ITIL Awareness.pdf

Service Management Awareness Training Training TRAINER:

Nick Everard

SERVICE MANAGEMENT AWARENESS TRAINING

INTRODUCTION This course provides delegates with a high-level appreciation of ITIL Service Management best practice principles. Each of the 11 core ITIL Service Management disciplines is introduced and the primary relationships between them explained and understood. Then the Vodafone ‘Workflow and Problem Management’ (WPM) suite of processes (Service Desk, Incident, Problem, Change, Release, Configuration and Service Level Management) are examined in greater detail with an explanation of a proposed process flow and the benefits that can be expected. This document covers the course content in greater detail and will be a useful reference source in the future.

OBJECTIVES OF SERVICE MANAGEMENT The key objectives of Service Management are: 1.

To align Technology services with the current and future needs of the business and its customers

2.

To improve the quality of Technology services delivered

3.

To reduce the long term cost of service provision.

These objectives can be achieved by addressing the following business requirements: •

Does Technology understand the business strategy?

•

How does Technology currently support the business?

•

What does Technology need to do that it’s not currently doing?

•

Provide tangible business benefit – business justification

•

Adding real value to the business and its customers

•

Utilise the best combination of People, Process & Technology.

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SERVICE MANAGEMENT INTRODUCTION The IT Infrastructure Library (ITIL) books of best practice were developed in 1989 by the UK Government’s Central Computer and Telecommunications Agency (CCTA). ITIL best practice aims to help organisations improve the way in which they deliver IT services to their customers. It is the only industry standard model for IT service provision and provides guidelines, criteria, questions and answers and standard implementation plans for delivering Service Management. It is supported by a qualification and training structure to recognise professional competence in IT Service Management. ITIL adopts a process driven approach, which is scalable to fit both large and small IT organisations through deployment of closely related and highly integrated processes. When implemented, Service Management will provide the following business benefits: •

Supports a sound IT investment strategy

•

IT services are managed to meet specified availability targets

•

Achieves a specific, consistent, measurable level of service

•

Higher user productivity, from a decrease in downtime

•

Fewer quality problems caused by changes

•

Less risk of problems caused by lack of capacity

•

Being able to recover IT systems in a controlled way

•

Better control of IT assets.

Vodafone’s Service Management model (over the page) shows how the ITIL modules link together to form a complete Service Management solution. These modules are explored in more detail later in this document.

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It is now being realised that it is only through a combination of people, processes and technology that a true quality IT service can be delivered to the customer. It has also become clear that it is vitally important to get the people and the processes working smoothly for any Service Management tool to be effective.

80%

Processes

People

Tools

20%

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Whilst a Service Management tool can greatly enhance efficiency and reduce costs, the tool can only be as good as the process that it supports. It is recommended that 80% of Service Management introduction should be spent developing the people and processes within the organisation to optimise possible output and benefits of introducing a supporting toolset.

ITIL DISCIPLINES The ITIL best practice books of Service Support and Service Delivery describe in detail the eleven disciplines that relate to Service Management. Each of these disciplines are summarised briefly on the following pages of this document to give an overview of ITIL Service Support and Service Delivery best practice.

Service Support Service Support is concerned with ensuring that the user has access to the appropriate services to support the business functions. Service Support covers the following topics: •

Service Desk

•

Incident Management

•

Problem Management

•

Configuration Management

•

Change Management

•

Release Management.

Service Delivery Service Delivery looks at what service the business requires of IT in order to provide adequate support to the business customers.

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Service Delivery covers the following topics: •

Service Level Management

•

Availability Management

•

Capacity Management

•

IT Service Continuity Management

•

Financial Management for IT Services.

Other Related Vodafone Processes (not part of the ITIL model) •

Monitoring Management – enables early reporting of failures

•

Service Reporting – delivers agreed service reporting

•

•

•

•

•

•

Customer Satisfaction Management – monitors, reports, analyses and improves customer satisfaction Service Request Management – enables pre-approved low impact changes Quality Management – ensures compliance with quality standards Continuous Improvement – enables continuous review and improvement Supplier Management – controls third party relationships to ensure seamless service provision Test and Assurance Management – enables the controlled testing of Changes and Releases.

ISO20000 / BS15000 In 2005 ISO20000 was published as an international standard for IT Service Management. ISO20000 was based on the British standard BS15000 which was first published in 2002. The standard is aligned with ITIL and forms part of a much bigger picture.

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Implementation of ISO20000 brings with it many benefits and advantages: •

•

•

•

•

Creation of a formal framework for current service improvement projects Provides a benchmark type comparison with best practices Creates competitive advantage via promotion of consistent and costeffective services By requiring ownership and responsibility at all levels, it creates a progressive ethos and culture Through the creation of a standard consistent approach, aids major organisational changes

•

Enhanced reputation and perception

•

Fundamental shift to pro-active rather than re-active processes.

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PROCESS OWNERSHIP Each process is assigned a Process Owner whose responsibility it is to: •

•

•

•

Input into the design of the process Identify a team of people (Business Improvement Authorities or Specialist) who will manage the process on a daily basis Define the targets by which the process will be measured Regularly review and update the process to ensure continuous improvement.

Any queries or suggestions regarding a process should be addressed to the Process Owner or Business Improvements Authorities / Specialists (refer to the WPM Project team for further details of the individuals who will be filling these roles).

COMMUNICATION Communication suffers as a result of time and resource constraints. Service Management relies on effective communication between the business and different Technology departments and also between the business and its customers. In particular, Service Level Management, Change Management and the Service Desk rely on effective communication for success. Everyone within the Technology organisation is responsible for developing good communication although the prime responsibility lies at the management level to ensure that effective and efficient communication is built in to deployed Service Management processes and reviewed on a regular basis.

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PROCESS IMPROVEMENT LIFECYCLE The Process Improvement Lifecycle model below shows how Diagonal recommends a sequence of continuous improvement to ensure that developed processes remain relevant and beneficial to the organisation. The process owner should carry out regular reviews as part of normal document control. This should invite feedback and input from all who are affected by the process. Implementation Process D efinition

Implementation Awareness Raising

Implementation Process Planning

Implementation Process Implementation

Process Owner

Process Improvement Lifecycle

Monitor process and assess user perception Process Owner

Process Owner

Update docs & communicate to users

Review effectiveness & efficiency

Yes

Process works?

No

No

Need for change? Yes

Change Process

Change Process

Test c omplete new process and interdependencies

Liaise with interdependent process owners Change Process Define New Process / process changes

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SERVICE DESK Diagram: Vodafone WPM Case Capture and Management Process Level 2

Start

Start

Tom Shave 2004

Tom Shave 2004

SDM.10.10

SDM.20.10

Customer Tom Shave 2005 Contacts Desk

Start

Tom Shave 2004

SDM.30.10 Update and Tom Shave 2005 Escalate Major Incident

Tom Shave 2005

Monitor Queue

Finish

Tom Shave 2004

INC.10.50 Incident Tom Shave 2004 Resolved?

Yes

Tom Shave 2005

Customer Assessment

No

SDM.20.20 New Case Tom Shave 2004 Required?

No

Update Tom Shaveand 2005 Escalate Incident

Yes

SDM.10.20 Interfacing Tools Tom Shave 2004 & Support Teams

Record Case Tom Shave 2005 Details

Configuration Tom Shave 2004 Data

Analyse, Impact Tom Shave 2005 and Prioritise Case

Finish

Tom Shave 2004

SDM.10.30

INC.10.50 Tom Shave 2005

Customer Assessment

Yes

First Time Tom Shave 2004 Fix? No

INC.10.10 Tom Shave 2005

Case Assessment

The Service Desk acts as the central point of contact between users and Technology. The Service Desk handles incidents and requests and provides interface into other Service Management disciplines, providing the primary window for user contact with the service organisation on a day-to-day basis. The Service Desk may be responsible for a number of functions within the support organisation including: NOTES

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•

Provision of a single point of contact for users The Service Desk provides a single day-to-day contact point between users, Technology services and third party support organisations. It provides advice and guidance and aids user retention and satisfaction.

•

Incident assessment The Service Desk will provide an initial assessment of all Incidents and may also be involved in providing restoration of normal services to its users following an Incident where appropriate. If the Service Desk cannot resolve an Incident, it will refer to second line support based on agreed service levels.

•

Incident control and customer update The Service Desk should own the Incident control process and will monitor progress and escalate all Incidents according to defined service levels. The Service Desk will be responsible for ensuring that users are kept informed and up to date on Incident status, progress and escalations.

•

Management reporting The Service Desk provides a contact point for enquiries on general service issues and service availability and will provide management information and reports as defined in Service Level Agreements to both customers and management.

Benefits of implementing a Service Desk include: •

Improved user service, perception and satisfaction

•

Improved quality and faster response to users

•

Improved teamwork and communication

•

Better management information enabling better decision support

•

More effective and efficient use of support resources.

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Terminology changes moving forward: Term Case

New Definition A record logged either by a Service Desk, automated tool, user or customer to record events and items that need to be managed through a defined lifecycle. Cases can be triggered by planned or unplanned events. Cases will be one of the following types: Incidents, Requests and How Do I’s.

Previous Term Case, Ticket, Call, Record

Incident

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 quality of that service. An Incident might give rise to the identification and investigation of a Problem, but doesn’t itself become a Problem.

Fault

Major Incident

An Incident where the impact to the business is extreme. An Incident which needs to be carefully managed, communicated and escalated where appropriate to ensure service levels are met and ensure appropriate resources are allocated. An Incident that poses a risk of disruption to Vodafone business, i.e. revenue or brand could be adversely affected.

Incident

NOTES

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An Incident is defined as any event which is not part of the normal operation of a service and which causes, or may cause, an interruption or a reduction in quality of that service. Incident Management focuses on restoration of normal service operation as quickly as possible with minimum disruption to the business. The Service Desk is responsible for the monitoring the resolution of Incidents. Incidents that cannot be resolved immediately by the Service Desk may be assigned to specialist groups or teams. An Incident follows the following basic lifecycle: •

Incident detecting and recording All incidents should be recorded in terms of symptoms, Configuration Items (CIs) and services affected.

•

Incident classification and support Incidents should be analysed to discover the reason for the incident. Incidents are classified and initial support given where available.

•

Investigation and diagnosis Minimise the impact of the Incident on the business, diagnose Incident and investigate and devise a resolution.

•

Resolution and recovery Implement the resolution or circumvention activity. Update user and confirm success, then close the call.

Benefits of implementing Incident Management include: •

•

Reduced business impact of Incidents by timely resolution Improved monitoring of performance against Service Level Agreements

•

Improved communication to customers

•

Provision of a consistent approach to Incident resolution

•

Less disruption to support staff and users. Better staff utilisation and efficiency.

NOTES

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Terminology changes moving forward: Previous Term

Term

New Definition

Incident

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 quality of that service. An Incident might give rise to the identification and investigation of a Problem, but doesn’t itself become a Problem.

Fault

Major Incident

An Incident where the impact to the business is extreme. An Incident which needs to be carefully managed, communicated and escalated where appropriate to ensure service levels are met and ensure appropriate resources are allocated. An Incident that poses a risk of disruption to Vodafone business, i.e. revenue or brand could be adversely affected.

Incident

Task

A sub-unit of work related to an Incident, Problem or Change which will have an individual assignment, details and progression.

Task, Sub Case

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PROBLEM MANAGEMENT Diagram: Vodafone WPM Problem Management Process Level 2

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A Problem is defined as the unknown underlying cause of one or more Incidents. A Problem becomes a Known Error when the root cause is k nown and a workaround or alternative has been found. Problem Management minimises the effects on the business of Incidents and Problems caused by errors in the infrastructure. Problem Management differs from Incident Management in that its main goal is the detection of the underlying causes of an Incident and their s ubsequent resolution and prevention. This goal can be in direct conflict with Incident Management where the goal is to restore service to the customer as quickly as possible rather than search for a permanent solution. The scope of Problem Management includes: •

Problem control Identifies, records, classifies and investigates Problems to identify the underlying root cause of Incidents.

•

Error control Assesses errors, identifies potential solutions and monitors resolution progress. A Known Error is a Problem with an identified root cause and workaround.

•

Proactive Problem prevention Proactive measures to improve service quality. This includes the identification of potential risk Configuration Items, highlighting errors in one system, which could occur in other systems and identification of any trends.

•

Management information Provides overall management information related to Problem Management, including completion of major Problem reviews, and is integrated with Incident control management information produced by the Service Desk.

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Benefits of implementing Problem Management include: •

Improved Technology services through reduced Incident volume due to fixed root cause st

•

Improved Service Desk 1 time fix rate

•

Good reputation for the Technology department

•

Permanent solutions to repeat Incidents and Problems.

Terminology changes moving forward: Term

New Definition

Previous Term

Problem

The unknown root cause of one or more existing or potential Incidents. Problems may sometimes be identified because of multiple Incidents that exhibit common symptoms. Problems can also be identified from a single significant Incident for which the cause is unknown. Problems can also be identified proactively, well before any related Incidents occur.

Corrective Actions after PIR.

Task


Task, Sub Case

NOTES

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CHANGE MANAGEMENT Diagram: Vodafone WPM Change Management Process Level 2

NOTES

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Changes arise as a proactive result of Problems, external requirements or proactively from seeking improved efficiency and effectiveness or in order to resolve Incidents. Change Management ensures that standard methods and procedures are used for efficient and prompt handling of all Changes. Potential Changes to Technology service components are reviewed in terms of their efficiency to meet business requirements, and that their impact on service quality is minimised. Change Management is best implemented concurrently with Configuration Management, as the two processes are heavily dependant.

Change Management responsibilities include: •

•

•

•

•

•

•

Facilitating the introduction of all types of Change via simple, clear and effective procedures and tools across the environment Progressing Changes on the basis of sound business and technological cases Assessing all Changes for impact on the business and technology assets Providing a framework within which those initiating Changes may retain accountability for the actual work content Supporting project management and co-ordination and ensuring the feasibility of all proposed Changes Preventing the introduction of Changes which represent an unacceptable risk to the reliable delivery of services Preventing the introduction of unauthorised Changes.

Benefits of implementing Change Management include: •

Increased visibility and communication of Changes

•

Reduced adverse impact of Change from improved assessment

•

Better alignment of services to actual business needs

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•

•

•

•

•

Better assessment of costs relating to proposed Changes Improved Problem, Supplier and Availability Management through management information Greater ability to absorb large volumes of Change Improved productivity of users through less disruption and higher quality Improved productivity of Technology staff through less repairing of faulty Change.

Terminology changes moving forward: Term

New Definition

Change Request

The form used to capture Change requirements and information and progress through the lifecycle of a Change.

Task


NOTES

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Previous Term CPF

Task, Sub Case


RELEASE MANAGEMENT Diagram: Generic Release Management Process Level 2

NOTES

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Release Management undertakes the planning, design, build, configuration and testing of hardware and software to create a set of release components for a live environment. Release Management ensures that all aspects of a Release, both technical and non-technical are considered together. Release Management covers the planning, preparation and scheduling of a Release and works closely with Change Management, as a Release is a collection of authorised Changes into the live environment. Release Management responsibilities include: •

Release policy planning, creation and maintenance

•

Release design, build and configuration

•

Release acceptance

•

Rollout planning

•

Extensive testing to predefined criteria

•

Sign off of the Release for implementation

•

•

•

•

Audits of hardware and software prior to and following the implementation of Changes Installation of new or upgraded hardware Storage of controlled software in both centralised and distributed systems known as the Definitive Software Library (DSL) Secure storage of approved hardware configurations known as the Definitive Hardware Store (DHS).

Benefits of implementing Release Management include: •

Improved service quality resulting from a greater success rate for Releases with minimal disruption

•

Assurance that H/W and S/W in live use is of known quality

•

Better use of resources – users, testing and development

•

Greater ability to cope with high levels of Change

•

Better expectation setting for business and service support staff.

NOTES

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All components of the Technology infrastructure should be registered in the Configuration Management Database (CMDB) including Software, Hardware, Operating Systems, Networks, Documentation, Processes etc. The responsibilities of Configuration Management with regard to the CMDB are: •

Planning Including strategy, scope, policy, relationships with other processes, tools used etc.

•

Identification The selection, identification and labelling of all CIs including ownership and relationships at an appropriate level.

•

Control No CI should be added, modified, replaced or removed without proper Change control and an updated specification.

•

Status Accounting The reporting of all data for each CI throughout its lifecycle. Typical statuses would include: Ordered, Received, Test, Live, Repair, Withdrawn etc.

•

Verification and Audit Reviews that verify the physical existence of CI’s.

Benefits of implementing Configuration Management include: •

Provides accurate CI information to support other processes

•

Helps financial planning through identification of assets

•

Makes Changes visible. Supports and improves Releases

•

•

Improves security by controlling CIs in use. Reduces unauthorised software Facilitates impact and trend analysis for Changes and Problems.

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Service Level Management maintains and improves business aligned Technology service quality through a constant cycle of agreement, monitoring, reporting and reviewing. Service Level Management will document and maintain a catalogue of services provided to the customers detailing key features. This Service Catalogue will list all the services offered, their components, features, charges etc. Service Level Agreements (SLAs) contain specific targets against which performance can be evaluated. SLAs exist between customers and the service providers and define the responsibilities placed on all parties in a formal businesslike agreement. Operational Level Agreements (OLAs) define internal support requirements and are required to ensure that SLA targets agreed between the customer and the service provider can be delivered in practice. Contracts exist between the service provider and external suppliers.

Service Level Management responsibilities include: •

•

•

•

•

•

The definition of new service requirements Creating and reviewing the underpinning Operational Level Agreements with both internal and external service providers A documented, understood and maintained Service Catalogue with clearly identified products, services, availability, performance and costs Documented and approved Service Level Agreements Measuring and reporting of: service levels actually being achieved against target, resources required, cost of service provision etc Management reporting.

Benefits of implementing Service Level Management include: •

Clear responsibilities are defined between customers, service providers and support departments with specific targets to aim for

NOTES

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•

•

•

SLAs can be used for charging purposes and demonstrate what customers receive for their money Service monitoring allows weak areas to be identified Misunderstandings between customers and service providers are avoided.

AVAILABILITY MANAGEMENT Availability Management optimises the capability and reliability of Technology services and the supporting Technology infrastructure and organisation to deliver the cost effective and sustained levels of service availability demanded by customers. Availability Management ensures that services are available when the customer needs them by undertaking preventative and corrective maintenance of Technology services, within justifiable cost. Availability Management key considerations: •

Reliability The capability of a technology component to perform a required function under stated conditions for a stated period of time. Metrics are used such as Mean Time Between Failures (MTBF).

•

Maintainability The capability of a technology component or Technology service to be retained in, or restored to, a state in which it can perform its required functions. Metrics are used such as Mean Time To Repair (MTTR).

•

Serviceability A contractual term which is used to define the availability of technology components as agreed with external organisations supplying and maintaining these components.

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•

Security Providing access to technology components or Technology services under secure conditions. Takes into account confidentiality, integrity and availability.

Benefits of implementing Availability Management include: •

Service availability levels are measured to support Service Level Management requirements

•

Shortfalls in availability are identified and corrected

•

The frequency and duration of IT failures are reduced

•

Provides a single point of accountability for service availability

•

Levels of availability are cost justified.

CAPACITY MANAGEMENT Capacity Management will match the supply of Technology resources to customer demands for them. The process will understand the future business requirements, the organisations operation and the Technology infrastructure to ensure that all current and future capacity and performance aspects of the business requirements are provided cost effectively and make the best use of Technology resources available. The customer's needs are assessed by forecasting the likely growth in demand for current services and by sizing new service elements. The desired service levels required can then be agreed with service users, based on business needs. Capacity Management also looks at forecasting workload, sizing applications, and maintaining a Capacity Plan in order to meet existing and future needs. The Capacity Plan is beneficial to both Systems Management and Purchasing in order to gain visibility of the schedule and likely infrastructure changes necessary to maintain service at the required levels.

NOTES

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Capacity Management responsibilities include: •

•

•

•

•

Identifying requirements early to take account of procurement lead times Documenting the need for increase / reduction in H/W or S/W Produce management reports including resource usage, trends and forecasts Size all proposed new systems Assess new technology and its relevance in terms of performance and cost

•

Carry out performance testing of new systems

•

Report on performance against targets contained in SLAs

•

•

Predict future demand for Technology services and the effects of current SLAs Recommend resolutions to performance related Incidents and Problems.

Benefits of implementing Capacity Management include: •

•

•

Elimination of expensive panic buying to resolve lack of capacity issues More confident and improved forecasting Elimination of unnecessary spare capacity and optimisation of equipment

•

Less need for reactive support

•

Early awareness of capacity issues within the development lifecycle

•

Reduced risk of performance problems and failure.

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IT SERVICE CONTINUITY MANAGEMENT IT Service Continuity Management (ITSCM) deals with the organisation’s ability to continue to provide a pre-determined and agreed level of Technology services to support the minimum business requirements following a business service interruption or disaster. ITSCM is a vital subset of, and provides support to the overall business continuity management (BCM) process by ensuring that the required Technology services / facilities (including computer systems, networks, applications, telecommunications, technical support and Service Desk) can be recovered within required and agreed business time-scales. The ITSCM process is based on the identification of the minimum levels of business operation that are required following an Incident, and the necessary systems, facilities and service requirements. It is driven by these business needs, not by the perceived needs of the Technology community, and requires senior management commitment. The ITSCM process includes:

•

Business impact analysis Assesses potential losses from a disaster or disruption and allows informed decisions on how and when to recover services.

•

Risk assessment and management Assesses potential risks such as fire, flood etc and the likelihood of such risks occurring. It covers the active management of identified risks with particular emphasis on prevention or reduction of risk.

•

Recovery plan Considers people, accommodation, Technology networks etc and adopts specific recovery approaches such as manual workarounds, reciprocal arrangements, immediate recovery etc.

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Benefits of implementing ITSCM include: •

Management of risk and reduction of impact in the event of failure

•

Potentially lower insurance premiums

•

•

Reduced business disruption with the ability to recover services efficiently in business priority order Increased customer confidence and organisational credibility.

FINANCIAL MANAGEMENT FOR IT SERVICES Financial Management for IT Services (FMITS) helps the business to assess whether its Technology service provider is doing the best it can with the money it has. It enables the organisation to fully account for the spend on Technology services and attribute these costs where required. The business has to understand the true costs of providing a service and manage these costs professionally. FMITS implements Technology accounting and budgeting processes, and often charging processes for these Technology services, allocating expenditure to services and recovering the costs of those services from the business customers to whom they are provided.

Budgeting •

•

•

•

Predict the money required to run Technology services for a given period Ensure that actual spend can be compared with predicted spend at any point Reduce the risk of overspending Ensure that revenues are available to cover predicted spend (where charging is in place).

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IT Accounting •

•

Account for the money spent in providing Technology services Calculate the cost of providing Technology services to internal and external customers

•

Perform cost-benefit or return-on-investment analyses

•

Identify the cost of Changes.

Charging •

Recover the costs of the Technology services from the customer

•

Operate the Technology organisation as a business unit if required

•

Influence user and customer behaviours.

Benefits of implementing FMITS include: •

Reduced long term costs

•

Accurate cost information to support investment

•

Influencing customer and user behaviour where appropriate

•

Increased confidence in setting and managing budgets.

NOTES

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NOTES

ITIL Awareness.pdf

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