction process
regular progress reports to the Board and regular agenda items on othermanagement and IT committees
Contact
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Author
Date
Further
Information
Contact
ContactDevoteam Jean-Marc Chevereau
Phone +33 1 41 48 48 48 / +33 6 64 48 96 99
Email [email protected]
Country France
www.devoteam.com
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Devoteam Group
This document is not to be copied or reproduced in any way without Devoteam express permission.
Copies of this document must be accompanied by title, date and this copyright notice.
Jean-Marc Chevereau
Janvier 2010
http://www.devoteam.com/http://www.devoteam.com/