IT Service Management
based on ITIL
PV214: Řízení dodávky IT služeb vycházející z ITIL
Ing. Aleš Studený
About the Course
ITIL 2011 overview, Nadin Ebel – ISBN 9788025137321
ITSM - ISO/IEC DIS 20000 – ISBN 807283186
ITIL Service Strategy – ISBN 0113310455
ITIL Service Design – ISBN 0113310471
ITIL Service Transition – ISBN 011331048X
ITIL Service Operation – ISBN 0113310463
ITIL Continual Service Improvement – ISBN 0113310498
ITIL Introduction to Service Lifecycle – ISBN 0113310617
Recommended Literature
ITIL Core
Service Catalogue Management
Service Level Management
Capacity Management
Availability Management
IT Service Continuity Management
Information Security Management
Supplier Management
Transition planning and support
Change Management
Service asset and configuration managem
Release and deployment management
Service validation and testing
Evaluation
Knowledge management
Event Management
Incident Management
Request Fulfilment
Problem Management
Access Management
Service Desk
Technical Management
IT Operations Management
Application Management
Financial Management
Return on Investment
Service Portfolio Management
Demand Management
7-Step Improvement Process
The course responds to the growing trend of world
order, when everything will be provided in the form of
services. This trend is evident in all sectors, but the
most in the IT industry. Best practices providing IT
services have been drawn up together with many
professionals in the publications of the ITIL
(Information Technology Infrastructure Library), which
is based on the world standard ISO/IEC 20000.
Course Targets
Students can get acquainted with theoretical
knowledge and practical experience of how to
manage the delivery of IT services. This experience
may apply not only to manage internal IT, but also for
the management of IT companies. These principles
can apply as well as in the management of any other
organization whose goal is to deliver the service.
Course Targets
At the end of the course students should be able to:
understand and explain the basics of IT Service
Management and discover the importance of a
systematic approach to management based on
Information Technology Infrastructure Library (ITIL).
Course Targets
ITIL - Who and Why?
Pioneers, Settlers and Town Planners
ITIL is, in essence, a library that documents best
practices for IT Service Management.
Non-proprietary, public domain books are the basis of
the programme. Many of the concepts, when
reviewed, look like common sense. However, like a lot
of common sense, it is the application and use that
results in it not being as simple as it seems.
ITIL is, in essence…
1989–96 CCTA vydává 46–50+ knih ITIL v1 pro vládu GB
2000/01 CCTA/OGC vydává 8 knih ITIL v2 a dále spravuje ITIL
2007 OGC vydává 5 knih ITILv3 dle životního cyklu služby
2011 OGC/„Her Majesty’s government“ aktualizuje na ITIL 2011
2019 Axelos aktualizuje na ITIL 4
CCTA = The Central Computer and Telecommunications Agency was a UK government agency providing
computer and telecoms support to Government departments.
CCTA se dnes jmenuje OGC = Office of Government Commerce
Earliest version of ITIL (1980s) was actually originally called GITIM, Government Information Technology
Infrastructure Management
Usnesení vlády české republiky č. 624-2001
ITIL - dlouhá historie a přesto moderní
Help-Desk, Incident Management, SLA (1989)
Configuration Management (1990)
Software Control, Distribution (1992)
Service Support, Service Delivery (2001)
Infrastructure Management (2002)
Business Perspective (2004)
Service Strategy, Design, Transition. Continual Improvement (2007)
Historie & postup vzdělávání
Source of Service Management Practice
IT Maturity Model
Customer vs. Provider Maturity
<--- Strategic Alignment --->
<-- Service levels -->
Support,
RFC
IT Customer Relationship Management
Business
Managers
Budget holder
Department manager,
Project manager, User
IT
Management
Service Level
Management
Service Desk: Incident,
Change etc.
Strategic
Tactical
Operational
Customer organization IT organization
Demand Supply
Policy
ReportingLine
ITIL Goal:
Do not re-invent America…
It can be adapted for any size of organization.
Being a framework, ITIL describes the contours of
organising Service Management. The models show
the goals, general activities, inputs and outputs of the
various processes, which can be incorporated within IT
organisations.
ITIL is scalable
ITIL does not cast in stone every action required on a
day-to-day basis because that is something which
differs from organisation to organisation. Instead it
focuses on best practice that can be utilised in
different ways, according to need.
ITIL does not cast in stone…
ITIL Core
Service Catalogue Management
Service Level Management
Capacity Management
Availability Management
IT Service Continuity Management
Information Security Management
Supplier Management
Transition planning and support
Change Management
Service asset and configuration managem
Release and deployment management
Service validation and testing
Evaluation
Knowledge management
Event Management
Incident Management
Request Fulfilment
Problem Management
Access Management
Service Desk
Technical Management
IT Operations Management
Application Management
Financial Management
Return on Investment
Service Portfolio Management
Demand Management
7-Step Improvement Process
Vliv ostatních standardů na ITIL
Nejlepší praktiky a standardy v ITSM
26
ITIL = Information Technology Infrastructure Library
ISO = International Organization for Standardization
• 20000 Management služeb IT
• 9001 Systém managementu kvality
• 38500 IT Governance Standard
• 7001 Information Security Management System Standard
COBIT = Control Objectives for Information and Related Technology
eTOM = enhanced Telecom Operations Map
MOF = Microsoft Operation Framework
ITIL common language is one of the biggest benefits
of IT Infrastructure Library.
ITIL common language is mainly about building a
glossary of terms to be used in the IT sector to
facilitate communication.
It is useful for communication with your staff or with
your business partners.
ITIL Common Language
Essential ITSM support tools
Service Desk Contact with Customer
Configuration
Management
Database
What we care about?
Event
Management
Contact with HW
Operations
Management
Technical Management
Service
Unfortunately, until recently, many IT departments
have been too obsessed with technology and flashing
lights to recognise that they have Customers at all.
…
The days when staff in IT departments regarded their
‘Customers’ as a necessary evil or just difficult
colleagues have (hopefully) passed.
Cultural aspects (ITIL Service Delivery)
1989–96 CCTA vydává 46–50+ knih ITILv1 pro vládu GB
2000/01 CCTA/OGC vydává 8 knih ITILv2 a dále spravuje ITIL
2007 OGC vydává 5 knih ITILv3 dle životního cyklu služby
2011 OGC/„Her Majesty’s government“ aktualizuje na ITIL 2011
• Firmy nechtějí již IT.
• Firmy chtějí služby.
ITIL - dlouhá historie a přesto moderní
!!!
ITIL = IT Infrastructure Library
ITSM = IT Service Management
ITIL -> ITSM
IT Maturity Model
Schéma organizace (procesy)
Zisk.
Vývoj Výroba Prodej Služby Marketing
ERP (SAP, MS Dynamics atd.)
IT
HW Aplikace (SW) IT support
Rozvoj technologií
a systémů
Schéma organizace (lidi)
Ředitelství
Vývoj Výroba Prodej Služby Marketing Finance
IT
Service Desk
Aplikace
ERP
Infrastruktura
Schéma organizace (lidi)
Ředitelství
Vývoj Výroba Prodej Služby Marketing Finance
IT
Service Desk
Aplikace
ERP
Infrastruktura
Může se IT dostat na 1. úroveň?
Schéma organizace (lidi)
Ředitelství
Vývoj Výroba Prodej Služby Marketing Finance
IT
Service Desk
Aplikace
ERP
Infrastruktura
IT Maturity Model
Schéma organizace (procesy)
Zisk.
Vývoj Výroba Prodej Služby Marketing
ERP (SAP, MS Dynamics atd.)
IT
HW Aplikace (SW) IT support
Rozvoj technologií
a systémů
Schéma organizace (procesy)
Zisk.
Vývoj Výroba Prodej Služby Marketing
ERP = ITIL
Infrastruktura (budovy, autodoprava, ...)
Výzkum, vývoj, rozvoj technologií a systémů
Řízení lidských zdrojů
Nákup
A service is a means of delivering value to customers
by facilitating outcomes customers want to achieve
without the ownership of specific costs and risks.
Service
Service Management is a set of specialized
organizational capabilities for providing value to
customers in the form of services.
Service Management
The implementation and management of quality IT
services that meet the needs of the business.
IT service management is performed by IT service
providers through an appropriate mix of people,
process and information technology.
IT Service Management (ITSM)
A service that is delivered to business customers by
business units. For example, delivery of financial
services to customers of a bank, or goods to the
customers of a retail store. Successful delivery of
business services often depends on one or more IT
services. A business service may consist almost entirely
of an IT service – for example, an online banking
service or an external website where product orders
can be placed by business customers.
Business Service
A service provided by an IT service provider. An IT
service is made up of a combination of information
technology, people and processes. A customer-facing
IT service directly supports the business processes of
one or more customers and its service level targets
should be defined in a service level agreement. Other
IT services, called supporting services, are not directly
used by the business but are required by the service
provider to deliver customer-facing services.
IT Service (customer-facing service)
An IT service that is not directly used by the business,
but is required by the IT service provider to deliver
Customer-facing services (for example, a directory
service or a backup service).
Supporting services may also include IT services only used
by the IT service provider. All live supporting services,
including those available for deployment, are recorded in the
service catalogue along with information about their
relationships to customer-facing services and other CIs.
Supporting Service
Business vs. Technical Service Catalogue
Dokážete si představit situaci, kdy všechny technologie
jsou v pořádku, ale služba nefunguje?
Příklad Služby vs. Technologie
Pracovní místo
Mail box
Účetní systém
Konstrukční aplikace
Projekční aplikace
Příklady IT služeb
Někdy je propojení IT služeb a Byznys služeb velmi
úzské.
Tomograf: Lékař si to sám nastavuje (L1) a pokud
vznikne incident, je schopen komunikovat s L2/L3
CAD/CAM: Konstruktér si sám je schopne nainstalovat
knihovnu…
DTP:
Business Service / IT Service
An approach to IT service management that emphasizes the
importance of coordination and control across the various
functions, processes and systems necessary to manage the
full lifecycle of IT services.
The service lifecycle approach considers the strategy, design,
transition, operation and continual improvement of IT
services.
Also known as service management lifecycle.
Service Lifecycle
Processes across the Service Lifecycle
Process
Edward Deming principle: PDCA
PDCA: Continuous Improvement
People: Group, Team, Department, Division
Roles
Functions
Processes
ITIL terminology basic
A group is a number of people who are similar in some way.
A team is a more formal type of group. These are people
who work together to achieve a common objective.
Departments are formal organization structures which exist
to perform a specific set of defined activities on an ongoing
basis.
A division refers to a number of departments that have been
grouped together, often by geography or product line.
Group, Team, Department, Division
A set of responsibilities, activities and authorities
assigned to a person or team. A role is defined in a
process or function.
One person or team may have multiple roles – for
example, the roles of Configuration Manager and
Change Manager may be carried out by a single
person. Role is also used to describe the purpose of
something or what it is used for.
Role
A team or group of people and the tools or other
resources they use to carry out one or more processes
or activities – for example, the Service Desk.
The term also has two other meanings:
• An intended purpose of a configuration item, person, team, process or
IT service. For example, one function of an email service may be to
store and forward outgoing mails, while the function of a business
process may be to despatch goods to customers.
• To perform the intended purpose correctly, as in ‘The computer is
functioning.’
Function
A structured set of activities designed to accomplish a
specific objective. A process takes one or more
defined inputs and turns them into defined outputs.
It may include any of the roles, responsibilities, tools
and management controls required to reliably deliver
the outputs. A process may define policies, standards,
guidelines, activities and work instructions if they are
needed. For example: Incident process.
Process
Basic process
Measurable
Specific results
Customers
Responds to a specific event
Process characteristics
The person who is held accountable for ensuring that
a process is fit for purpose (viz RACI).
The process owner’s responsibilities include
sponsorship, design, change management and
continual improvement of the process and its metrics.
This role can be assigned to the same person who
carries out the process manager role, but the two roles
may be separate in larger organizations.
Process Owner
A role responsible for the operational management of
a process.
The process manager’s responsibilities include
planning and coordination of all activities required to
carry out, monitor and report on the process.
There may be several process managers for one
process – for example, regional change managers or
IT service continuity managers for each data centre.
Process Manager
Carries out one or more process activities
Understands how his or her role adds to value creation
Works with other stakeholders to ensure contributions
are effective
Ensures inputs, outputs and interfaces for activities are
correct
Creates or updates activity-based records
Process Practitioner
Defining roles and responsibilities
RACI model / matrix
Procesy a postupy stále na očích
Jednotlivé instrukce
chodí v každém kroku
mailem v notifikacích.
Process Maturity
Obcházení procesu musí být složitější než jeho
dodržení.
Jak nastavovat procesy?
Service Operation
ITIL Core
Service Catalogue Management
Service Level Management
Capacity Management
Availability Management
IT Service Continuity Management
Information Security Management
Supplier Management
Transition planning and support
Change Management
Service asset and configuration managem
Release and deployment management
Service validation and testing
Evaluation
Knowledge management
Event Management
Incident Management
Request Fulfilment
Problem Management
Access Management
Service Desk
Technical Management
IT Operations Management
Application Management
Financial Management
Return on Investment
Service Portfolio Management
Demand Management
7-Step Improvement Process
Balancing service quality and cost
Reactive vs. Proactive
Service Operation - Functions
Technical Management
IT Operations
Management
Application Management
IT Operations Control
Facilities
Management
Single Point of Contact (SPOC)
@
intranet
e-mail
Service Desk
telefon nebo
osobně
Události (tiskárny,
System Center,
apod.)
Service Desk
ITIL: Service Operation
A Service Desk is a functional unit made up of a
dedicated number of staff responsible for dealing with
a variety of service events, often made via telephone
calls, web interface, or automatically reported
infrastructure events.
Service Desk
No Service Desk
IT
Service Desk: Local vs. Central
SD: Virtual & Global 'follow the sun'
Call Centrum – Jen záznam (zaměření na rychlost)
Helpdesk – IM (technicky)
Service Desk – IM, RF, spokojenost
To je hlavní dilema při implementaci SD
Exponenciální růst nákladů
Počet žádostí vyřešených na 1. úrovni podpory
Operátoři
Částečně
kvalifikovaní
odborníci
Experti
Plně
kvalifikovaní
odborníci
Logging all relevant incident/service request
Providing first-line investigation and diagnosis
Resolving those incidents/service requests
Escalating incidents/service requests
Keeping users informed of progress
Conducting customer/user satisfaction callbacks/surveys as agreed
Updating the CMS
Service Desk objectives
Event Management
Incident Management
Request Fulfilment
Problem Management
Access Management
Service Operation - Processes
Event Management
ITIL: Service Operation
Event Management is the process that monitors all
events that occur through the IT infrastructure to allow
for normal operation and also to detect and escalate
exception conditions.
Event Management
These two areas are very closely related, but slightly
different in nature. Event Management is focused on
generating and detecting meaningful notifications
about the status of the IT Infrastructure and services.
For example, monitoring tools will check the status of a
device to ensure that it is operating within acceptable
limits, even if that device is not generating events.
Monitoring vs. Event Management
An event can be defined as any detectable or
discernible occurrence that has significance for the
management of the IT Infrastructure or the delivery of
IT service and evaluation of the impact a deviation
might cause to the services.
Events are typically notifications created by an IT
service, Configuration Item (CI) or monitoring tool.
Event
Informational - user logs in, job completes successfully,
device has come online…
Warning - memory on a server is currently at 65% and
increasing, collision rate on a network has increased by 15%
over the past hour…
Exception - server is down, response time of network has
slowed to more than 15 seconds, more than 150 users have
logged on to the General Ledger application…
Categories of Event
Process
Event Tree Analysis
Number of events by category
Number of events by significance
Number and percentage of events that required
human intervention and whether this was performed
Number and percentage of events that resulted in
incidents or changes
Metrics
Achieving the correct level of filtering:
• Integrate Event Management into all Service Management processes
where feasible.
• Design new services with Event Management in mind.
• Trial and error. No matter how thoroughly Event Management is
prepared, there will be classes of events that are not properly filtered.
Event Management must therefore include a formal process to
evaluate the effectiveness of filtering.
For example, a user logging into a system today is normal, but if that
user leaves the organization and tries to log in it is a security breach.
Critical Success Factors
Incident Management
ITIL: Service Operation
An unplanned interruption to an IT service or
reduction in the quality of an IT service. Failure of a
configuration item that has not yet impacted service is
also an incident, for example failure of one disk from a
mirror set.
Incident
Incident Management concentrates on restoring the
service to users as quickly as possible, in order to
minimize business impact.
Incident Management is the process for dealing with
all incidents; this can include failures, questions or
queries reported by the users (usually via a telephone
call to the Service Desk), by technical staff, or
automatically detected and reported by event.
monitoring tools.
Incident Management
The primary goal of the Incident Management process
is to restore normal service operation as quickly as
possible and minimize the adverse impact on business
operations, thus ensuring that the best possible levels
of service quality and availability are maintained.
‘Normal service operation’ is defined here as service
operation within SLA limits.
Main objectives of IM
Part of the initial logging must be to allocate suitable
incident categorization coding so that the exact type
of the call is recorded.
This will be important later when looking at incident
types/frequencies to establish trends for use in
Problem Management, Supplier Management and
other ITSM activities.
Incident categorization
Initial categorization
Closure categorization
Affected Service?
Service Requests?
Incident categorization
Impact is often the
number of users being
affected.
Urgency is how quickly
the business needs a
resolution
Incident prioritization
Pokud mám dva incidenty:
1. Zaseklý papír v podavači => pracnost = 15 min
2. Rozbitý podavač v tiskárně => pracnost = 2 h
(je jedno, zda budu čekat 2:00 h nebo 2:15 h)
Je to důležité z pohledu spokojenosti.
Impact / Urgency / Pracnost
A separate procedure, with shorter timescales and
greater urgency, must be used for ‘major’ incidents. A
definition of what constitutes a major incident must be
agreed and ideally mapped on to the overall incident
prioritization system – such that they will be dealt with
through the major incident process.
Major incidents
Functional escalation
As soon as it becomes clear that the Service Desk is unable to resolve
the incident itself (or when target times for first-point resolution have
been exceeded – whichever comes first!) the incident must be
immediately escalated for further support.
Hierarchic escalation
If incidents are of a serious nature (for example Priority 1 incidents)
the appropriate IT managers must be notified, for informational
purposes at least.
Functional & Hierarchic escalation
Process
Total numbers of Incidents
Breakdown of incidents at each stage (e.g. logged,
work in progress, closed etc)
Size of current incident backlog
Number and percentage of major incidents
Number and percentage of incidents incorrectly
assigned
Metrics
Reports
Incidenty - sumarizace
A good Service Desk is key to successful Incident
Management
Clearly defined targets to work to – as defined in SLAs
Adequate customer-oriented and technically training
support staff with the correct skill levels
Integrated support tools to drive and control the process
OLAs and UCs that are capable of influencing and shaping
the correct behaviour of all support staff.
Critical Success Factors
Request fulfilment
ITIL: Service Operation
The term ‘Service Request’ is used as a generic
description for many varying types of demands that
are placed upon the IT Department by the users.
Many of these are actually small changes – low risk,
frequently occurring, low cost, etc. (e.g. a request to
change a password, a request to install an additional
software application onto a particular workstation, a
request to relocate some items of desktop equipment)
or maybe just a question requesting information
Service Request
their scale and frequent, low-risk nature means that they are
better handled by a separate process (=Request fulfilment),
rather than being allowed to congest and obstruct the
normal Incident and Change Management processes.
Service Requests will usually be satisfied by implementing a
Standard Change.
Typically include some form of pre-approval by Change
Management.
Low-cost & low-risk changes
Service Catalogue
Service Catalogue
The total number of Service Requests (as a control
measure)
Breakdown of service requests at each stage (e.g.
logged, WIP, closed, etc.)
The size of current backlog of outstanding Service
Requests
The mean elapsed time for handling each type of
Service Request
Metrics
0
10
20
30
40
50
60
70
80
90
100
Zbývá
Vyřešených
Podaných
Reports
Problem Management
ITIL: Service Operation
ITIL defines a ‘problem’ as the unknown cause of one
or more incidents.
Problem
Problem Management is the process responsible for
managing the lifecycle of all problems.
The primary objectives of Problem Management are
to prevent problems and resulting incidents from
happening, to eliminate recurring incidents and to
minimize the impact of incidents that cannot be
prevented.
Problem Management
Suspicion or detection of an unknown cause of one or
more incidents by the Service Desk
Analysis of incidents as part of proactive Problem
Management
Automated detection of an infrastructure or
application fault, using event/alert tools
A notification from a supplier or contractor
Problem detection
Can the system be recovered / replaced?
How much will it cost?
How many people, with what skills, will be needed to fix the
problem?
How long will it take to fix the problem?
How extensive is the problem (e.g. how many CIs are
affected)?
Problem Prioritization
The Configuration Management System (CMS) must
be used to help determine the level of impact and to
assist in pinpointing and diagnosing the exact point of
failure.
The Know Error Database (KEDB) should also be
accessed and problem-matching techniques (such as
key word searches) should be used to see if the
problem has occurred before and, if so, to find the
resolution.
Impact of a Problem
Chronological Analysis
Pain Value Analysis
Kepner and Tregoe
Brainstorming
Ishikawa Diagrams
Pareto Analysis
Problem analysis / solving techniques
In some cases it may be possible to find a workaround
to the incidents caused by the problem – a temporary
way of overcoming the difficulties. For example, a
manual amendment may be made to an input file to
allow a program to complete its run successfully.
Workaround
As soon as the diagnosis is complete, and particularly
where a workaround has been found (even though it
may not yet be a permanent resolution), a Known
Error Record must be raised and placed in the Known
Error Database – so that if further incidents or
problems arise, they can be identified and the service
restored more quickly.
Known Error Record
Those things that were done correctly
Those things that were done wrong
What could be done better in the future
How to prevent recurrence
Whether there has been any third-party responsibility
and whether follow-up actions are needed.
Major Problem Review
When any change has been completed (and
reviewed), and the resolution has been applied, the
Problem should be formally closed – as should any
related Incident that are still open. Problem record
contains a full historical description of all events.
The status of any related Known Error Record should
be updated to shown that the resolution has been
applied.
Problem Closure
Problem Management consists of two major
processes:
• Reactive Problem Management, which is generally
executed as part of Service Operation
• Proactive Problem Management which is initiated in
Service Operation, but generally driven as part of
Continual Service Improvement
Process
Process
Incident / Problem / Change
Request
Workaround
The percentage of problems resolved within SLA
targets (and the percentage that are not!)
The number and percentage of problems that
exceeded their target resolution times
The backlog of outstanding problems and the trend
(static, reducing or increasing?)
The number of Known Errors added to the KEDB
Metrics
Linking Incident and Problem Management tools
The ability to relate Incident and Problem Records
The second- and third-line staff should have a good
working relationship with staff on the first line
Making sure that business impact is well understood
by all staff working on problem resolution.
Critical Success Factors
Access Management
ITIL: Service Operation
Access Management is the process of granting
authorized users the right to use a service, while
preventing access to non-authorized users.
Access management implements the policies of
Information Security Management.
It has also been referred to as Rights Management or
Identity Management in different organizations.
Access Management
Access refers to the level and extent of a service’s functionality or data that a
user is entitled to use.
Identity of a user is unique to that user.
Rights refer to the actual settings whereby a user is provided access to a service
or group of services.
Services or service groups - Most users do not use only one service, and users
performing a similar set of activities will use a similar set of services.
Directory Services refers to a specific type of tool that is used to manage access
and rights.
Basic concepts
RFC - This is most frequently used for large-scale service
introductions or upgrades where the rights of a significant
number of users need to be updated as part of the project.
Service Request - This is usually initiated through the Service
Desk, or directly into the Request Fulfilment.
Request from manager of a department or appropriate
Human Resources Management personnel.
Process / Triggers
Service Transition
ITIL Core
Service Catalogue Management
Service Level Management
Capacity Management
Availability Management
IT Service Continuity Management
Information Security Management
Supplier Management
Transition planning and support
Change Management
Service asset and configuration managem
Release and deployment management
Service validation and testing
Evaluation
Knowledge management
Event Management
Incident Management
Request Fulfilment
Problem Management
Access Management
Service Desk
Technical Management
IT Operations Management
Application Management
Financial Management
Return on Investment
Service Portfolio Management
Demand Management
7-Step Improvement Process
To plan and manage the capacity and resource
requirements to manage a release
To ensure that a service can be operated, managed
and supported
To provide quality knowledge and information about
services and service assets
Provide efficient repeatable build and installation
mechanisms that can be used to deploy releases
Objective of Service Transition
Prioritizing conflicts for service transition resources
Coordinating the efforts required to manage multiple
simultaneous transitions
Maintaining policies, standards and models for service
transition activities and processes
Transition planning and support
Change Management
ITIL: Service Transition
The addition, modification or removal of authorized,
planned or supported service or service component
and its associated documentation.
Change = Service change
Simple changes may seem innocuous but can cause
damage out of all apparent proportion to their
complexity.
There have been several examples in recent years of
high profile and expensive business impact caused by
the inclusion, exclusion or misplacing of a ‘.’ in software
code.
No change is without risk
Standardized methods and procedures are used for
efficient and prompt handling of all changes
All changes to service assets and configuration items
(CI) are recorded in the Configuration Management
Overall business risk is optimized.
Change Management Process
Creating a culture of Change Management across the
organization where there is zero tolerance for
unauthorized change
Aligning the service Change Management process
with business, project and stakeholder Change
Management processes
Policies support Change Management
• Who RAISED the change?
• What is the REASON for the change?
• What is the RETURN required from the change?
• What are the RISKS involved in the change?
• What RESOURCES are required to deliver the change?
• Who is RESPONSIBLE for the build, test and implementation of
the change?
• What is the RELATIONSHIP between this change and other
changes?
The seven Rs of Change Management
There is a defined trigger to initiate the RFC
The tasks are well known, documented and proven
Authority is effectively given in advance
Budgetary approval will typically be preordained or
within the control of the change requester
The risk is usually low and always well understood.
Standard changes (pre-authorized)
Standard change
Správa
incidentů
Správa změn
Rozsáhlé projektově řízené změny
Plnění žádostí
Standardní
změny
RfC
RfC
RfC
No change should be approved without having
explicitly addressed the question of what to do if it is
not successful.
Ideally, there will be a back-out plan, which will restore
the organization to its initial situation, often through
the reloading of a baselined set of CIs, especially
software and data.
Remediation plan
For a major change with significant organizational
and/or financial implications, a change proposal may
be required, which will contain a full description of the
change together with a business and financial
justification for the proposed change. The change
proposal will include signoff by appropriate levels of
business management.
Change proposal
Process: Standard Change
Process: Normal Change
Process: Standard Deployment Request
The Change Advisory Board (CAB) is a body that exists
to support the authorization of changes and to assist
Change Management in the assessment and
prioritization of changes.
As and when a CAB is convened, members should be
chosen who are capable of ensuring that all changes
within the scope of the CAB are adequately assessed
from both a business and a technical viewpoint.
Change Advisory Board - CAB
Customer(s)
User manager(s)
User group representative(s)
Applications developers/maintainers
Specialists/technical consultants
Services and operations staff
CAB members e.g.
Emergency Change Advisory Board (ECAB)
Group that should review changes that must be
implemented faster than the normal change process.
The ECAB will be used for emergency changes where
there may not be time to call a full CAB.
CAB vs. ECAB
Scope of change and release
The emotional cycle of Change
Valley of Despair / Circle of Chaos
Unauthorized changes (above zero is unacceptable)
Unplanned outages
A low change success rate
A high number of emergency changes
Delayed project implementations.
Indicators of poor Change Management
The number of changes implemented to services
which met the customer’s agreed requirements, e.g.
quality/cost/time
The benefits of change expressed as ‘value of
improvements made’ + ‘negative impacts prevented
or terminated’
Reduction in the number and percentage of
unplanned changes and emergency fixes
Metrics
Open changes - status
Changes – open / close
Change - Time sheet
Service Asset and
Configuration Management (SACM)
Asset Management covers service assets across the
whole service lifecycle. It provides a complete
inventory of assets and who is responsible for their
control. It includes:
• Full lifecycle management of IT and service
assets, from the point of acquisition through to
disposal
• Maintenance of the asset inventory.
SACM - Scope
A configuration item (CI) is an asset, service
component or other item that is, or will be, under the
control of Configuration Management. Configuration
items may vary widely in complexity, size and type,
ranging from an entire service or system including all
hardware, software, documentation and support staff
to a single software module or a minor hardware
component. Configuration items may be grouped and
managed together, e.g. a set of components may be
grouped into a release.
Configuration items - CI
Service capability assets: management, organization,
processes, knowledge, people
Service resource assets: financial capital, systems,
applications, information, data, infrastructure and
facilities, financial capital, people
Service model, Service package, Release package,
Service acceptance criteria.
Categories - Service Cis (Assets)
Organization CIs
Service lifecycle CIs
Internal CIs
External CIs
Interface CIs
Other Categories - CIs
To manage large and complex IT services and
infrastructures, Service Asset and Configuration
Management requires the use of a supporting system
known as the Configuration Management System
(CMS).
Configuration Management System
The CMS holds all the information for CIs within the
designated scope. Some of these items will have
related specifications or files that contain the contents
of the item, e.g. software, document or photograph.
For example, a Service CI will include the details such
as supplier, cost, purchase date and renewal date for
licences and maintenance contracts and the related
documentation such as SLAs and underpinning
contracts.
Configuration Management System
Relationships describe how the configuration items
work together to deliver the services. These
relationships are held in the CMS – this is the major
difference between what is recorded in a CMS and
what is held in an asset register.
Relationships
CI is a part of another CI, e.g. a software module is part of a
program; a server is part of a site infrastructure – this is a ‘parent–
child’ relationship.
CI is connected to another CI, e.g. a desktop computer is connected
to a LAN.
CI uses another CI, e.g. a program uses a module from another
program; a business service uses an infrastructure server.
CI is installed on another, e.g. MS Project is installed on a desktop PC.
Relationships - dependency
Logical configuration model
Naming conventions should be established and
applied to the identification of CIs, configuration
documents and changes, as well as to baselines,
builds, releases and assemblies.
Labelling configuration items
All physical device CIs should be labelled with the
configuration identifier so that they can be easily
identified.
Naming configuration items
A configuration baseline is the configuration of a
service, product or infrastructure that has been
formally reviewed and agreed on, that thereafter
serves as the basis for further activities and that can be
changed only through formal change procedures. It
captures the structure, contents and details of a
configuration and represents a set of configuration
items that are related to each other.
Configuration baseline
Centrála společnosti
Jednotlivé prodejny
The Definitive Media Library (DML) is the secure library
in which the definitive authorized versions of all media
Cis are stored and protected. It stores master copies of
versions that have passed quality assurance checks.
This library may in reality consist of one or more
software libraries or file-storage areas, separate from
development, test or live file-store areas. It contains
the master copies of all controlled software in an
organization.
Definitive Media Library - DML
DML and CMDB
Example of a Configuration
Management System
Ensure there is conformity between the documented
baselines (e.g. agreements, interface control
documents) and the actual business environment to
which they refer
Verify the physical existence of CIs in the organization
or in the DML.
Check that release and configuration documentation is
present before making a release.
Verification and audit
Persuading technical support staff to adopt a checking
in/out policy
An attitude of ‘just collecting data because it is
possible to do’; this leads SACM into a data overload
Focusing on establishing valid justification for
collecting and maintaining data at the agreed level of
detail
Challenges & Critical success factors
Evidence majetku
Správa hardware
„Firma“ (majitel) nechce, aby se mu ztrácely věci
„Finance“ potřebují správně alokovat náklady (odpisy)
a znát hodnotu majetku
„IT“ potřebuje mít přehled o zařízeních (záruka do,
RAM, HDD atd.)
Popis problematiky evidence majetku
Mít maximální přehled nad majetkem společnosti a
přitom zjednodušit administrativní činnosti.
Zajistit aktuálnost informací
• Evidují ti co se o věci starají
• Evidence probíhá okamžitě a je přesnější
Minimalizovat nutnost ručního zadávání dat
• Znát historii změn (automaticky)
Dobré podklady pro plánování obnovy HW a SW
Záměr: pragmatické řešení
Evidence majetku společnosti
Majetek společnosti
Inventární majetek
v ERP nebo jiném
účetním systému
✓ inventární číslo
✓ datum nákupu
✓ dodavatel
✓ číslo faktury
✓ zůstatková cena
✓ atd.
IT evidence
v ALVAO
✓ inventární číslo
✓ sériové číslo
✓ evidenční číslo
✓ záruka do
✓ RAM, HDD atd.
✓ IP adresa atd.
✓ evidence instalací
✓ evidence poruch
✓ vazby PC vs. licence
✓ atd.
Inventární majetek
✓ Např. skříně, stoly, stroje, nářadí a další zařízení…
Inventární majetek / Operativní evidence
✓ Počítače, notebooky, tiskárny, aktivní prvky…
✓ Často má jedno inventární číslo několik částí…
✓ PC bylo součástí většího technologického celku
✓ PC se nakoupilo s monitorem, brašnou, dokovací stanicí apod.
✓ Také některé SW licence se evidují pod jedním inventárním číslem
✓ OEM licence jsou součástí PC (hmotného majetku)
Drobný majetek do spotřeby / V pronájmu / Operativní evidence
✓ Mobilní telefony, stolní telefony
✓ SIM karty
✓ Počítače a další zařízení v pronájmu
✓ Čipové karty, tokeny, klíče apod.
Naprostou většinu informací
zjistí ALVAO automaticky
pomocí detekcí po síti.
Pomalé změny
Rychlé změny
1. Zapsání HW + OEM SW do IT evidence (v den dodání)
2. Přidělení dalších SW licencí na HW a uživatele
3. Instalace a konfigurace (PC, NTB, telefon atd.)
4. Přichází faktura (několik dní i týdnů po dodání)
5. Zaevidování majetku v ERP (několik dní i týdnů po dodání)
6. Notifikace mailem o novém IT majetku (v ERP)
7. Tisk štítků a polepení
8. Předání uživateli (předávací protokol z ERP)
Proces nákupu HW / SW licence
Snadný přístup k přesným informacím
Propojení na účetní evidenci majetku (ERP Noris)
Rychlý přehled o umístění majetku
Přehled naposledy pořízeného majetku
Přínosy pro ekonomické oddělení
Přehled svěřeného majetku a přidělených licencích na intranetu
Zaměstnanci vidí svěřený IT majetek
1. Přesun majetku v evidenci (HW+SW)
2. Instalace a konfigurace (PC, NTB, telefon atd.)
3. Předání uživateli (předávací protokol)
4. Promítnutí změny v ERP (obvykle do konce zúčtovacího období)
1x Ročně souhrnné listy (inventura)
Proces přesunu HW / SW licence
1. Pokus o uplatnění majetku jinde ve společnosti
2. Přesun majetku v evidenci (HW+SW) do složky na
vyřazení
3. Uvolnění SW licencí
4. Vymazání citlivých dat z HW
5. Účetní vyřazení majetku - ERP (obvykle 1x ročně)
Proces vyřazení HW / SW licence
Release and Deployment
Management
Release and Deployment Management aims to build,
test and deliver the capability to provide the services
specified by Service Design and that will accomplish
the stakeholders’ requirements and deliver the
intended objectives.
Release and Deployment Management
A ‘release unit’ describes the portion of a service or IT
infrastructure that is normally released together
according to the organization’s release policy. The unit
may vary, depending on the type(s) or item(s) of
service asset or service component such as software
and hardware.
Release unit
Release Package
Deployment Considerations
Big Bang Phasedvs.
Push Pullvs.
Automation Manualvs.
Release deployed to all areas in
one operation
Release deployed in
increments according to a
rollout plan
Release is made available for
users to access when they
need it
Installing the release by hand
Release is deployed from a
central location delivering to all
users
Using distribution tools to
distribute the release
Big bang and Phased rollout
Phased deployment across geographical
locations
Early life support (ELS) provides the opportunity to
transition the new or changed service to Service
Operations in a controlled manner and establish the
new service capability and resources.
Early life support
Benefits of targeted early life support
The underlying concept to which Service Testing and
Validation contributes is quality assurance – stablishing
that the Service Design and release will deliver a new
or changed service or service offering that is fit for
purpose and fit for use.
Service Validation and Testing
Evaluation is a generic process that considers whether
the performance of something is acceptable, value for
money etc. – and whether it will be proceeded with,
accepted into use, paid for, etc.
Evaluation
Správa software (SAM)
Audit SW licencí
Občanskoprávní odpovědnost na základě autorského zákona
• náhrada způsobené škody; místo skutečně ušlého zisku se může autor domáhat náhrady ušlého zisku
ve výši odměny, která by byla obvyklá za získání licence k užití díla v době jeho užití
• Vydání bezdůvodného obohacení ve výši dvojnásobku ceny licence k užití díla
Přestupková odpovědnost na základě autorského zákona (z.č. 200/1990 Sb § 105c)
• pokuta 150 000 Kč či 100 000 Kč či 50 000 Kč
• náhrada škody
Trestní odpovědnost na základě trestního zákona (z.č. 40/2009 Sb.)
• Zasáhne nikoli nepatrně do zákonem chráněných práv (škoda nejméně 5.000 Kč)
• odnětí svobody až na dva roky
• Při značném rozsahu či získání značného prospěchu (škoda nejméně 500.000 Kč)
• odnětí svobody na šest měsíců až 5 let
• propadnutí věci (např. PC, CD&DVD, kamera apod.)
• náhrada škody
• Prospěch velkého rozsahu nebo způsobí-li tím jinému škodu velkého rozsahu
Následky porušení autorského práva
Složitá licenční politika znemožňuje správné evidování licencí v ERP nebo v
účetním systému
Ruční zjištění skutečného stavu ve společnosti je nemožné
Popis problematiky SW auditu
Risk Management Model
Procesy ISO SAM 19770
Vyhodnocení SW auditu - Paret 80/20
Zákazník dokáže snadno
identifikovat chybějící nebo
přebývající licence
Zákazník dokáže snadno změřit
velikost rizika
Některé licence jsou zaváděny jednotlivě, jiné licence
jako „balík“.
Nové verze evidovány jako zhodnocení majetku, které
jako nový nehmotný majetek.
OEM licence nejsou evidovány vůbec (jsou součástí
hmotného majetku).
Evidence SW licencí
Řešení pořádku v SW licencích
Nehmotný majetek
v ERP nebo jiném
účetním systému
✓ inventární číslo
✓ číslo faktury
✓ datum nákupu
✓ dodavatel
✓ číslo faktury
✓ zůstatková cena
✓ atd.
IT evidence
v ALVAO
✓ inventární číslo
✓ číslo faktury
(nebo nabývacího
dokladu)
✓ Schválený SW
✓ SW vzory
✓ licenční logika
✓ vazby na SW vzor
✓ vazby PC vs. licence
✓ vyhodnocení
✓ atd.
Řešení pořádku v SW licencích
Evidence
nakoupených
Licencí
ALVAO Asset
Management
SAM
Report
pro manažera
Incident
ALVAO Service Desk
Knihovna SW produktů
ALVAO Internet Server
Video: SAM Assistant
Interní SW audit
Přínosy pro IT manažera
Přínosy pro IT manažera
Knowledge Management
ITIL: Service Transition
The purpose of Knowledge Management is to ensure
that the right information is delivered to the
appropriate place or competent person at the right
time to enable informed decision.
The goal of Knowledge Management is to enable
organizations to improve the quality of management
decision making by ensuring that reliable and secure
information and data is available throughout the
service lifecycle.
Purpose & goal
Knowledge Management
Knowledge Management - DIKW
Learning styles
Knowledge visualization
Driving behavior
Seminars, Webinars and advertising
Journals and newsletters
Knowledge transfer
The experience of staff
Records of peripheral matters, e.g. weather, user
numbers and behaviour, organization’s performance
figures
Suppliers’ and partners’ requirements, abilities and
expectations
Typical and anticipated user skill levels.
Service Knowledge Management System (SKMS)
KB - Determine and prioritize
technology needs
Relationship of the CMDB, CMS, SKMS
Incidents and lost time categorized as ‘lack of user
knowledge’
Average diagnosis and repair time for faults fixed in-
house
Incidents related to new or changed services fixed by
reference to knowledge base.
Measuring benefit
Bude výpadek 🙁 –> nová verze.
vs.
Nové funkce! Nová verze! Super! 🙂
IT komunikace a IT Marketing
Service Design
ITIL Core
Service Catalogue Management
Service Level Management
Capacity Management
Availability Management
IT Service Continuity Management
Information Security Management
Supplier Management
Transition planning and support
Change Management
Service asset and configuration managem
Release and deployment management
Service validation and testing
Evaluation
Knowledge management
Event Management
Incident Management
Request Fulfilment
Problem Management
Access Management
Service Desk
Technical Management
IT Operations Management
Application Management
Financial Management
Return on Investment
Service Portfolio Management
Demand Management
7-Step Improvement Process
A service is a means of delivering value to customers
by facilitating outcomes customers want to achieve
without the ownership of specific costs and risks.
Value Proposition for Service Design
These are the design of:
• New or changed services
• Service Management systems and tools, especially the
Service Portfolio, including the Service Catalogue
• Technology architecture and management systems
• The processes required
• Measurement methods and metrics.
Five individual aspects of Service Design
Producing quality, secure and resilient designs for new
or improved services
Taking service strategies and ensuring they are
reflected in the service design processes and the
service designs that are produced
Measuring the effectiveness and efficiency of service
design and the supporting processes
Service Design goals
The Four Ps
Scope of Service Design
Document(s) defining all aspects of an IT service and
its requirements through each stage of its lifecycle. A
service design package is produced for each new IT
service, major change or IT service retirement.
This pack is then passed from Service Design to
Service Transition and details all aspects of the service
and its requirements through all of the subsequent
stages of its lifecycle.
Service design package (SDP)
Service Catalogue Management
ITIL: Service Design
The purpose of Service Catalogue Management is to
provide a single source of consistent information on all
of the agreed services, and ensure that it is widely
available to those who are approved to access it.
Purpose of Service Catalogue Manag.
The objective of Service Catalogue Management is to
manage the information contained within the Service
Catalogue, and to ensure that it is accurate and
reflects the current details, status, interfaces and
dependencies of all services that are being run, or
being prepared to run, in the live environment.
Objective of Service Catalogue Manag.
A database or structured Document with information
about all Live IT Services, including those available for
Deployment. The Service Catalogue is the only part of
the Service Portfolio published to Customers, and is
used to support the sale and delivery of IT Services.
The Service Catalogue includes information about
deliverables, prices, contact points, ordering and
request Processes.
Service Catalogue
The complete set of Services that are managed by a
Service Provider. The Service Portfolio is used to
manage the entire Lifecycle of all Services, and
includes three Categories: Service Pipeline (proposed
or in Development); Service Catalogue (Live or
available for Deployment); and Retired Services. See
also Service Portfolio Management.
Service Portfolio
Business vs. Technical Service Catalogue
Srozumitelný katalog služeb
Service Level Management
ITIL: Service Design
SLM negotiates, agrees and documents appropriate IT
service targets with representatives of the business,
and then monitors and produces reports on the
service provider’s ability to deliver the agreed level of
service.
Service Level Management
The goal of the Service Level Management process is
to ensure that an agreed level of IT service is provided
for all current IT services, and that future services are
delivered to agreed achievable targets.
Proactive measures are also taken to seek and
implement improvements to the level of service
delivered.
Purpose of Service Level Management
Define, document, agree, monitor, measure, report and
review the level of IT services provided
Provide and improve the relationship and communication
with the business and customers
Ensure that specific and measurable targets are developed
for all IT services
Monitor and improve customer satisfaction with the quality
of service delivered
Service Level Management objectives
An Agreement between an IT Service Provider and a
Customer. The SLA describes the IT Service,
documents Service Level Targets, and specifies the
responsibilities of the IT Service Provider and the
Customer. A single SLA may cover multiple IT Services
or multiple customers. See also Operational Level
Agreement.
Service Level Agreement (SLA)
An Agreement between an IT Service Provider and another
part of the same Organization. An OLA supports the IT
Service Provider’s delivery of IT Services to Customers. The
OLA defines the goods or Services to be provided and the
responsibilities of both parties. For example there could be
an OLA:
• Between the IT Service Provider and a procurement
department to obtain hardware in agreed times
• Between the Service Desk and a Support Group to provide
Incident Resolution in agreed times.
Operational Level Agreement (OLA)
A Contract between an IT Service Provider and a Third
Party. The Third Party provides goods or Services that
support delivery of an IT Service to a Customer.
The Underpinning Contract defines targets and
responsibilities that are required to meet agreed
Service Level Targets in an SLA.
Underpinning Contract (UC)
Service Level Management – SLA/OLA
Relationship between
the customers, SLA,
OLA and UC.
End to end
Desktop Service
SLA / OLA / UC
Some organizations have found that, in reality, ‘poor
response’ is sometimes a problem of user perception.
The user, having become used to a particular level of
response over a period of time, starts complaining as
soon as this is slower.
Take the view that ‘if the user thinks the service is slow,
then it is’.
Poor Response
Objective:
• Number or percentage of service targets being met
• Number and severity of service breaches
• Number of services with up-to-date SLAs
• Number of services with timely reports and active service
reviews.
Subjective:
• Improvements in customer satisfaction.
Key Performance Indicators
Don’t fall into the trap of using percentages as the only
metric. It is easy to get caught out when there is a small
system with limited measurement points (i.e. a single failure
in a population of 100 is only 1%; a single failure in a
population of 50 is 2% – if the target is 98.5%, then the SLA
is already breached).
Always go for number of incidents rather than a percentage
on populations of less than 100, and be careful when targets
are accepted. This is something organizations have learned
the hard way.
Trap of using percentages
SLAM chart give an ‘at-a-glance’ overview of how
achievements have measured up against targets.
SLA monitoring chart (SLAM)
Capacity Management
ITIL: Service Design
The goal of the Capacity Management process is to
ensure that cost-justifiable IT capacity in all areas of IT
always exists and is matched to the current and future
agreed needs of the business, in a timely manner.
Capacity management
Pattern of Business Activity (PBA)
Business Capacity Management
Service Capacity Management
Component Capacity Management
Capacity Management sub-processes
Capacity Management sub-processes
• Processor / Memory utilization
• Per cent processor per transaction type
• IO rates (physical and buffer) and device utilization
• Queue lengths
• Disk utilization
• Response times
• Concurrent user numbers
• Network traffic rates.
Utilization monitoring
Availability Management
ITIL: Service Design
The scope of the Availability Management process
covers the design, implementation, measurement,
management and improvement of IT service and
component availability.
Availability Management
Service availability: involves all aspects of service
availability and unavailability and the impact of
component availability, or the potential impact of
component unavailability on service availability
Component availability: involves all aspect
Two interconnected levels:
Ability of an IT service or other configuration item to
perform its agreed function when required. Availability
is determined by reliability, maintainability,
serviceability, performance and security.
Availability is usually calculated as a percentage. This
calculation is often based on agreed service time and
downtime. It is best practice to calculate availability of
an IT service using measurements of the business
output.
Availability / Dostupnost
(Agreed Service Time – downtime)
Availability (%) = —————————————— X 100 %
Agreed Service Time
Note: Downtime should only be included in the above calculation
when it occurs within the Agreed Service Time (AST). However, total
downtime should also be recorded and reported.
Availability as a percentage:
A measure of how long a service, component or CI
can perform its agreed function without interruption.
The reliability of the service can be improved by
increasing the reliability of individual components or
by increasing the resilience of the service to individual
component failure (i.e. increasing the component
redundancy, e.g. By using load-balancing techniques).
Reliability / Spolehlivost
It is often measured and reported as Mean Time Between Service
Incidents (MTBSI) or Mean Time Between Failures (MTBF):
Available time in hours
Reliability = —————————————
(MTBF in hours) Number of breaks
Available time in hours – Total downtime in hours
Reliability = ——————————————————————
(MTBSI in hours) Number of breaks
Reliability -> MTBSI / MTBF
A measure of how quickly and effectively a service,
component or CI can be restored to normal working
after a failure.
It is measured and reported as Mean Time to Restore
Service (MTRS).
Note: Mean Time to Repair (MTTR) is sometimes incorrectly used
instead of mean time to restore service.
Maintainability / Udržovatelnost
Total downtime in hours
Maintainability = ——————————————
(MTRS in hours) Number of service breaks
Maintainability -> MTRS
MTTR / MTRS / MTBF / MTBSI
Expanded incident lifecycle
The most important availability measurements are those that reflect
and measure availability from the business and user perspective.
Availability vs. user perspective
Availability vs. Overall Costs
Every failure is an important ‘moment of truth’ – an
opportunity to make or break your reputation with the
business.
Failure = Moment of Truth
A document that identifies the effect of planned
changes, maintenance activities and test plans on
agreed service levels.
Projected Service Outage (PSO)
IT Service Continuity
Management
The goal of ITSCM is to support the overall Business
Continuity Management process by ensuring that the
required IT technical and service facilities (including
computer systems, networks, applications, data
repositories, telecommunications, environment,
technical support and Service Desk) can be resumed
within required, and agreed, business timescales.
IT Service Continuity Management
The business process responsible for managing risks
that could seriously affect the business.
The process involves reducing risks to an acceptable
level and planning for the recovery of business
processes should a disruption to the business occur.
Business continuity management sets the objectives,
scope and requirements for IT service continuity
management.
Business Continuity Management (BCM)
Business impact analysis is the activity in business
continuity management that identifies vital business
functions and their dependencies. These
dependencies may include suppliers, people, other
business processes, IT services etc. Business impact
analysis defines the recovery requirements for IT
services. These requirements include recovery time
objectives, recovery point objectives and minimum
service level targets for each IT service.
Business Impact Analysis (BIA)
Risk Management Model
Business impacts
• A revised ITSCM policy and strategy
• A set of ITSCM plans, including all Crisis Management,
Emergency Response Plans and Disaster Recovery
• Plans, together with a set of supporting plans and contracts
with recovery service providers
• Business Impact Analysis exercises and reports, in conjunction
with BCM and the business
• Risk Analysis and Management reviews and reports, in
conjunction with the business, Availability
• An ITSCM testing schedule, ITSCM test scenarios, test reports
and reviews.
Outputs ITSCM
Information Security
Management
The goal of the ISM process is to align IT security with
business security and ensure that information security
is effectively managed in all service and Service
Management activities.
Is responsible for the availability, confidentiality and
integrity of data.
Information security management
• Information is available and usable when required, and the
systems that provide it can appropriately resist attacks and
recover from or prevent failures (availability)
• Information is observed by or disclosed to only those who have
a right to know (confidentiality)
• Information is complete, accurate and protected against
unauthorized modification (integrity)
• Business transactions, as well as information exchanges
between enterprises, or with partners, can be trusted
(authenticity and non-repudiation).
Security objectives
• An overall Information Security Policy
• Use and misuse of IT assets policy
• An access control policy
• A password control policy
• An e-mail policy
• An internet policy
• An anti-virus policy
• An information and document classification policy
• A remote access policy
• Etc.
Information Security Policy
Supplier Management
ITIL: Service Design
The goal of the Supplier Management process is to
manage suppliers and the services they supply, to
provide seamless quality of IT service to the business,
ensuring value for money is obtained.
Is responsible for managing relationships with vendors.
Supplier management
Supplier categorization
Service Strategy
ITIL Core
Service Catalogue Management
Service Level Management
Capacity Management
Availability Management
IT Service Continuity Management
Information Security Management
Supplier Management
Transition planning and support
Change Management
Service asset and configuration managem
Release and deployment management
Service validation and testing
Evaluation
Knowledge management
Event Management
Incident Management
Request Fulfilment
Problem Management
Access Management
Service Desk
Technical Management
IT Operations Management
Application Management
Financial Management
Return on Investment
Service Portfolio Management
Demand Management
7-Step Improvement Process
Enabling the service provider to have a clear
understanding of what levels of service will make their
customers successful.
Enabling the service provider to respond quickly and
effectively to changes in the business environment.
Support the creation of a portfolio of quantified
services.
Service Strategies Value to the Business
All people who have an interest in an Organization,
Project, IT Service, etc.
Stakeholders may be interested in the Activities,
Targets, Resources, or Deliverables.
Stakeholders may include Customers, Partners,
Suppliers, Employees, Owners, etc.
Stakeholders
Customer – pay (managers)
User – use (day-to-day)
Stakeholders: Customer vs. User
From the customer’s perspective, value consists of two
primary elements: utility or fitness for purpose and
warranty or fitness for use.
Value composition
Utility
what the
customer
gets
Warranty
how it is
delivered
Value
Value Creation
Utility: outcomes / constraints
An organization supplying services to one or more
internal customers or external customers.
Service provider is often used as an abbreviation for IT
service provider.
Service provider type:
• Type I – internal service provider
• Type II – shared services unit
• Type III – external service provider
Service Provider
Internal service provider
Shared services unit
External service provider
Ensuring that Policies and Strategy are actually
implemented, and that required Processes are
correctly followed.
Governance includes defining Roles and
responsibilities, measuring and reporting, and taking
actions to resolve any issues identified.
Governance
Centralized / Decentralized organization
The process responsible for maintaining a positive
relationship with customers.
Business relationship management identifies customer
needs and ensures that the service provider is able to
meet these needs with an appropriate catalogue of
services.
This process has strong links with service level
management.
Business Relationship Management
Pick a customer and carefully analyse their business to
understand the ecosystem in which they operate.
• What conditions make the customer’s business grow?
• How do your services create or sustain such conditions?
• What challenges and opportunities does their business face?
• How do your services help your customer address them?
Understanding the customer’s business
Financial Management
ITIL: Service Strategy
IT manažer (CIO), CEO a CFO řeší:
• Jak stanovit IT rozpočet?
• Jak řešit jeho správné čerpání?
• Jít do outsourcingu?
• Jak najít optimální úroveň kvality?
Společný záměr:
• Neplýtvat penězi a čerpat IT rozpočet transparentně.
Výchozí stav
Identifikace problému
Infrastruktura (IT, budovy, autodoprava, ...)
Výzkum, vývoj, rozvoj technologií a systémů
Řízení lidských zdrojů
Nákup
Zisk
Vývoj Výroba Prodej Služby Marketing
Měřit spotřebu servisních služeb
Cost categories such as hardware, software, labour,
administration, etc.
These attributes assist with reporting and analysing
demand and usage of services and their components
in commonly used financial terms.
Cost Types
Classification addresses different accounting
methodologies that are required by the business and
regulatory agencies.
Capital / Operational costs
This designation determines whether a cost will be
assigned directly or indirectly to a consumer or service.
Direct costs are charged directly to a service since it is
the only consumer of the expense.
Indirect or ‘shared’ costs are allocated across multiple
services since each service may consume a portion of
the expense.
Direct / Indirect costs
This segregation of costs is based on contractual
commitments of time or price.
The strategic issue around this classification is that the
business should seek to optimize fixed service costs
and minimize the variable in order to maximize
predictability and stability.
Fixed / Variable costs
Traditional Chart of Accounts
Notional charging – „twobook“ model
Tiered subscription – gold, silver and bronze levels
Metered usage – real-time usage (hours, days or weeks)
Direct Plus – service are charged + shared indirect costs
(costs attributed directly to a service)
Fixed or user cost – by an agreed denominator such as
number of users
Chargeback models
IT začalo vést přesnou evidenci IT majetku na
konkrétní zaměstnance
1. Evidence IT majetku
Stanovení měsíční
ceny za veškerý HW,
SW
2. Evidence poskytování služeb
@
intranet
e-mail
Service Desk
telefon nebo
osobně
Stanovení ceny za
požadavek a interní
hodinovou sazbu
Manažeři vidí kolik IT zdrojů spotřebují jeho podřízení
Vnitrofakturace IT nákladů
Ukázání IT nákladů
Náklady za IT služby
Rozpad IT nákladů
Začala fungovat tržní samoregulace
• Uvážlivé čerpání služeb
• Vracení IT majetku
Zlepšily se IT služby
• Narovnal se vztah: zákazník – dodavatel
• Pozitivní zpětná vazba z průzkumu spokojenosti
Přínosy
Šetřete tím, že nastavíte uvnitř společnosti zdravou
tržní atmosféru a aktivujete tak autoregulační systém
Začněte jednoduše ukazováním spotřeby
Nezabývejte se detaily, důležitý je princip
Automatizujte systém, aby vnitrofakturace byla co
nejjednodušší
Doporučení na závěr
Return on Investment
ITIL: Service Strategy
A measurement of the expected benefit of an
investment. In the simplest sense, it is the net profit of
an investment divided by the net worth of the assets
invested.
When dealing with financial officers, ROI most likely means
ROIC (Return on Invested Capital), a measure of business
performance. This is not the case here. In service
management, ROI is used as a measure of the ability to use
assets to generate additional value.
Return on Investment (ROI)
A measurement of the expected benefit of an
investment. Value on investment considers both
financial and intangible benefits.
The extra value created by establishment of benefits
that include non-monetary or long-term outcomes.
ROI is a subcomponent of VOI.
Value On Investment (VOI)
A technique used to help make decisions about capital
expenditure. It calculates a figure that allows two or
more alternative investments to be compared. A larger
internal rate of return indicates a better investment.
Internal Rate of Return (IRR)
A technique used to help make decisions about capital
expenditure. It compares cash inflows with cash
outflows. Positive net present value indicates that an
investment is worthwhile.
Net Present Value (NPV)
ROI - NPV, IRR, and Payback
A methodology used to help make investment
decisions. TCO assesses the full Lifecycle cost of
owning a Configuration Item, not just the initial cost or
purchase price.
Total Cost of Ownership (TCO)
Service Portfolio Management
ITIL: Service Strategy
The process responsible for managing the service
portfolio. Service portfolio management ensures that
the service provider has the right mix of services to
meet required business outcomes at an appropriate
level of investment. Service portfolio management
considers services in terms of the business value that
they provide.
Service Portfolio Management (SPM)
Service Pipeline and Service Catalogue
Services investments are split between three strategic
categories:
• Run the business (RTB) – RTB investments are centred on
maintaining service operations
• Grow the business (GTB) – GTB investments are intended to
grow the organization’s scope of services
• Transform the business (TTB) – TTB investments are moves into
new market spaces
Services investments
The investment categories are further divided into
budget allocations:
• Venture – create services in a new market space.
• Growth – create new services in existing market space.
• Discretionary – provide enhancements to existing services.
• Non-discretionary – maintain existing services
• Core – maintain business critical services
Investment categories
Investment categories - budget
Demand Management
ITIL: Service Strategy
Demand Management is a critical aspect of service
management. Poorly managed demand is a source of
risk for service providers because of uncertainty in
demand.
Excess capacity generates cost without creating value
that provides a basis for cost recovery. Customers are
reluctant to pay for idle capacity unless it has value for
them.
Demand Management
Tight coupling between
demand and capacity
Business activity influences patterns of demand for services
Pattern of Business Activity (PBA)
Service packages
Continual Service Improvement
ITIL Core
Service Catalogue Management
Service Level Management
Capacity Management
Availability Management
IT Service Continuity Management
Information Security Management
Supplier Management
Transition planning and support
Change Management
Service asset and configuration managem
Release and deployment management
Service validation and testing
Evaluation
Knowledge management
Event Management
Incident Management
Request Fulfilment
Problem Management
Access Management
Service Desk
Technical Management
IT Operations Management
Application Management
Financial Management
Return on Investment
Service Portfolio Management
Demand Management
7-Step Improvement Process
The primary purpose of CSI is to continually align and
realign IT services to the changing business needs by
identifying and implementing improvements to IT
services that support business processes. These
improvement activities support the lifecycle approach
through Service Strategy, Service Design, Service
Transition and Service Operation. In effect, CSI is about
looking for ways to improve process effectiveness,
efficiency as well as cost effectiveness.
Continual Service Improvement (CSI)
Review, analyse and make recommendations on
improvement opportunities in each lifecycle phase.
• Review and analyse Service Level Achievement results.
• Identify and implement individual activities to improve IT
service quality and improve the efficiency and effectiveness of
enabling ITSM processes.
• Improve cost effectiveness of delivering IT services without
sacrificing customer satisfaction.
• Ensure applicable quality management methods are used to
support continual improvement activities.
CSI objectives
Deming Cycle
Continual Service Improvement model
Metrics purposes
7-Step Improvement Process
ITIL: Continual Service Improvement
7-Step Improvement Process
At the onset of the service lifecycle, Service Strategy
and Service Design should have identified this
information. CSI can then start its cycle all over again
at ‘Where are we now?’ This identifies the ideal
situation for both the Business and IT.
1. Define what you should measure
This activity related to the CSI activities of ‘Where do
we want to be?’ By identifying the new service level
requirements of the business, the IT capabilities
(identified through Service Design and implemented
via Service Transition) and the available budgets, CSI
can conduct a gap analysis to identify the
opportunities for improvement as well as answering
the question ‘How will we get there?’
2. Define what you can measure
In order to properly answer the ‘Did we get there?’
question, data must first be gathered (usually through
Service Operations). Data is gathered based on goals
and objectives identified. At this point
3. Gathering the data
Here the data is processed in alignment with the CSFs
and KPIs specified. This means that timeframes are
coordinated, unaligned data is rationalized and made
consistent, and gaps in data are identified. The simple
goal of this step is to process data from multiple
disparate sources into an ‘apples to apples’
comparison. Once we have rationalized the data we
can then begin analysis.
4. Processing the data
Here the data becomes information as it is analysed to
identify service gaps, trends and the impact on
business. It is the analysing step that is most often
overlooked or forgotten in the rush to present data to
management.
5. Analysing the data
Here the answer to ‘Did we get there?’ is formatted
and communicated in whatever way necessary to
present to the various stakeholders an accurate picture
of the results of the improvement efforts. Knowledge is
presented to the business in a form and manner that
reflects their needs and assists them in determining
the next steps.
6. Presenting and using the information
The knowledge gained is used to optimize, improve
and correct services. Managers identify issues and
present solutions. The corrective actions that need to
be taken to improve the service are communicated
and explained to the organization.
Following this step the organization establishes a new
baseline and the cycle begins anew.
7. Implementing corrective action
From vision to measurements
CSF: Improving IT service quality
KPI: 10 percent increase in customer satisfaction rating for handling
incidents over the next 6 months.
Metrics required:
• Original customer satisfaction score for handling incidents
• Ending customer satisfaction score for handling incidents.
Measurements:
• Incident handling survey score
• Number of survey scores.
Qualitative example
Technology metrics (performance, availability etc. of
component and application)
Process metrics (CSFs, KPIs and activity metrics for
processes; health of a process)
Service metrics (end-to-end service; component
metrics are used to compute the service metrics)
Three types of Metrics
Implementace ITIL
K čemu to je?
Kdo to má používat?
ITIL?
Jaké firmy, organizace, společnosti si nasadí ITIL?
Jak jsou velké?
Kdo má v ČR ITIL?
ITIL?
Provides:
• Best practices for ITSM
• Common language
• Drives continual improvement
ITIL
ITIL provides the foundation for quality IT Service
Management. IT actively supports corporate aims by
offering services which are based on efficient principles
and adequately fulfill business requirements. It can
become a profit generator instead of being seen as an
inevitable cost burden.
Why should you adopt ITIL?
The introduction of a consistent set of processes will
highlight potential weaknesses in the previous
operations and encourages pro-active improvements.
Shortened resolution times, better management
control, more reliable IT services and the
implementation of permanent solutions to formally
acknowledged problems are just some of the many
ways ITIL will revolutionize your IT services.
ITIL Improved Service Quality
By applying ITIL Best Practice to your IT operations
you can take advantage of many ways of better cost
control and cost reduction.
A lower Total Cost of IT Ownership (TCO) will be
achieved through increased efficiency and productivity,
lower incident volumes, faster incident resolution and
less business disruption because of service failures.
ITIL Cost Reduction
It is no longer enough to simply maintain the IT
infrastructure by adjusting and upgrading it after the
need has arisen - today's IT managers are expected to
support the success of the entire business by planning
ahead and pro-actively shaping the business IT
environment. Because ITIL has been devised by
leading industry practitioners you can rest assured that
you are implementing proven best-of-breed
procedures.
ITIL Pro-active IT Management
• IT services which align better with business priorities and objectives,
meaning that the business achieves more in terms of its strategic objectives
• Known and manageable IT costs, ensuring the business better plans its
finances
• Increased business productivity, efficiency and effectiveness, because IT
services are more reliable and work better for the business users
• Financial savings from improved resource management and reduced
rework
• More effective change management, enabling the business to keep pace
with change and drive business change to its advantage
• Improved user and customer satisfaction with IT
• Improved end-customer perception and brand image.
Benefits of adopting ITIL
Vychází z 23 studií o používání ITIL
USA, Spojené království, Austrálie, Německo nebo Jižní Afrika atd.
Vztaženo na počet obyvatel používá ITIL 30% až 60% organizací.
V jednom případě je to až 85%.
Prvními třemi přínosy:
• Spokojenost zákazníka
• Kontrola nákladů
• Rychlejší odezva a řešení
Přehled o stavu ITIL
Vydáme směrnice? Popíšeme procesy? -> ani náhodou! ;-)
Především musí změnit myšlení IT lidí.
Většina IT lidí chodí do práce s tím, že když se někomu
něco rozbije, tak oni jsou na telefonu a ad-hoc to opraví.
To že sedí na židli a čekají na telefonu považují za smysl
svojí práce.
Můj kamarád to definoval jako: Koule na dveřích, pantofle a
„někde tady běhá“
Jak to ITSM zavedeme?
Kulturní změna…
Ta se neobejde bez intenzivního vzdělávání.
Všichni musí na školení ITIL.
Oni si sami pak vytvoří svoje směrnice a postupy, tak
jak si je dělali do dnes.
Můžeme jim ukázat, jak by to mělo být, ale oni musí
chtít.
Jak to ITSM zavedeme?
Guiding Principles
Are recommendations that try to help an organization maximize
output value.
Universal and independent on specific goals, strategies, type of work or
management structure of the concrete business environment.
Used by other frameworks, methods or standards such as Lean, Agile,
DevOps, SCRUM,…
Not affected by changes in an organization.
Enable the organization to effectively integrate other methods to
manage service management.
Applies to all levels of an organization.
ITIL guiding principles
1. Focus on value
2. Start where you are
3. Progress iteratively with feedback
4. Collaborate and promote visibility
5. Think and work holistically
6. Keep it simple and practical
7. Optimize and automate
Seven basic guiding principles
Everything should somehow deliver value to specific people (customers,
stakeholders, employees, etc.)
Satisfying people's needs should be the organization's primary focus to produce
value.
Understanding how and to whom an organization delivers value is crucial for
business success.
Focus all your plans, policies, attitudes, products and behaviour on value.
What brings value to people changes over time (age, competition, changes in
macro perspective).
Organizations should detect changes and adapt the business process to match
new circumstances.
1. Focus on value
Assess the current situation in the organization.
Identify things that deliver actual value and can be reused in future.
Understand where your organization and its processes, practices, and
business value currently is.
Try to reuse any resources before throwing them away.
Build on current processes that you are doing well. Find their weak
points, and look from another perspective.
New ideas should at first be integrated into already existing processes.
Start from scratch only if it is not possible.
2. Start where you are
This principle encourages working iteratively with embedded feedback
after each iteration.
Organise work into smaller, more manageable sections that deliver
something valuable that can be executed and completed promptly.
Separate work into teams that can work independently at once.
Make little improvements to deliver value early and often to your
customers and get feedback from them.
Regularly analyse the feedback and improve the product based on it.
Show progress to stakeholders or customers to discover if you are
going the right way.
3. Progress iteratively with feedback
Involve the right people in the right way at the right time to make the
best decisions based on better quality information.
Connect with your customers, involved parties and stakeholders.
Active collaboration of people with shared goals should be promoted
to increase output value.
Share information, knowledge and skills between everyone involved.
Make the progress of employees available to others so that there is
transparency, visibility and a sense of urgency to the work required.
Calling for help should be safe, easy and encouraged (Service desk,
Help desk, etc.)
4. Collaborate and promote visibility
Recognize the complexity of the system and organization as a whole.
Eliminate narrow thinking and try to comprehend the bigger picture of
the system.
Encourage everyone to think holistically as a team (we are in it together
– winning or losing).
Consider how we fit into this system and how our outputs and
outcomes affect other participants.
Doing what you are best at is not always the best thing to do for your
company. You should do different things to gain a broader perspective.
5. Think and work holistically
Every process, person or resource has its use and brings
value to the overall system.
Keep things simple so that they can be done better, faster
and with less conflict
Look for patterns and ways to simplify the system to
increase efficiency and visibility.
Prevent overdoing and overcomplicating things. Make it
easy so that everyone can understand it.
Get exactly the results that are needed, not more, not less.
6. Keep it simple and practical
Try to maximize productivity by automating everything that can
be automated economically.
Automatization can reduce the needed workforce and hence
also reduce cost.
However, automation can quickly become quite costly, therefore
feasibility and costs cannot be overlooked.
Make everything as effective and useful as it needs to be. Do not
overdo it.
Consider automation in every process, routine, area, etc., within
the company.
7. Optimize and automate
There are 7 basic guiding principles.
The guiding principles embody the core of ITIL and service
management in general.
They establish good practices, actions and decisions at all levels.
They guide organizations in their work as they adopt them with
other ITIL guidelines to their specific needs and circumstances.
The guiding principles encourage and support organizations in
continual improvement.
Brief summary