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Zensar Technologies Limited

A CMMI Level 5 Company

ITIL V3 Foundation

IT Service Management

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First Things First

• Duration & Timings


• Tea/Coffee and Lunch Breaks
• Handling cell-phone calls

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Agenda

• Day 1
– Course Introduction
[Section 1]
– Service Management – Basic concepts
[Section 2]
– Lifecycle of a Service
[Section 3]
– Key Principles, Models and Concepts
[Section 4]
– ITIL Core Concepts
• Service Operations
• Day 2
– ITIL Core Concepts (Cont.)
• Continuous Service Improvement
• Service Transition
• Service Design
• Day 3
• Service Strategy
[Section 5]
– Technology and Architecture
– ITIL Examination and Qualifications
– Revision / Pending queries
– Assessment

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Introductions

• Name
• Current Work
• Experience – Total IT and ITIL related
• ITSM experience
• Expectations

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ITIL Exam – Format and structure

• Multiple Choice
• 40 Questions to be answered in 60
minutes
– 15 extra minutes if English is not your first
language
• Passing Percentage – 65
(26 correct answers out of 40)

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ITIL

• What is it?
– Stands for Information Technology Infrastructure
Library
It‟s a Framework of best practices
• Who designed it?
– An office of UK Government – The Office of
Government Commerce (OGC)
• What does it give us?
– It gives a detailed description of a number of
important IT practices with comprehensive check lists,
tasks and procedures that can be tailored to any IT
organization

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IT Infrastructure Library

• Why use it?


– Gives us „Best practice‟ for IT Service Management
• Proven „Good Practice‟ in wide industry use
– Provides details for other industry frameworks and standards such as
• ISO/IEC 20000
• COBIT
• OGC first published it in 1980s
• Updated it to V2 in 2000/2001
– Improved to cater to wider, international audience rather than just
governmental departments
– Included new types of Service delivery
• Updated to V3 in 2007
– Now includes a Service lifecycle model
– Deals at an strategic level to deliver effective business outcomes.

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Zensar Technologies Limited
A CMMI Level 5 Company

IT Service management – Basic


Concepts

Section 1

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Understanding Services

• What is a Service?
– 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
– In essence it means you do a specific job the
customer wants to get done, but does not
want to do it himself.

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Understanding Functions, Roles and
Processes

Every ITIL core text refers to different functions, roles and


processes that are associated with it.
• What is a Function?
– A Team or group of people and the tools they
use to carry out one or more processes or
activities
e.g. – Helpdesk, HR

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Understanding Functions, Roles and
Processes

• What is a Role?
– A set of responsibilities, activities and
authorities granted to a person or a team
e.g. – Helpdesk, ER or HR Manager

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Understanding Functions, Roles and
Processes

• What is a Process?
– A set of activities designed to accomplish a
specific objective. A process has specific
inputs and generates specific outputs. It may
refer to roles, responsibilities, tools and
management controls required to deliver the
outputs.

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Understanding Process (Cont.)

Process Model

Process Process
Owner Objectives
Process Control
Process Process
Triggers Documentation Feedback

Process
Process Process Process
Process Inputs Activities Metrics Roles Process Outputs
Including
Process
Process Process Process reports
Work and reviews
Procedures Improvements
Instructions

Process Enablers
Process Process

Resources Capabilities

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Characteristics of a process

Data, Information Desired outcome


& Knowledge Process

Suppliers Customers
Activity 1 Activity 2 Activity 3

Service Control & Quality

Trigger

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How to recognize a process

• It is measurable
• It delivers specific results
• Primary results are delivered to customers
and stakeholders
• It responds to specific events

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Zensar Technologies Limited
A CMMI Level 5 Company

Service lifecycle

Section 2

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Service Lifecycle

4 1
3

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Service Strategy

• Shows how to transform Service Management into


Strategic Asset and then to think and act in a strategic
manner
• Helps to clarify the relationship between various
services, systems or processes and the business
models, strategies or objectives they support.

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Service Design

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Service Design

• Provides guidance for the design and


development of services and service
management processes.
• The scope includes new services and
changes/improvements necessary to
increase or maintain the value to
customers of the lifecycle of services.

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Service Design - Scope

• Design of
– New and changed services
– Service portfolio and Service Catalog
– Technology architecture and management
systems
– Processes required
– Measurement Methods and Metrics

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Service Design – Value to Business

• Reduced Total Cost of Ownership


• Improved Quality of Service
• Improved consistency of Service
• Easier implementation of new or changed
services
• Improved Service alignment
• More effective Service performance
• More effective ITSM
• Improved information and decision making

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Service Transition

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Service Transition

Objectives
• Plan and implement the deployment of all
releases to create a new service of improve an
existing service.
• Assure that the proposed changes in Service
Design Package are realized
• Successfully steer releases through testing and
into live environment
• Transition Services to/from other organizations
• Decommission or terminate services
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Scope of Service Transition

• Management and coordination of


processes, Systems and functions to:
– Package, build, test and deploy a release into
production
– Establish the service specified in the
customer and stakeholder requirements

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Scope of Service Transition

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Service Transition – Value to Business

• Gives ability to react quickly to give „competitive edge‟


• Ease in management of mergers de-mergers,
acquisitions, transfer of services
• Higher success rate of changes and releases
• Better prediction of Service levels and warranties
• More confidence in governance and compliance
• Better estimating of resource plans and budgets
• Improved productivity of business and IT
• Timely savings following disposal or de-commissioning
• Reduced level of risk

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Service Operation

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Service Operation (SO)

• Coordination and execution of day to day


activities and processes to deliver and
manage services at agreed levels
• Ongoing management of technology that
is used to deliver and support services
• Where the plans, designs and
optimizations are executed and measured

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Service Operations - Scope

• Ongoing measurement of
– Services themselves
– Service management Process
– Technology
– People

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Service Operations – Value to Business

• Where actual value to strategy, design,


transition are realized by customers and
users
• Where Business dependency usually
comes into picture

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Achieving the Balance

• Internal IT View v External Business


View
• Stability v Responsiveness
• Quality v Cost of Service
• Reactive v Proactive

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Value of communication

• Important across all phases of service lifecycle,


but particularly so in Service Operation
• Is needed between all ITSM personnel
• Also between users, customers, partners
• Issues can be mitigated or avoided through
good communication alone in lot of cases
• To be effective, it should have –
– Intended purpose and / resultant action
– Clear audience , who should be involved in deciding
the need/ format

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Continual Service Improvement

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Continual Service Improvement

• Aims to continually align IT services to


changing business needs by identifying
and implementing improvements
• Continually looking for ways to improve
process efficiency and effectiveness as
well as cost effectiveness

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Scope of CSI

• Overall health of ITSM as a discipline and


of the services
• Alignment of the service portfolio with
business needs
• Maturity of Processes

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Value of business to CSI

• Improved Service quality, higher availability


• Gradual cost reductions and better cost
justification
• Better information about existing services and
areas for improvement
• Better business / IT alignment
• Increased flexibility and adaptability
• Improved communication
• ROI/VOI
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Interfaces with - Guidance, Methodologies, Legislation and
Standards

CMMI ISO/IEC
20000
TOGAF
eTOM
SOX
SixSigma
PMBOK
ISCO/IEC
PRINCE2 27001
SOA
COBIT ISO/IEC
M_o_R 19770

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Zensar Technologies Limited
A CMMI Level 5 Company

Key Principles, Models and


Concepts

Section 3

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Service Provider

• Is an Organization supplying services to


one or more internal or external customers

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RACI Model

• Can be used to help define roles and responsibilities


• Identifies the activities that must be performed alongside
the various individuals and roles involved
• Is an acronym that stands for four main roles of
– Responsible – person or people responsible to get the job done
– Accountable – only one can be accountable for each task
– Consulted – people who are consulted and whose opinions are
sought
– Informed – People who are kept up-to-date on progress

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RACI – an Example

Director Service Problem Security Procureme


Service Level Mgr Manager Manager nt Manager
Manageme
nt
Activity 1 AR C I I C

Activity 2 A R C C C

Activity 3 I A R I C

Activity 4 I A R I

Activity 5 I I A C R
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Process Owner

• Assisting in Process Design


• Documenting the process
• Making sure the process is performed as
documented
• Making sure process meets it‟s aims
• Monitoring and improving the process over
the time

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Service Owner

• The service Owner is responsible to


customer for a particular service
– Initiation and transition
– Ongoing maintenance and support
– Monitoring and reporting
– Identifying Improvement opportunities
– Prime customer contact

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Suppliers and Contracts

• Supplier
– Third party responsible for supplying goods/
services
– Which are required by service provider to
enable them to deliver services
• Contract
– A legally binding agreement between two or
more parties to supply goods or services

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Service Portfolio

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Service Catalog

• Part of Service Portfolio


• Services available for deployment or use
• Information to be shared with Customers
• Business Service Catalog
– Services of interest to customers
• Technical Service Catalog
– Underpinning Services of interest to IT

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Risk Management & Analysis

Define a Framework

Embed and review Identify the risks

Gain assurances Identify probable risk


about effectiveness owners

Evaluate the risks


Implement Responses

Set acceptable levels of risk

Define a framework

Risk Management Risk analysis

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Plan, Do, Check, Act Model

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Governance
Ensures provision of corporate Strategy and
business plan. Establishes the corporate policies and
enables the Strategic direction, objectives, critical
success target and key result areas

Corporate
Governance

Assures adherence to legal, industrial


and regulator requirements
Corporate Compliance

Enables IT Policy, standards and principles


IT Governance
and assures alignment of IT strategy to
corporate business strategy

IT Compliance
Assures the design and operability of IT
Policies, processes and key controls
IT Service
Management
Establishes, enables and executes the IT strategy.
Establishes an operational model to assure high quality, compliant IT service provisions.
Ensures effective key result areas

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Zensar Technologies Limited
A CMMI Level 5 Company

Concepts, Models, Roles and


Functions

Section 4

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Zensar Technologies Limited
A CMMI Level 5 Company

Service Operation

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Service Operation

• Processes
– Event Management
– Incident Management
– Request Fulfillment
– Problem Management
– Access management
• Functions
– Service Desk
– Technical Management
– IT Operations Management
– Application Management

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Zensar Technologies Limited
A CMMI Level 5 Company

Service Operation process -


Event Management

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Event Management

• Objectives
• Concepts
• Roles

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Event Management - Objectives

• Detects Events, make sure of them, and


determine the appropriate control action
• Is the basis for Operational Monitoring and
Control

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Event management – Basic Concepts

• Event – an alert or notification created by any IT


service, Configuration Item or Monitoring Tool.
E.g. a scheduled task is completed.
Events typically ensure that IT Ops personnel
take actions and often lead to incidents being
logged.
• Event Management – process responsible for
managing Events throughout their lifecycle
• Alert – Something that happens that triggers an
event or a call for action or human intervention
after event is filtered.
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Event Management – Logging and Filtering

Exception

Filter Warning
Event

Information

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Event Management – Managing Exceptions

Incident
Incident
Management

Incident/
Problem
Exception Problem/ Problem
Change
Management

RFC Change
Management

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Event Management – Figures and
Warnings

Incident

Incident/
Do any one or Problem/ Problem
Change
Combination of …
RFC

Alert Human
Intervention
Warning

Auto response

Information Log

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Event Management - Roles

• Event Management Roles are filled by


people in following functions –
– Service Desk
– Technical management
– Application Management
– IT Operations Management

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Zensar Technologies Limited
A CMMI Level 5 Company

Service Operation process -


Incident Management

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Incident Management

• Objectives
• Scope
• Business Value
• Basic Concepts
• Activities
• Interfaces
• Key Metrics
• Roles
• Challenges

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Incident Management - Objectives

• To restore normal Service Operation as


quickly as possible and minimize adverse
impact on the business

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Incident Management - Scope

• Managing any disruption or potential


disruption to live IT services
• Incident Identification
– Directly by users through the service desk
– Through an interface from Event Management
to Incident Management Tools
• Reported logged by technical staff

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Incident Management – Business Value

• Quicker Incident Resolution


• Improved Quality
• Reduced support costs

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Incident Management - Basic Concepts

• An Incident
– Unplanned interruption or reduction in the
quality of an IT Service
– Any event which could affect an IT Service in
the future
• Timescales
• Incident Models
• Major Incidents
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Incident Management - Activities

Incident Management

Incident Logging

Incident Categorization
Service Request
YES
IS a Service Request? Process
NO
Incident Prioritization

Major Incident YES


Process IS a Major Incident?

NO

Initial Diagnosis

YES Functional Escalation YES


YES Required?
Escalation Process
Resolution Requires
Change Management
Change??
NO
NO
Investigation & Diagnosis

Resolution & Recovery

Closure

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Incident Management - Interfaces

• Problem Management
• Service Asset and Configuration
Management
• Change Management
• Capacity Management
• Availability Management
• Service Level Management
• Event Management

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Incident Management – Key Metrics

• Total number of incidents (as a control measure)


• Breakdown of incidents at each stage
• Size of incident backlog
• Mean Time elapsed to resolution
• % First Line Fix
• % meeting Response times
• % resolution within SLA
• Number and % of Major incidents
• Number and % of incident correctly assigned first time
• Average Cost of incident handling

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Incident Management - Roles

• Incident Manager
– May be performed by Service Desk
Supervisor
• Super Users
• First Line Support
• Second Line Support
• Third Line Support (Technical
Management, IT Operations, Application
Management, Third Party Vendors)
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Incident Management - Challenges

• Quick Detection of incidents


• Ensuring logging of all incidents
• Previous history availability (incidents,
problems, known errors, changes)
• Integration with Configuration
management system, Service Level
management, Known error Database
(CMS, SLM, KEDB)
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Zensar Technologies Limited
A CMMI Level 5 Company

Service Operation process –


Request Fulfillment

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Request Fulfillment

• Objectives
• Basic Concepts
• Roles

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Request Fulfillment - Objectives

• Provide a set process channel to users to


request and receive standard services that
includes predefined approval and qualification
• Provide information to users about service
availability and procedures for obtaining services
• Source and deliver components of requested
standard services (e.g. Hardware or Software)
• To assist with general information, complaints
and comments

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Request Fulfillment – Basic Concepts

• Service Request
– From a user for information or advice, or for a
standard change
• Request Model
• Self Help

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Request Fulfillment - Roles

• Usually no dedicated staff


• Service Desk staff
• Incident Management Staff
• Service Operations Teams

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Zensar Technologies Limited
A CMMI Level 5 Company

Service Operation process –


Problem Management

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Problem Management

• Objectives
• Basic Concepts
• Roles

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Problem Management - Objectives

• Prevent problems and resulting incidents


from happening
• Eliminate recurring incidents
• Minimize impact of incidents that can not
be prevented

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Problem Management – Basic Concepts

• Problem
– Case of one or more incidents
• Problem Models
• Workaround
• Known error
• Known error database

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Problem Management – Basic Concepts
[contd..]

• Reactive problem management


– Resolution of underlying cause
– Covered in Service Operation
• Proactive problem management
– Prevention of future problems
– Generally undertaken as a part of CSI

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Problem Management - Roles

• Problem manager
• Supported by Technical Groups
– Technical management
– IT Operations
– Application Management
– Third Party Suppliers

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Zensar Technologies Limited
A CMMI Level 5 Company

Service Operation process -


Access Management

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Access Management

• Objectives
• Basic Concepts
• Roles

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Access Management - Objectives

• Granting access to authorized users the


right to use a service
• Preventing access by unauthorized users

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Access Management – Basic Concepts

• Access
• Identity
• Rights
• Service or Service Groups
• Directory Services

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Access Management - Roles

• Usually no dedicated staff


• Is an execution of Availability and
Information Security management
• Service Desk staff
• Technical Management staff
• Application Management staff
• IT Operations staff

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Service Operation Functions

Service Desk
IT Operations
Management

Technical Application
Management Management

Operations Control
Facilities Management

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Zensar Technologies Limited
A CMMI Level 5 Company

Service Operation Function –


Service Desk

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Service Desk

• Primary point of contact


• Deals with all user issues
• Coordinate across the IT organization to
meet user requirements
• May employ any of the available models or
a mixture of them
– Local, Centralized, Virtual, Follow the Sun,
Specialized Groups

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Service Desk Objectives

• Logging and categorizing Incidents, Service


Requests and some categories of change
• First line investigation and diagnosis
• Escalation
• Communication with IT staff and users
• Call closure
• Customer satisfaction
• Update CMS [if defined so]

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Service Desk Staffing

• Must have correct number and qualification considering


– Customer expectations
– Business requirements
– User base – number, language, skill levels etc.
– Coverage timings, out-of-hours, time-zones, locations, travel
times
– Processes and procedures
• Minimum qualifications
– Interpersonal skill
– Business understanding
– IT Understanding
– Skill Sets

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Service Desk Metrics

• Periodic evaluations of health, efficiency,


effectiveness and opportunity to improve
• Realistic and carefully chosen
• Examples
– First line resolution rate
– Incident reopen rate
– Average resolution time / escalation time
– Total costs for period divided by total call duration
minutes
– Number of calls in chronological reference

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Zensar Technologies Limited
A CMMI Level 5 Company

Service Operation Function –


Technical Management

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Technical Management

• Groups, Departments or teams that provide the


technical expertise and overall management of
the IT infrastructure
– Custodians of technical knowledge and expertise
related to IT infrastructure management
– Actual resources to support IT Service Management
Lifecycle
– Perform many common activities already outlines
– Execute most ITSM processes

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Technical Management Organization

• Tech teams are usually aligned to technology


they manage
• May include operational activities
• Instances are –
– Exchange / Mail systems Management
– Server Management
• Unix Server Management
– Internet / Web Management
– Network Management
– DB Management

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Technical Management - Objectives

• Design infrastructure configurations – that


are resilient, cost-effective
• Maintain infrastructure
• Support during technical failures

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Technical Management - Roles

• Technical Managers
• Team Leaders
• Technical Analysts /Architects
• Technical Operator

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Zensar Technologies Limited
A CMMI Level 5 Company

Service Operation Function – IT


Operations Management

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IT Operations Management

• Department, group or team of people responsible for


performing organization‟s day to day operational
activities, such as
– Console Management
– Job Scheduling
– Backup and Restore
– Print and Output management
– Performance of maintenance activities
– Facilities Management
– Operations Bridge
– Network Operations Centre
– Monitoring the infrastructure, applications and services

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IT Operations - Objectives

• Maintaining the „Status Quo‟ to achieve


infrastructure stability
• Identify opportunities to improve
operational performance and save costs
• Initial diagnostics and resolution of
operational incidents

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IT Operations Management - Roles

• IT Operations Manager
• Shift Leaders
• IT Operator Analysts
• IT Operators

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Zensar Technologies Limited
A CMMI Level 5 Company

Service Operation Function –


Application Management

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Application Management

• Manages Applications throughout their lifecycle


• Performed by any department, group or team
managing and supporting operational
Applications
• Role in design, testing and improvement of
Applications that form part of the IT Services
• Involved in development projects, but not usually
the same as the application development teams
• Custodian of expertise for Applications
• Provides resources throughout their lifecycle
• Guidance to IT Operations Management
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Application Management - Objectives

• Well designed, resilient, cost effective


applications
• Ensure availability of functionality
• Maintain operational applications
• Support during application failures

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Application management - Roles

• Application Manager/ Team Leaders


• Application Analyst / Architect
• Teams are usually aligned to the
application that they manage

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Zensar Technologies Limited
A CMMI Level 5 Company

Continual Service Improvement

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Continual Service Improvement (CSI)

• CSI and Organizational Change


• CSI Model
• Measurements and Metrics
• 7 Step Improvement Process
• Continual Service Improvement Roles
– Service Manager
– Continual Service Improvement Manager

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CSI and Organizational Change

• Organization change is required to have a


successful CSI
• Organizational change will present
challenges
• Formal approaches to address people
related issues
– John Kotter‟s „Eight steps to transforming your
organization‟
– Project Management

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CSI Model

Business, Vision,
What is the
Mission, goals,
Vision?
And objectives

Where are we Baseline


now? assessments

How do we keep
the momentum Where do we Measurable
Going? Want to be? targets

Service and
How do we
process
get there?
improvement

Measurement
Did we
and
get there?
metrics

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What is Service Measurement?

• The Ability to predict and report service


performance against targets of an end-to-
end service
– Will require someone to take individual
measurements and combine them to provide
a view of the customer experience
– This data can be analyzed over time to
produce a trend
– Can be collected at multiple levels (CIs,
processes, services‟
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Why Measure

To Validate To Justify
Strategic Factual
Vision Evidence

Your Measurement
Framework

To Intervene To Direct
Changes, Targets
Corrective
& Metrics
Actions

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Types of Metrics

• Technology Metrics : Typically components and


applications
such as
– Performance
– Availability
• Process Metrics : Critical Success Factors
(CSFs), Key Performance indicators (KPIs),
Activity metrics for ITSM processes
• Service Metrics : end-to-end service metrics

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The 7 Step Improvement Process -
Purpose

• Concept of measurement Fundamental to


Continual Service Improvement
• The 7 step improvement process is
designed to provide this measurement

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The 7 Step Improvement process

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Role of Continual Service Improvement
Manger

• Carries final responsibility for success of all improvement


activities
• Communicated the CSI vision across the IT organization
• Defines and reports on the CSI critical success factors,
key performance indicators and CSI activity metrics
• Coordinates CSI throughout the Service lifecycle
• Builds effective relationships with business and IT
managers
• Ensures monitoring is in place to gather data
• Works with process and service owners to identify
improvements and improve quality

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Role of Service Manager

• Manage development, implementation,


evaluation and on-going management of new
and existing products and services
• Develops business case product line strategy
and architecture
• Develops new service deployment and lifecycle
management schedules
• Performs Service Cost Management activities
• Works to instill a market focus.

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Zensar Technologies Limited
A CMMI Level 5 Company

Service Transition

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Service Transition

• Concepts
– V Model
– Configuration Item
– Configuration Management System
– Knowledge management
– Data Information Knowledge Wisdom
– Service Knowledge Management System
– Definitive Media Library
• Processes
– Change Management
– Service Asset and Configuration Management
– Release and Deployment Management
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Service Transition V Model

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Knowledge Management

• The process responsible for gathering,


analyzing, storing and sharing knowledge
and information within an organization

• Primary purpose is to improve efficiency


by reducing the need to rediscover
knowledge

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Data, Information, Knowledge, Wisdom
(DIKW)

Wisdom

Knowledge

Information

Data

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Service Knowledge (SKMS)

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Definitive Media Library

• Master copies of all software assets


– In house, external software house, COTS…
– Scripts as well as code
– Management tools and applications
– Licenses
• Quality Checked
– Complete, correct, virus scanned
• The only source for build and distribution
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CMDB and DML Relationship

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Service Transition Process flow

• Transition planning and support


• Change management
• Service Asset and Configuration
management
• Release and deployment management
• Service validation and testing
• Evaluation
• Knowledge Management

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Zensar Technologies Limited
A CMMI Level 5 Company

Service Transition Process –


Change Management

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Change Management

• Goals, Objectives, and purpose


• Scope
• Value for business
• Basic concepts
• Activities
• Roles
• Interfaces
• Key metrics
• Challenges

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Change – Objectives and Purpose

• Respond to changing business requirements


– Respond to business and IT requests to align
services with business needs to „keep the edge‟
• Minimize impact of implementing changes
– Reduce incidents, disruption and rework
• Optimize business risk
• Implement changes successfully
• Implement changes in times that meets business
needs
• User Standard processes
• Record call changes
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Change - Scope

• Addition, Modification or Removal of


– Any service or configuration item or
associated documentation
Including
– Strategic, tactical and operational changes
Excluding
– Business Strategy and process
– Anything documented as „out of scope‟

www.zensar.com
Change – Value to Business

• Prioritizing and responding to requests


• Implementing changes in required time
• Meet agreed service requirements while
optimizing costs
• Reducing failed changes and rework
• Correctly estimating quality, time and cost
• Assessing and managing risks
• Managing staff time

www.zensar.com
Change – Basic Concepts

• Change Types
– Normal
• Types are specific to organization
• Type determines what assessment is required
– Standard
• Pre-authorized with established procedure
– Emergency
• When there is insufficient time for normal handling
due to business criticality
• Should use a speeded up normal process

www.zensar.com
Change – Basic Concepts

• Change, Configuration, release and


deployment
– Should be planned together
– Should have coordinated implementation
• Remediation plans
– Every change must have a backout plan
– In case backout is not possible, a
contingency, or alternate plan must be ready

www.zensar.com
Change activities

www.zensar.com
7 Rs for 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?
• What RESOURCES are required to deliver?
• Who is RESPONSIBLE for the build, test and
implementation
• What is the RELATIONSHIP between this
change and other changes?
www.zensar.com
Change – Roles (1 of 2)

• Change Administrator
– Process Owner
– Ensures that process is followed
– Usually authorizes minor changes
– Coordinates and runs CAB meetings
– Produces change schedule
– Coordinates change/build/test/implementation
– Reviews / closes changes

www.zensar.com
Change – Roles (2 of 2)

• Change Advisor Board (CAB)


– Supports change manager
– Consulted on significant changes
– Business, Users, Application/ Technical
support, Operations, Service Desk, Service
Continuity, Capacity, Third parties….
• Emergency CAB
– Subset of standard CAB
– Membership depends on the specific change

www.zensar.com
Change - Interfaces

• Inputs
• Outputs
• Interfaces with other processes

www.zensar.com
Change - Inputs

• Change policy and strategy


• RFCs
• Change Proposals
• Service Management Plans
• Assets and configuration items
• Existing Change Management documents
– Change Schedule
– Projected Service Outage (PSO)
www.zensar.com
Change - Outputs

• Rejected and Approved RFCs


• Changes to Service and CIs
• Updated
– Change Schedule
– Projected Service Outage
• Change plans, decisions, actions…
• Change documents and records
• Management reports
www.zensar.com
Change – Process Interfaces

• Asset and Configuration management


• IT Service continuity management
• Release and deployment management
• Security Management

www.zensar.com
Change – Key Metrics

• Compliance
– Reduction in unauthorized changes
– Reduction in emergency changes
• Effectiveness
– % of changes which met requirements
– Reduction in disruptions, defects and re-work
– Reduction in changes failed/backed out
– Number of incidents attributable to changes
• Efficiency
– Benefits (Value compared to cost)
– Average time to implement [by urgency/priority/type]
– % Accuracy in change estimates

www.zensar.com
Changes - Challenges

• People who ignore the process


• Inadequate Configuration Management
• Business pressure to „Just do it‟
• Lack of „Standard Changes‟
• Scalability across large organizations

www.zensar.com
Zensar Technologies Limited
A CMMI Level 5 Company

Service Transition Process – Service


Asset & Configuration Management

www.zensar.com
Service Asset and Configuration
Management

• Objectives
• Basic Concepts
• Roles

www.zensar.com
SACM - Objectives

• For Service Assets, Configuration items and


Customer Assets (wherever applicable)
– Protect integrity throughout their lifecycle
– Provide accurate information to support business and
service management
• Establish and maintain a Configuration
Management System
– As a part of Service Knowledge Management System

www.zensar.com
SACM- Basic Concepts

• Configuration Items
• Logical Model

www.zensar.com
SACM Configuration Items Categories

• Service lifecycle CIs


– Business case, plans, design package
• Service CIs
– Service Packages, acceptance criteria
– Service Assets
• Management, organization, processes, knowledge, people,
information, applications, infrastructure, financial capital
• Organizational CIs
• Internal and External CIs

www.zensar.com
SACM Logical Model

Hierarchy and relationships between CIs

www.zensar.com
SACM - Roles

• Service Asset manager


• Configuration Manager
• Each of these is the process owner for their area
– Implement policy and standards
– Procure and manage licenses
– Agree scope, processes and procedure
– Define and procure tools
– Recruit and train staff
– Oversee collection and management of data
– Manage audits
– Provide management reports

www.zensar.com
Zensar Technologies Limited
A CMMI Level 5 Company

Service Transition Process – Release


and Deployment Management

www.zensar.com
Release and Deployment Management

• Objectives
• Basic Concepts
• Roles

www.zensar.com
Release and deployment - Objectives

• Clear, comprehensive release and deployment plans


– Supporting customer and business change projects
• Release packages can be built, installed, tested and
deployed
– Efficiently, successfully and on schedule
– With minimal impact on production services, operations, and
support teams
– Enabling new or changed services to deliver agreed service
requirements
• Skills and knowledge transfer to enable
– Customers and users to optimize use of the service
– Operations and support staff to run and support the service.

www.zensar.com
Release and deployment - Basic Concepts

• Release Unit
– CIs that are normally released together
• Typically includes sufficient components to perform
a useful function, for example
– Fully configured desktop PC, Payroll application
• Considerations will include
– Ease and amount of change needed to deploy
– Resources needed to build, test and deploy
– Interface complexity

www.zensar.com
Release and deployment - Basic Concepts

• Big Bang vs. Phased approach


– Various phased approaches – user wise, location
wise, function wise, system wise
• Deployment Type – Push or Pull?
• Automated vs. Manual deployment
• Release package
– Single release, bundled release, related releases
– Can include H/W, S/W, utility, warranty,
documentation, training, user orientation, transitions,
knowledgebase build-up…
www.zensar.com
Release and deployment - Basic Concepts

• Release and deployment models will define


– Standard approach for a release
– Overall structure for building a release
– Exit and Entry criteria for each stage
– Build and test environments
– Roles and responsibilities
– Configuration baseline model
– Template Schedules
– Release and deployment steps
– Supporting Systems
– Handover activities
www.zensar.com
Release and Deployment - Roles

• Release package and build manager


– Establishes final release configuration
– Builds final release
– Tests final delivery prior to independent testing
– Establishes and reports known errors and workarounds
– Provides input to final implementation sign off
– Interacts with various other interfaces, which are –
• Security Management
• Test Management
• Change and SACM
• Capacity management
• Availability management
• Incident management
• Quality Management

www.zensar.com
Release and deployment – Roles (Contd.)

• Deployment manager
– Final physical delivery of the service implementation
– Co-ordinates documentation and communication,
including
• Training manuals
• Customer, Service Management and technical release notes
– Plans deployment with Change, SKMS and SACM
– Technical and application guidance and support
• Including known errors and workarounds
– Feedback on effectiveness of the release
– Records metrics for deployment
• To ensure it happens within agreed SLAs

www.zensar.com
Zensar Technologies Limited
A CMMI Level 5 Company

Service Design

www.zensar.com
Service Design

• Key Concepts
– Four Ps
– Service design package
– Aspects of Service Design
• Processes
– Service Catalog Management
– Service Level Management
– Availability Management
– Information Security Management
– Supplier Management
– Capacity Management
– IT Service continuity management
www.zensar.com
Scope of Service Design – The Four Ps

• People
• Processes
• Partners
• Products

www.zensar.com
Service Design Package

• Details all aspects of service through all stages


of it‟s lifecycle
• The SDP is passed from service design to
service transition for implementation

www.zensar.com
5 Major aspects of Service Design

• Services
– Including requirements
• Service management of systems and tools
– Especially the Service Portfolio
• Technical and management architectures
– Supporting tools
• ITSM processes
• Measurement systems and metrics
www.zensar.com
Zensar Technologies Limited
A CMMI Level 5 Company

Service Design Process –


Service Catalog Management

www.zensar.com
Service Catalog management

• Objectives
• Basic Concepts
• Roles

www.zensar.com
Service Catalog management - Objectives

• Create and maintain an accurate Service


Catalog
– Single source of information on all services

www.zensar.com
Service Catalog management – Basic
Concepts

• The Service Catalog


– Part of Service Portfolio
– Details all operations services and those being
prepared for transition
– Business Service Catalog
• Details of all of the IT Services delivered to customers
• Visible to customers
– Technical Service catalog
• Details of all supporting Services
• Not usually visible to the customers

www.zensar.com
Service Catalog Management - Roles

• Service Catalog Manager


– Produce and maintain service catalog
– Ensure all operational services and those being
prepared for operational running are recorded
– Ensure all information in the Service Catalog is
accurate and up to date
– Ensure all information is consistent with the
information in the service portfolio
– Ensure all information is adequately protected and
backed up

www.zensar.com
Zensar Technologies Limited
A CMMI Level 5 Company

Service Design Process –


Service Level Management

www.zensar.com
Service Level Management

• Objectives
• Scope
• Basic value
• Business concepts
• Activities
• Key Metrics
• Roles
• Challenges
• Interfaces

www.zensar.com
Service Level Management - Objectives

• Negotiate, agree and document service


levels
• Measure, report and improve service
levels
• Communicate with business and
customers

www.zensar.com
Service Level Management- Scope

• Ensure quality of service matches


expectations
– Existing services
– Requirements for new or changed services
– Expectations and perception of the business,
customers and users

www.zensar.com
Service Level Management – Business
Value

• Provides consistent interface to the


business for all IT service related issues
• Provides feedback on service failures and
resolution actions taken
• Reliable communications channel and a
trusted relationship.

www.zensar.com
Service Level Management – Basic
concepts

Customers / Users

Service Level Agreements

Service A Service B Service C

IT Infrastructure

Operational Level Agreement Underpinning Contract

Internal Organization External Organization


www.zensar.com
Service Level Management – Basic
Activities

• Basic SLA Frameworks


• Identify Service Level Requirements (SLRs)
– Agree and document Service level agreements (SLAs)
– Negotiate and document Operational Level Agreements (OLAs) and
Underpinning contracts
• Monitor Service Performance against the SLAs
• Measure and improve Customer satisfaction
• Review and revise underpinning agreements and service scope
• Product Service reports
• Conduct service reviews and instigate improvements
• Review and revise SLAs, OLAs, and UCs
• Develop contacts and relationships
• Manage complaints and compliments

www.zensar.com
Service Level Management – Key Metrics

• Number and % of targets being met


• Number and severity of service breaches
• Number and % of up to date SLAs
• Number of services with timely reports and
service reviews
• Improvements in customer satisfaction

www.zensar.com
Service Level Management - Roles

• Service Level Manager


– Process owner
– Understand customer
– Create and maintain SLAs and OLAs
– Review and reporting
– Ensure that changes are assessed for impact
on service levels.

www.zensar.com
Service Level management - Challenges

• Identifying appropriate customer /


business representatives
• Overcoming „Current Issues‟
• Differing requirements at different levels
within customer community
• Achieving accurate monitoring of service
achievements
• Getting SLAs signed at appropriate level.
www.zensar.com
Service Level Management - Interfaces

• Service Portfolio Management


• Service Catalog Management
• Supplier Management
• Availability Management, Capacity Management
and ITSCM
– To understand risks, options and BIA
• Service Knowledge Management System
• Continuous Service Improvement
• All other service management processes
– To agree and document requires customer outcomes
www.zensar.com
Zensar Technologies Limited
A CMMI Level 5 Company

Service Design Process –


Availability Management

www.zensar.com
Availability Management

• Objectives
• Basic Concepts
• Roles

www.zensar.com
Availability Management - Objectives

• Ensure agreed level of availability is provided


• Continually optimize and improve availability of
– IT Infrastructure
– Services
– Supporting organization
• Provide cost effective availability improvements
that can deliver business and customer benefits
• Produce and maintain an availability plan

www.zensar.com
Availability Management – Basic Concepts

• Availability Management process includes


– Proactive activities
• Design and planning activities
• Planning, design and improvement of availability
– Reactive activities
• Operational activities
• Monitoring, measuring, analysis and management
of all events, incidents and problem involving
unavailability

www.zensar.com
Availability Management – Basic Concepts
(Contd.)

• Availability
– The ability of a service, component or
configuration item to perform it‟s agreed
function when it is required
– Often measured and reported as percentage
Availability(%) = (Agreed Service Time (AST) – Downtime) x 100 %
Agreed Service Time (AST)
– Most important measurements are those that
reflect availability from business and user
perspective.

www.zensar.com
Availability Management – Basic Concepts
(Contd.)

• Reliability
– Measure how long a service, component or CI can
perform it‟s agreed function without interruption
• Maintainability
– Measure how quickly and effectively a service,
component or CI can be restored to normal working
after a failure
• Serviceability
– Ability of a third party supplier to meet the terms of
their contract

www.zensar.com
Availability Management – Basic Concepts
(Contd.)

Incident Incident Incident


Start Start Start

Uptime Uptime Uptime

Service Service Service


Available Available Available

Downtime (Time to Restore) (MTRS) Downtime

System unavailable System unavailable


Availability Availability

Diagnose Recover

Detect Repair Restore

Time between system incidents Time between failures (MTBR)

Time

www.zensar.com
Availability Management – Basic Concepts
(Contd.)

• Vital Business Function (VBF)


– A function of a business process which is
critical to the success of the business
• High availability
– Minimizing or hiding the effects of a
component failure
• Fault tolerance
– Ability of an IT service, component or a CI to
operate correctly after a component failure

www.zensar.com
Availability Management – Basic Concepts
(Contd.)

• Continuous operation
– Approach or design to eliminate planned
downtime of service
• Continuous availability
– Approach or design to achieve 100%
availability
– An IT service that has no planned or
unplanned downtime

www.zensar.com
Availability Management- Roles

• Availability Manager
– Process owner
– Ensuring services deliver agreed levels of availability
– Creation and maintenance of an availability plan
– Assessing changes
– Monitoring and reporting availability
– Proactive improvement of service availability and
optimization of the IT infrastructure to optimize costs
– Assisting with investigation and diagnosis of incidents
and problems which cause availability issues

www.zensar.com
Zensar Technologies Limited
A CMMI Level 5 Company

Service Design Process – Information


Security Management

www.zensar.com
Information Security Management

• Objectives
• Basic Concepts
• Roles

www.zensar.com
Information Security Management -
Objectives

• To protect the interests of those relying on the


information
• To protect the systems and communications that deliver
the information
• Specifically related to harm resulting from failures of
– Availability
– Confidentiality
– Integrity
• The ability to do business with other organizations safely
– Authenticity
– Non-repudiation [People who generate the info can not deny the
info]

www.zensar.com
Information Security Policy – Basic
Concepts

• Information security Policy


– Must be an integral part of corporate
governance
• Information Security Management System
– Must have Information Security Policy
– Specific Security Policies that address each
aspect of Strategy, Controls and regulation
• Risk analysis and management
• Security Controls
www.zensar.com
Information Security Management - Roles

• Security Manager
– Process Owner
– Develop and maintain a security policy
– Communicate and publicize security
awareness and policy
– Perform security risk analysis and risk
management
– Monitor and manage security breaches and
incidents
www.zensar.com
Zensar Technologies Limited
A CMMI Level 5 Company

Service Design Process –


Supplier Management

www.zensar.com
Supplier Management

• Objectives
• Basic Concepts
• Roles

www.zensar.com
Supplier management - Objectives

• Manage Supplier relationships


• Negotiate and agree contracts
– In conjunction with Service Level
Management (SLM)
– Ensure that contracts and agreements are
aligned to business needs and support SLAs
• Manage contracts throughout lifecycle
• Maintain a supplier policy and a supporting
Supplier and Contract Database (SCD)
www.zensar.com
Supplier Management
Supplier and Contracts database (SCD)

Supplier strategy
& policy

Service Knowledge
Evaluation of new
Management Suppliers & Contracts
System
(SKMS)
Supplier categorization &
maintenance of the SCD Establish new
suppliers & contracts

Supplier & contract


Supplier & Contract management &
Database (SCD) performance

Supplier reports and


Information Contract renewal
and /or termination

www.zensar.com
Supplier Management - Roles

• Supplier Manager
– Process Owner
– Maintain and review
• Supplier and contracts database (SCD)
• Processes for contract disputes, expected end, early end or
transfer of a service
– Assist in development and review of SLAs, Contracts,
Agreements etc.
– Perform Supplier, contract and SLA reviews
• Identify improvement actions and ensure these are
implemented
– Assess changes for impact on suppliers, supporting
services and contracts

www.zensar.com
Zensar Technologies Limited
A CMMI Level 5 Company

Service Design Process –


Capacity Management

www.zensar.com
Capacity Management

• Objectives
• Basic Concepts
• Roles

www.zensar.com
Capacity Management - Objectives

• To produce and maintain a capacity plan


• To provide advice and guidance on capacity and
performance related issues
• To ensure services meet or exceed performance
targets
• To assist in diagnosing and resolving capacity
related problems and incidents
• To assess the impact of changes on the capacity
plan
• Proactive capacity and performance measures
www.zensar.com
Capacity Management – Basic concepts

• Balancing cost against resources needed


• Balancing supply against demand
• Should be involved at all stages of lifecycle
• Forward looking, regularly updated capacity plan
• Three levels of concern are
– Business Capacity management
– Service Capacity management
– Component Capacity management
• Capacity Management Information System
www.zensar.com
Capacity Management - Roles

• Capacity Manager
– Process Owner
– Does Proactive planning
• Service Level Manager
– Provides capacity requirements through
discussions with the business users
• Technical and application management
– Day-to-day capacity management activities
– Reacting to capacity incidents and problems
www.zensar.com
Zensar Technologies Limited
A CMMI Level 5 Company

Service Design Process –


IT Service Continuity Management

www.zensar.com
IT Service Continuity Management (ITSCM)

• Objectives
• Basic Concepts
• Roles

www.zensar.com
ITSCM - Objectives

• To maintain Service Continuity and IT Recovery Plans that support


Business Continuity Plans
• To complete regular business Impact analysis exercises to ensure that
plans are current and relevant.
• To conduct regular risk assessment and management activities
• To provide guidance and advice on issues related to service continuity
• To implement measures to meet or exceed Business Continuity targets
• To check the impact of changes on existing plans
• To negotiate necessary contracts with suppliers
• To assess impact of all changes on the IT Service continuity plans and IT
recovery plans
• To ensure that proactive measures to improve availability of services is
implemented wherever cost can be justified
• To negotiate necessary contracts with suppliers that gives necessary
underlying capability to support continuity plans

www.zensar.com
ITSCM – Key Concepts

• ITSCM should be based on business continuity


– Appropriate protection and recovery measures
– Written recovery plans
• Should follow Lifecycle approach
– Initiation, Requirements & Strategy, Implementation,
Operation
– Regular Business Impact Analysis (BIA), Risk
Assessment and Risk Management to ensure plans
remain valid
– Regular Testing of Plans
• Negotiate with suppliers as necessary
• Assess changes for impact on ITSCM
www.zensar.com
ITSCM – Key Concept (Contd.)

• Common recovery options include


– Manual Workarounds
– Reciprocal Arrangements
– Gradual recovery (Cold Standby- 72+ hours)
– Intermediate recovery (Warm Standby – 24to
72 hours)
– Fast Recovery (Hot Standby – within 24
hours)
– Immediate Recovery
www.zensar.com
ITSCM - Roles

• Service Continuity Manager


– Process Owner of ITSCM
– Responsible for producing, testing and
maintaining service continuity plans
– Part of overall Business Continuity Team

www.zensar.com
Zensar Technologies Limited
A CMMI Level 5 Company

Service Strategy

www.zensar.com
Service Strategy

• Key Concepts
– Utility and Warranty
– Value Creation
– Service Provider
– Delivery Model Options
– Service Model
• Processes
– Service Portfolio Management
– Demand Management
– Financial Management

www.zensar.com
Utility and Warranty

• Utility and warranty define services and work together to


create value for the customer
• Utility
– What does the service do?
– Functional Requirements
– Features, inputs, outputs,…
– “Fit for Purpose”
• Warranty
– How well does the service do it?
– Non-functional Requirements
– Capacity Performance, availability
– “Fit for Use”

www.zensar.com
Value Creation

Return on
assets

Performance Utility
Average
+
Performance of
Customer assets

- Performance
Variation Warranty

www.zensar.com
Service Provider

• An organization supplying services to one more


internal or external customers
• Type 1
– Internal
– Embedded in business unit it serves
• Type 2
– Shared
– Provide services to multiple business units
• Type 3
– External
– Multiple customers outside of organization

www.zensar.com
Delivery Model Options

Delivery Strategy Description

Insourcing Utilizes internal resources for the entire lifecycle

Outsourcing Utilizes resources of an external organization

Co-sourcing Combination of insourcing and outsourcing

Partnership or Formal arrangement between two or more organizations to work together. Focus
multi-sourcing on strategic partnerships to leverage expertise or market opportunities
Business Process Formal arrangement between two or more organizations to manage an entire
outsourcing (BPO) business function from a low-cost location
Application Service Formal agreement between and Application Service Provider (ASP) to provide
provision shared computer based services over network
Knowledge Provision of domain based resources and business expertise requiring
Process advanced analytical and specialist skills from outsourcer
Outsourcing

www.zensar.com
Service Model

• Graphical Representation of the


components that make up a service
• Documents workflow and dependencies
• Used to support design, analysis and
communication

www.zensar.com
Main activities

• Define the market


– Evaluate the services you can potentially offer, and who you may be
able to offer them to.
• Develop the offerings
– Continue to formulate the services you think will be worthwhile pursuing
– Utility and Warranty are considered at this stage
• Develop Strategic Assets
– Look for opportunities in the markets to exploit your services and
capabilities (more services to more customers)
– Develop Service Management so that it becomes a strategic asset.
• Prepare for Execution
– Take all necessary steps to ensure a go-ahead and it is worthwhile to
do so.

www.zensar.com
Zensar Technologies Limited
A CMMI Level 5 Company

Service Strategy Process –


Service Portfolio Management

www.zensar.com
Service Portfolio Management

• Objectives
• Basic Concepts
• Activities
• Roles

www.zensar.com
Service Portfolio Management - Objectives

• Decide what services to offer


• Understand
– Why should a customer buy these services
– Why should they buy the services from us
• Provide direction to Service Design
– So they can manage and fully exploit the
services into the future.

www.zensar.com
Service Portfolio Management – Basic
Concepts

• Business Service
– A Service that directly supports a business
process
• IT Service
– A Service that business does not think of in
it‟s business context or semantics
• Business Service Management
– Service management put in terms of business
processes and business value

www.zensar.com
Service Portfolio Management - Activities

Service
Strategy

• Inventories
Define • Business Case

• Value Proposition
Analyze • Prioritization

• Service Portfolio
Approve • Authorization

• Communication
Charter • Resource allocation

www.zensar.com
Service Portfolio Management - Roles

• Product Manager
– Ones and manages a set of related services
– Evaluate market opportunities and customer
needs
– Create business cases
– Plan new service development programs
• Business Relationship Manager
– Identify and document customer needs

www.zensar.com
Zensar Technologies Limited
A CMMI Level 5 Company

Service Strategy Process –


Demand Management

www.zensar.com
Demand Management

• Objectives
• Basic Concepts
• Roles

www.zensar.com
Demand Management - Objectives

• Understand customer requirements and


how these vary over the business cycle
• Ensure the provision of appropriate levels
of service
– By varying provision of influencing customer
demand
• Ensure that the Warranty and Utility
offered matches the customer needs

www.zensar.com
Demand Management – Basic Concepts

• Core Service
– An IT Service that delivers outcomes desired
by customer/(s)
• Supporting Service
– A service that enables or enhances a core
service
• Directory services
• Backup services

www.zensar.com
Demand Management – Basic Concepts
(Contd.)

• Pattern of Business Activity (PBA)


– Workload profile of one or more business
activities
– Time variable
– Represents changing business demands
• User Profile
– Shows pattern of user demand for IT Services
– Each user profile includes one or more PBAs

www.zensar.com
Demand management – Basic Concepts (Contd.)

• Service Packages
– Detailed description of a service
– Includes a service level package and one
more core + supporting services
• Service Level package
– Defined level of Utility and Warranty for a
particular Service Package
– Designed to meet the needs of a PBA
• Gold, Silver or Bronze Service
www.zensar.com
Demand Management - Roles

• Business Relationship Manager


– Document PBAs and User profiles
– Identify correct service level packages for
their customers
– Identify unmet customer needs
– Negotiate with Product Manager for new
service creation.

www.zensar.com
Zensar Technologies Limited
A CMMI Level 5 Company

Service Strategy Process –


Financial Management

www.zensar.com
Financial Management

• Objectives
• Basic Concepts
• Roles

www.zensar.com
Financial Management – Objectives and
Business Value

• Financial visibility and Accountability


• Financial Compliance and Control
• Enhanced Decision Making
• Operational Control
• Value capture and creation
• Understand the value of IT Services -
quantified

www.zensar.com
Financial Management- Basic Concepts

• Service Valuation
– Cost of providing the service
– Value to the customer receiving the service
• Service Investment Analysis
– Understand the total lifecycle value and costs
of proposed new services or projects
• Accounting
– Keeping track of expenditure, assigned to
appropriate categories

www.zensar.com
Financial Management – Basic Concepts
(Contd.)

• Business Case
– A decision support and planning tool that
predicts the outcome of a proposed action
– Used to justify investments
• Business Impact analysis
– Understanding the financial cost of service
outages

www.zensar.com
Financial Management - Roles

• All managers will have some financial


responsibility
• Senior IT Management own budgets and
are ultimately responsible for decisions
• Possibly a Financial Controller may be
appointed to oversee day-to-day
operations
• Accounting department provides
governance framework and support
www.zensar.com
Zensar Technologies Limited
A CMMI Level 5 Company

Service Management
Technology and Architecture

www.zensar.com
Service Management
Technology and Architecture

• Two types of architecture and technology


– To implement and deliver IT Services
– To manage the lifecycle of IT Services
• This module concentrates on architecture
and technology to manage IT Services

www.zensar.com
Scope

• Service Design Tools


• Service Management Tools
• Event Management Tools
• Knowledge Management Tools
– Configuration Management System
• Tool Selection

www.zensar.com
Service Design Tools

• Scope – Design Tools that can be used


– Hardware, Software, environment, processes, data…
• Benefits
– Speed up design process
– Ensure standards and rules are followed
– Prototyping, Simulations, What if scenarios
– Enable Interfaces and dependencies to be checked
and correlated
– Validate designs before implementation
Use of tools that give graphical views of service, it‟s components is desirable

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Service Management Tools - Scope

• Typically includes Incident, Problem and


Change Management tools
• Often includes configuration management
• May include workflow management
• May be integrated with Service Knowledge
Management System
• May be single integrated toolset or a set of
distinct tools with data exchange
– BMC Remedy, Service Desk Express, Assyst,
Peregrine
– Collection of tools such as FMIS, e-Forms

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Service Management Tools - Benefits

• Reduced time and effort to manage incidents,


problems and changes
• Ensure standards and rules are followed
• Enable high volumes to be managed
• Provide historical reporting
• Dashboards
• Assists in integration of Service Management
process
– Incidents to problem linkage
– Change to problem linkage
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Automation Processes

• Automation of Service Processes helps by


– Improved quality
– Reduction in costs and risks
– Reduction in variation, leading to increased warranty
• To get the most benefit
– Simplify processes before automating them
– Clarify activities, information needs, interactions
– In self-service situations, reduce the contact users
have with underlying systems and processes
– Don‟t hurry to automate – especially if the tasks are
neither simple nor routine
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Event Management - Scope

• Services, Applications, Software,


Hardware, Environment
• Active and Passive monitoring
• Management consoles
• Integration with Service management tools
• Dashboards and reporting

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Event Management Tools - Benefits

• Faster response to the incidents


• More data available at early stages of the
incident
• Prevent incidents from being missed
• Proactively notify users of incidents
• Ensure standards and rules are followed
• Ensure current status of services and
infrastructure is always known
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Knowledge Management Tools - Scope

• Documents, records and content


• Capture, storage, analysis, searching,
sharing, presenting, reviewing of
knowledge and information
• All processes and services
• All stages of service life-cycle
• In reality, the knowledge management
system is likely to have a much narrower
scope than this ideal.
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Knowledge Management Tools - Benefits

• Reduces time and effort for activities


• Enables organizations to learn
• Enables service personnel to contribute, to
improve effectiveness of others
• Improves integration of processes across
the service life-cycle.

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Configuration Management System – Scope
May be a part of SKMS

• All configuration items


• Attributes, relationships and status
• Historical information
• Integration with incident, problem and
change management data

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Configuration Management System -
Benefits

• Provides information about configuration


items when and where it is needed
• Helps to prevent use of out-of-date
information
• Improves efficiency and effectiveness of
all service management processes
• Assists in integration of service
management processes
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Tool Selection

• Create a Statement of Requirements


• Use MoSCoW analysis to define features
– Must, Should, Could, Won‟t (but should in the
feature)
• Consider vendor and tool credibility
• Visit reference sites
• Assess training needs
• Consider environment integration
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Zensar Technologies Limited
A CMMI Level 5 Company

ITIL Examinations and


Qualifications

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Zensar Technologies Limited
A CMMI Level 5 Company

Question and Answers

Mail ID – p.bhat@zensar.in

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Zensar Technologies Limited
A CMMI Level 5 Company

Assessment

Same format as that of ITIL exam


One more thing – No cheating please!!

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