itil awareness.pdf
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TRAINER: Nick Everard
Service Management
Awareness Training
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INTRODUCTION
This course provides delegates with a high-level appreciation of ITIL ServiceManagement best practice principles. Each of the 11 core ITIL ServiceManagement disciplines is introduced and the primary relationships between themexplained and understood. Then the Vodafone Workflow and ProblemManagement (WPM) suite of processes (Service Desk, Incident, Problem, Change,Release, Configuration and Service Level Management) are examined in greaterdetail with an explanation of a proposed process flow and the benefits that can beexpected.
This document covers the course content in greater detail and will be a usefulreference source in the future.
OBJECTIVES OF SERVICE MANAGEMENT
The key objectives of Service Management are:
1. To align Technology services with the current and future needs of thebusiness and its customers
2. To improve the quality of Technology services delivered
3. To reduce the long term cost of service provision.
These objectives can be achieved by addressing the following businessrequirements:
Does Technology understand the business strategy?
How does Technology currently support the business?
What does Technology need to do that its not currently doing?
Provide tangible business benefit business justification
Adding real value to the business and its customers
Utilise the best combination of People, Process & Technology.
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SERVICE MANAGEMENT INTRODUCTION
The IT Infrastructure Library (ITIL) books of best practice were developed in 1989by the UK Governments Central Computer and Telecommunications Agency(CCTA).
ITIL best practice aims to help organisations improve the way in which they deliverIT services to their customers. It is the only industry standard model for IT serviceprovision and provides guidelines, criteria, questions and answers and standardimplementation plans for delivering Service Management. It is supported by aqualification and training structure to recognise professional competence in ITService Management.
ITIL adopts a process driven approach, which is scalable to fit both large and smallIT organisations through deployment of closely related and highly integratedprocesses.
When implemented, Service Management will provide the following businessbenefits:
Supports a sound IT investment strategy
IT services are managed to meet specified availability targets
Achieves a specific, consistent, measurable level of service
Higher user productivity, from a decrease in downtime
Fewer quality problems caused by changes
Less risk of problems caused by lack of capacity
Being able to recover IT systems in a controlled way
Better control of IT assets.
Vodafones Service Management model (over the page) shows how the ITILmodules link together to form a complete Service Management solution. Thesemodules are explored in more detail later in this document.
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It is now being realised that it is only through a combination of people, processesand technology that a true quality IT service can be delivered to the customer. It
has also become clear that it is vitally important to get the people and the processesworking smoothly for any Service Management tool to be effective.
Processes
People Tools
Processes
People Tools
80%
20%
80%
20%
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Whilst a Service Management tool can greatly enhance efficiency and reduce costs,the tool can only be as good as the process that it supports. It is recommended that80% of Service Management introduction should be spent developing the peopleand processes within the organisation to optimise possible output and benefits ofintroducing a supporting toolset.
ITILDISCIPLINES
The ITIL best practice books of Service Support and Service Delivery describe indetail the eleven disciplines that relate to Service Management. Each of thesedisciplines are summarised briefly on the following pages of this document to give
an overview of ITIL Service Support and Service Delivery best practice.
Service Support
Service Support is concerned with ensuring that the user has access to theappropriate services to support the business functions.
Service Support covers the following topics:
Service Desk
Incident Management
Problem Management
Configuration Management
Change Management
Release Management.
Service Delivery
Service Delivery looks at what service the business requires of IT in order toprovide adequate support to the business customers.
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Service Delivery covers the following topics:
Service Level Management
Availability Management
Capacity Management
IT Service Continuity Management
Financial Management for IT Services.
Other Related Vodafone Processes (not part of the ITIL model)
Monitoring Management enables early reporting of failures
Service Reporting delivers agreed service reporting
Customer Satisfaction Management monitors, reports, analysesand improves customer satisfaction
Service Request Management enables pre-approved low impactchanges
Quality Management ensures compliance with quality standards
Continuous Improvement enables continuous review andimprovement
Supplier Management controls third party relationships to ensureseamless service provision
Test and Assurance Management enables the controlled testing ofChanges and Releases.
ISO20000/BS15000
In 2005 ISO20000 was published as an international standard for IT Service
Management. ISO20000 was based on the British standard BS15000 which wasfirst published in 2002. The standard is aligned with ITIL and forms part of a muchbigger picture.
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Implementation of ISO20000 brings with it many benefits and advantages:
Creation of a formal framework for current service improvement
projects
Provides a benchmark type comparison with best practices
Creates competitive advantage via promotion of consistent and cost-effective services
By requiring ownership and responsibility at all levels, it creates aprogressive ethos and culture
Through the creation of a standard consistent approach, aids majororganisational changes
Enhanced reputation and perception Fundamental shift to pro-active rather than re-active processes.
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PROCESS OWNERSHIP
Each process is assigned a Process Owner whose responsibility it is to:
Input into the design of the process
Identify a team of people (Business Improvement Authorities orSpecialist) who will manage the process on a daily basis
Define the targets by which the process will be measured
Regularly review and update the process to ensure continuousimprovement.
Any queries or suggestions regarding a process should be addressed to the
Process Owner or Business Improvements Authorities / Specialists (refer to theWPM Project team for further details of the individuals who will be filling theseroles).
COMMUNICATION
Communication suffers as a result of time and resource constraints. ServiceManagement relies on effective communication between the business and differentTechnology departments and also between the business and its customers. Inparticular, Service Level Management, Change Management and the Service Deskrely on effective communication for success.
Everyone within the Technology organisation is responsible for developing goodcommunication although the prime responsibility lies at the management level toensure that effective and efficient communication is built in to deployed ServiceManagement processes and reviewed on a regular basis.
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PROCESS IMPROVEMENT LIFECYCLE
The Process Improvement Lifecycle model below shows how Diagonalrecommends a sequence of continuous improvement to ensure that developedprocesses remain relevant and beneficial to the organisation.
The process owner should carry out regular reviews as part of normal documentcontrol. This should invite feedback and input from all who are affected by theprocess.
Change Process
Liaise withinterdependent
process owners
Process Owner
Monitor processand assess user
perception
Process Owner
Review
effectiveness &
efficiency
Process Owner
Update docs &
communicate to
users
Change Process
Define New
Process / process
changes
Change Process
Test c omplete newprocess and
interdependencies
Process
Improvement
Lifecycle
Implementation
ProcessImplementation
Implementation
Process Planning
Implementation
Awareness
Raising
Implementation
Process D efinition
Need forchange?
No
Yes
Process
works?
Yes
No
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SERVICE DESK
Diagram: Vodafone WPM Case Capture and Management Process Level 2
Tom Shave 2005
INC.10.10
Case
Assessment
Tom Shave 2005
INC.10.50
Customer
Assessment
Tom Shave 2004Start
Tom Shave 2005Customer
Contacts Desk
SDM.10.10
Tom Shave 2004
New Case
Required?
No
Yes
Tom Shave 2005Record Case
Details
SDM.10.20
Tom Shave 2005Analyse, Impact
and Prioritise
Case
SDM.10.30
Tom Shave 2004
First Time
Fix?
Yes
No
Tom Shave 2004Configuration
Data
Tom Shave 2004Interfacing Tools
& Support Teams
Tom Shave 2004Start
Tom Shave 2005Monitor Queue
SDM.20.10
Tom Shave 2004
Incident
Resolved?
Yes
No
Tom Shave 2005Update and
Escalate Incident
SDM.20.20
Tom Shave 2005
INC.10.50
Customer
Assessment
Tom Shave 2004Finish
Tom Shave 2004Start
Tom Shave 2005Update and
Escalate Major
Incident
SDM.30.10
Tom Shave 2004Finish
The Service Desk acts as the central point of contact between users andTechnology. The Service Desk handles incidents and requests and provides
interface into other Service Management disciplines, providing the primary windowfor user contact with the service organisation on a day-to-day basis. The ServiceDesk may be responsible for a number of functions within the support organisationincluding:
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Provision of a single point of contact for users
The Service Desk provides a single day-to-day contact point between
users, Technology services and third party support organisations. Itprovides advice and guidance and aids user retention andsatisfaction.
Incident assessment
The Service Desk will provide an initial assessment of all Incidentsand may also be involved in providing restoration of normal servicesto its users following an Incident where appropriate. If the ServiceDesk cannot resolve an Incident, it will refer to second line supportbased on agreed service levels.
Incident control and customer update
The Service Desk should own the Incident control process and willmonitor progress and escalate all Incidents according to definedservice levels. The Service Desk will be responsible for ensuring thatusers are kept informed and up to date on Incident status, progressand escalations.
Management reporting
The Service Desk provides a contact point for enquiries on generalservice issues and service availability and will provide managementinformation and reports as defined in Service Level Agreements toboth customers and management.
Benefits of implementing a Service Desk include:
Improved user service, perception and satisfaction
Improved quality and faster response to users
Improved teamwork and communication Better management information enabling better decision support
More effective and efficient use of support resources.
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Terminology changes moving forward:
Term New Definition
Previous
Term
Case A record logged either by a Service Desk,automated tool, user or customer to recordevents and items that need to be managedthrough a defined lifecycle. Cases can betriggered by planned or unplanned events.Cases will be one of the following types:Incidents, Requests and How Do Is.
Case, Ticket,Call, Record
Incident Any event which is not part of the standardoperation of a service and which causes, ormay cause, an interruption to, or a reduction in,the quality of that service. An Incident mightgive rise to the identification and investigation ofa Problem, but doesnt itself become a Problem.
Fault
MajorIncident
An Incident where the impact to the business isextreme. An Incident which needs to becarefully managed, communicated andescalated where appropriate to ensure service
levels are met and ensure appropriateresources are allocated. An Incident that posesa risk of disruption to Vodafone business, i.e.revenue or brand could be adversely affected.
Incident
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An Incident is defined as any event which is not part of the normal operation of aservice and which causes, or may cause, an interruption or a reduction in quality ofthat service.
Incident Management focuses on restoration of normal service operation as quicklyas possible with minimum disruption to the business. The Service Desk isresponsible for the monitoring the resolution of Incidents. Incidents that cannot beresolved immediately by the Service Desk may be assigned to specialist groups orteams. An Incident follows the following basic lifecycle:
Incident detecting and recording
All incidents should be recorded in terms of symptoms, ConfigurationItems (CIs) and services affected.
Incident classification and support
Incidents should be analysed to discover the reason for the incident.Incidents are classified and initial support given where available.
Investigation and diagnosis
Minimise the impact of the Incident on the business, diagnoseIncident and investigate and devise a resolution.
Resolution and recovery
Implement the resolution or circumvention activity. Update user andconfirm success, then close the call.
Benefits of implementing Incident Management include:
Reduced business impact of Incidents by timely resolution
Improved monitoring of performance against Service LevelAgreements
Improved communication to customers
Provision of a consistent approach to Incident resolution
Less disruption to support staff and users. Better staff utilisation andefficiency.
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Terminology changes moving forward:
Term New Definition
Previous
Term
Incident Any event which is not part of the standardoperation of a service and which causes, ormay cause, an interruption to, or a reduction in,the quality of that service. An Incident mightgive rise to the identification and investigation ofa Problem, but doesnt itself become a Problem.
Fault
MajorIncident
An Incident where the impact to the business isextreme. An Incident which needs to becarefully managed, communicated andescalated where appropriate to ensure servicelevels are met and ensure appropriateresources are allocated. An Incident that posesa risk of disruption to Vodafone business, i.e.revenue or brand could be adversely affected.
Incident
Task A sub-unit of work related to an Incident,Problem or Change which will have anindividual assignment, details and progression.
Task, SubCase
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PROBLEM MANAGEMENT
Diagram: Vodafone WPM Problem Management Process Level 2
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A Problem is defined as the unknown underlying cause of one or more Incidents. AProblem becomes a Known Error when the root cause is known and a workaroundor alternative has been found.
Problem Management minimises the effects on the business of Incidents andProblems caused by errors in the infrastructure.
Problem Management differs from Incident Management in that its main goal is thedetection of the underlying causes of an Incident and their subsequent resolutionand prevention. This goal can be in direct conflict with Incident Management wherethe goal is to restore service to the customer as quickly as possible rather thansearch for a permanent solution. The scope of Problem Management includes:
Problem control
Identifies, records, classifies and investigates Problems to identify theunderlying root cause of Incidents.
Error control
Assesses errors, identifies potential solutions and monitors resolutionprogress. A Known Error is a Problem with an identified root causeand workaround.
Proactive Problem prevention
Proactive measures to improve service quality. This includes theidentification of potential risk Configuration Items, highlighting errorsin one system, which could occur in other systems and identificationof any trends.
Management information
Provides overall management information related to ProblemManagement, including completion of major Problem reviews, and isintegrated with Incident control management information produced bythe Service Desk.
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Benefits of implementing Problem Management include:
Improved Technology services through reduced Incident volume due
to fixed root cause
Improved Service Desk 1sttime fix rate
Good reputation for the Technology department
Permanent solutions to repeat Incidents and Problems.
Terminology changes moving forward:
Term New DefinitionPrevious
Term
Problem The unknown root cause of one or moreexisting or potential Incidents. Problems maysometimes be identified because of multipleIncidents that exhibit common symptoms.Problems can also be identified from a singlesignificant Incident for which the cause isunknown. Problems can also be identifiedproactively, well before any related Incidentsoccur.
CorrectiveActions after
PIR.
Task A sub-unit of work related to an Incident,Problem or Change which will have anindividual assignment, details and progression.
Task, SubCase
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CHANGE MANAGEMENT
Diagram: Vodafone WPM Change Management Process Level 2
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Changes arise as a proactive result of Problems, external requirements orproactively from seeking improved efficiency and effectiveness or in order to resolveIncidents.
Change Management ensures that standard methods and procedures are used forefficient and prompt handling of all Changes. Potential Changes to Technologyservice components are reviewed in terms of their efficiency to meet businessrequirements, and that their impact on service quality is minimised.
Change Management is best implemented concurrently with ConfigurationManagement, as the two processes are heavily dependant.
Change Management responsibilities include: Facilitating the introduction of all types of Change via simple, clear
and effective procedures and tools across the environment
Progressing Changes on the basis of sound business andtechnological cases
Assessing all Changes for impact on the business and technologyassets
Providing a framework within which those initiating Changes mayretain accountability for the actual work content
Supporting project management and co-ordination and ensuring thefeasibility of all proposed Changes
Preventing the introduction of Changes which represent anunacceptable risk to the reliable delivery of services
Preventing the introduction of unauthorised Changes.
Benefits of implementing Change Management include:
Increased visibility and communication of Changes Reduced adverse impact of Change from improved assessment
Better alignment of services to actual business needs
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Better assessment of costs relating to proposed Changes
Improved Problem, Supplier and Availability Management through
management information Greater ability to absorb large volumes of Change
Improved productivity of users through less disruption and higherquality
Improved productivity of Technology staff through less repairing offaulty Change.
Terminology changes moving forward:
Term New DefinitionPrevious
Term
ChangeRequest
The form used to capture Change requirementsand information and progress through thelifecycle of a Change.
CPF
Task A sub-unit of work related to an Incident,Problem or Change which will have anindividual assignment, details and progression.
Task, SubCase
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RELEASE MANAGEMENT
Diagram: Generic Release Management Process Level 2
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Release Management undertakes the planning, design, build, configuration andtesting of hardware and software to create a set of release components for a liveenvironment. Release Management ensures that all aspects of a Release, bothtechnical and non-technical are considered together.
Release Management covers the planning, preparation and scheduling of aRelease and works closely with Change Management, as a Release is a collectionof authorised Changes into the live environment.
Release Management responsibilities include:
Release policy planning, creation and maintenance
Release design, build and configuration
Release acceptance
Rollout planning
Extensive testing to predefined criteria
Sign off of the Release for implementation
Audits of hardware and software prior to and following theimplementation of Changes
Installation of new or upgraded hardware
Storage of controlled software in both centralised and distributedsystems known as the Definitive Software Library (DSL)
Secure storage of approved hardware configurations known as theDefinitive Hardware Store (DHS).
Benefits of implementing Release Management include:
Improved service quality resulting from a greater success rate forReleases with minimal disruption
Assurance that H/W and S/W in live use is of known quality
Better use of resources users, testing and development
Greater ability to cope with high levels of Change
Better expectation setting for business and service support staff.
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All components of the Technology infrastructure should be registered in theConfiguration Management Database (CMDB) including Software, Hardware,Operating Systems, Networks, Documentation, Processes etc. The responsibilitiesof Configuration Management with regard to the CMDB are:
Planning
Including strategy, scope, policy, relationships with other processes,tools used etc.
Identification
The selection, identification and labelling of all CIs includingownership and relationships at an appropriate level.
Control
No CI should be added, modified, replaced or removed withoutproper Change control and an updated specification.
Status Accounting
The reporting of all data for each CI throughout its lifecycle. Typicalstatuses would include: Ordered, Received, Test, Live, Repair,Withdrawn etc.
Verification and AuditReviews that verify the physical existence of CIs.
Benefits of implementing Configuration Management include:
Provides accurate CI information to support other processes
Helps financial planning through identification of assets
Makes Changes visible. Supports and improves Releases
Improves security by controlling CIs in use. Reduces unauthorised
software
Facilitates impact and trend analysis for Changes and Problems.
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Service Level Management maintains and improves business aligned Technologyservice quality through a constant cycle of agreement, monitoring, reporting andreviewing.
Service Level Management will document and maintain a catalogue of servicesprovided to the customers detailing key features. This Service Catalogue will list allthe services offered, their components, features, charges etc.
Service Level Agreements (SLAs) contain specific targets against whichperformance can be evaluated. SLAs exist between customers and the serviceproviders and define the responsibilities placed on all parties in a formal business-like agreement.
Operational Level Agreements (OLAs) define internal support requirements and are
required to ensure that SLA targets agreed between the customer and the serviceprovider can be delivered in practice. Contracts exist between the service providerand external suppliers.
Service Level Management responsibilities include:
The definition of new service requirements
Creating and reviewing the underpinning Operational LevelAgreements with both internal and external service providers
A documented, understood and maintained Service Catalogue withclearly identified products, services, availability, performance andcosts
Documented and approved Service Level Agreements
Measuring and reporting of: service levels actually being achievedagainst target, resources required, cost of service provision etc
Management reporting.
Benefits of implementing Service Level Management include:
Clear responsibilities are defined between customers, serviceproviders and support departments with specific targets to aim for
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SLAs can be used for charging purposes and demonstrate whatcustomers receive for their money
Service monitoring allows weak areas to be identified Misunderstandings between customers and service providers are
avoided.
AVAILABILITY MANAGEMENT
Availability Management optimises the capability and reliability of Technologyservices and the supporting Technology infrastructure and organisation to deliver
the cost effective and sustained levels of service availability demanded bycustomers.
Availability Management ensures that services are available when the customerneeds them by undertaking preventative and corrective maintenance of Technologyservices, within justifiable cost.
Availability Management key considerations:
Reliability
The capability of a technology component to perform a required
function under stated conditions for a stated period of time. Metricsare used such as Mean Time Between Failures (MTBF).
Maintainability
The capability of a technology component or Technology service tobe retained in, or restored to, a state in which it can perform itsrequired functions. Metrics are used such as Mean Time To Repair(MTTR).
Serviceability
A contractual term which is used to define the availability oftechnology components as agreed with external organisationssupplying and maintaining these components.
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Security
Providing access to technology components or Technology services
under secure conditions. Takes into account confidentiality, integrityand availability.
Benefits of implementing Availability Management include:
Service availability levels are measured to support Service LevelManagement requirements
Shortfalls in availability are identified and corrected
The frequency and duration of IT failures are reduced
Provides a single point of accountability for service availability
Levels of availability are cost justified.
CAPACITY MANAGEMENT
Capacity Management will match the supply of Technology resources to customerdemands for them. The process will understand the future business requirements,
the organisations operation and the Technology infrastructure to ensure that allcurrent and future capacity and performance aspects of the business requirementsare provided cost effectively and make the best use of Technology resourcesavailable.
The customer's needs are assessed by forecasting the likely growth in demand forcurrent services and by sizing new service elements. The desired service levelsrequired can then be agreed with service users, based on business needs.
Capacity Management also looks at forecasting workload, sizing applications, andmaintaining a Capacity Plan in order to meet existing and future needs. The
Capacity Plan is beneficial to both Systems Management and Purchasing in orderto gain visibility of the schedule and likely infrastructure changes necessary tomaintain service at the required levels.
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Capacity Management responsibilities include:
Identifying requirements early to take account of procurement lead
times
Documenting the need for increase / reduction in H/W or S/W
Produce management reports including resource usage, trends andforecasts
Size all proposed new systems
Assess new technology and its relevance in terms of performanceand cost
Carry out performance testing of new systems
Report on performance against targets contained in SLAs Predict future demand for Technology services and the effects of
current SLAs
Recommend resolutions to performance related Incidents andProblems.
Benefits of implementing Capacity Management include:
Elimination of expensive panic buying to resolve lack of capacityissues
More confident and improved forecasting
Elimination of unnecessary spare capacity and optimisation ofequipment
Less need for reactive support
Early awareness of capacity issues within the development lifecycle
Reduced risk of performance problems and failure.
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ITSERVICE CONTINUITY MANAGEMENT
IT Service Continuity Management (ITSCM) deals with the organisations ability tocontinue to provide a pre-determined and agreed level of Technology services tosupport the minimum business requirements following a business serviceinterruption or disaster.
ITSCM is a vital subset of, and provides support to the overall business continuitymanagement (BCM) process by ensuring that the required Technology services /facilities (including computer systems, networks, applications, telecommunications,technical support and Service Desk) can be recovered within required and agreedbusiness time-scales.
The ITSCM process is based on the identification of the minimum levels of businessoperation that are required following an Incident, and the necessary systems,facilities and service requirements. It is driven by these business needs, not by theperceived needs of the Technology community, and requires senior managementcommitment. The ITSCM process includes:
Business impact analysis
Assesses potential losses from a disaster or disruption and allows
informed decisions on how and when to recover services. Risk assessment and management
Assesses potential risks such as fire, flood etc and the likelihood ofsuch risks occurring. It covers the active management of identifiedrisks with particular emphasis on prevention or reduction of risk.
Recovery plan
Considers people, accommodation, Technology networks etc andadopts specific recovery approaches such as manual workarounds,
reciprocal arrangements, immediate recovery etc.
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Benefits of implementing ITSCM include:
Management of risk and reduction of impact in the event of failure
Potentially lower insurance premiums
Reduced business disruption with the ability to recover servicesefficiently in business priority order
Increased customer confidence and organisational credibility.
FINANCIAL MANAGEMENT FOR ITSERVICES
Financial Management for IT Services (FMITS) helps the business to assesswhether its Technology service provider is doing the best it can with the money ithas. It enables the organisation to fully account for the spend on Technologyservices and attribute these costs where required.
The business has to understand the true costs of providing a service and managethese costs professionally. FMITS implements Technology accounting andbudgeting processes, and often charging processes for these Technology services,allocating expenditure to services and recovering the costs of those services fromthe business customers to whom they are provided.
Budgeting
Predict the money required to run Technology services for a givenperiod
Ensure that actual spend can be compared with predicted spend atany point
Reduce the risk of overspending
Ensure that revenues are available to cover predicted spend (where
charging is in place).
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IT Accounting
Account for the money spent in providing Technology services
Calculate the cost of providing Technology services to internal andexternal customers
Perform cost-benefit or return-on-investment analyses
Identify the cost of Changes.
Charging
Recover the costs of the Technology services from the customer
Operate the Technology organisation as a business unit if required
Influence user and customer behaviours.
Benefits of implementing FMITS include:
Reduced long term costs
Accurate cost information to support investment
Influencing customer and user behaviour where appropriate
Increased confidence in setting and managing budgets.
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