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Service Management
FoundationFrom Best Practice to Implementation
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Agenda
Service Management Foundation :
- Fundamental building blocks for successful Service Management
- ITIL v3: Whats new in Service Operations and Service Transition
From Best Practice to Implementation
- Planning a successful Service Management roadmap
- Overcoming organizational challenges:
- Using a Process Reference Model to accelerate process design
- Building a Service Management Technology Architecture
- Case study: successful Service Management implementations
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Service Management Foundation
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The current situation at a bank in the ASEAN region There is no integrated process framework
Different tools are used for different processes:
- Monitoring is done at the platform level, with no overall monitoring capability. There is no eventmanagement function, and event information is not passed to the Service Desk
- Service Desk is currently using a CA product for Incident and Service Requests, but they areconsidering changing to a BMC product
- 2nd and 3rd level support staff use PVCS Tracker for Problem Management
- Change Requests are managed on spreadsheets
- There is no formal Release Management process
- Configuration management is done in an unstructured manner by each of the support teams in asilo and hero-based manner. Spreadsheets are used by some of the teams.
Consequences:
- The standard method of finding out about an availability problem is via a call to the Service Desk(users know before the IT team does)
- There are significant availability issues, and there was recently a significant downtime of corebanking services
- Data is manually entered from one ITSM tool to the next
- It is difficult to produce KPI reports, or understand the health of the IT services
- Users are highly dissatisfied with IT services
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With evolution and increasing complexity of the managed
environment, there is increasing need for effective IT processes
Business Processes
Business Applications
SAP OracleLegacy
Middleware and IT Services
InfrastructureServers
StorageNetworks
Composite Applications and SOA
There has been a natural progression frommanaging infrastructure resources tosystems, to IT services and business
services.This requires a set of streamlined processesto improve efficiency of service management
Transaction
AvailabilityMgmt
ServiceLevel Mgmt
ReleaseMgmt
ConfigMgmt
ChangeMgmt
Mainframe
BusinessService
User
J2EEAppl
Linux
Transaction
AvailabilityMgmt
ServiceLevel Mgmt
ReleaseMgmt
ConfigMgmt
ChangeMgmt
Mainframe
BusinessService
User
J2EEAppl
Linux
Management Processes
ManagedElements
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ITIL v3 covers a lifecycle of 5 phases and many processes
Service Strategy
Market Intelligence
IT Financial Management
Service Portfolio Mgmt
Demand Management
Service Portfolio Mgmt
Service Catalog Mgmt
Service Level Mgmt
Capacity Mgmt
Availability Mgmt
Service Continuity Mgmt
Information Security Mgmt(ISO 27K, ISO 20K)
Supplier & Contract Mgmt
Change Mgmt
Service Asset &
Configuration Mgmt
Knowledge Mgmt & a
service knowledge system
Service Release &
Deployment Planning
Performance and Risk
Evaluation
Testing
Acquire, Build, TestRelease
Service Release,Acceptance, Test & Pilot
Deployment,Decommission and
Transfer
Monitoring & Event Mgmt
Incident Mgmt
Request Fulfillment
(standard changes)
Problem Mgmt
Access Mgmt
Measurement & Control
Service Measurement
Service Assessment &
Analysis
Process Assessment &
Analysis
Service Level
Management
Improvement PlanningRisk Management
Processes
Functions
Service Desk
InfrastructureManagement
IT Operations
Facilities
Management
Organizational Change &
Communications
Strategy Design Transition OperationContinual
Improvement
The question is often
Where do I begin?
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Service Operation and Service Transition are recognized to bethe foundation and pre-requisites for effective Service
Management In ITIL v2 most organizations started with the
Service Support book, implementing thefollowing functions/processes:
- Service Desk
- Incident Management
- Problem Management
- Change Management
- Release Management
- Configuration Management
In ITIL v3 the same processes exist, but the listhas been expanded to provide a more completeview of the service lifecycle:
Service Operation:
- Service Desk
- Access Management
- Request Fulfillment
- Event Management
- Incident Management
- Problem Management
Service Transition
- Change Management
- Transition Planning and Support
- Knowledge Management
- Release and Deployment Management
- Service Validation and Testing
- Service Asset and Configuration Mgmt
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The IT Service Management framework should be developed
using an integrated, holistic approach
Event Mgmt Console
IncidentMgmt
RequestFulfillment
ProblemMgmt
ChangeMgmt
ReleaseMgmt
Configuration Mgmt
Service Level Mgmt
www
Service Desk
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Request Fulfillment Request Fulfillment is the initial support handling
of contact with IT users.
The purpose of the Request Fulfillment Processis to receive service requests from users and
route each request to the appropriate process forhandling. Some service requests are handled bythe Request Fulfillment Process, whereas manyothers are routed to other processes forfulfillment. Request Fulfillment can be thecontact management process for animplementation of an IT Service Desk (orequivalent).
Sample KPIs
- User satisfaction with IT handling of
Incidents
Service requests Requests for information
- Number of contacts handled
Percent handled by the first line of
support- Time to completion of service goal
IncidentMgmt
RequestFulfillment
Configuration Mgmt
Service Level Mgmt
ServiceDesk
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Incident Management Incident Management provides rapid
response to possible service disruptions.
The purpose of the Incident Managementprocess is to focus on the restoration of aservice affected by any real or potentialinterruption which has impact upon thequality of that service.
Sample KPIs
- Number of incidents opened, closed, andpending (by severity level)
- Percent of incidents closed with automatedresponses against manual responses
- Percent of incidents closed using existingdocumentation (known errors)
Event MgmtConsole
IncidentMgmt
RequestFulfillment
ProblemMgmt
ChangeMgmt
Configuration Mgmt
Service Level Mgmt
ServiceDesk
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Problem Management Problem Management identifies and
resolves the root causes of servicedisruptions.
The purpose of the Problem Managementprocess is to resolve problems affectingthe IT service, both reactively andproactively. Problem Management findstrends in incidents, groups those incidents
into problems, identifies the root causes ofproblems, and initiates change requests(RFCs) against those problems.
Sample KPIs
- Number of known problems eliminated
- Status of change requests created to
eliminate known problems- Historical number of incidents eliminated
through problem elimination
- Number of known errors (with workarounds)added to the known error database
- Percent of incidents related to knownproblems
IncidentMgmt
ProblemMgmt
ChangeMgmt
Configuration Mgmt
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http://f/Program%20Files/IBM/IBM%20Tivoli%20Unified%20Process%207.1.3/itup/guidances/termdefinitions/problem_CABEBF7F.htmlhttp://f/Program%20Files/IBM/IBM%20Tivoli%20Unified%20Process%207.1.3/itup/guidances/termdefinitions/incident_7281F9DD.htmlhttp://f/Program%20Files/IBM/IBM%20Tivoli%20Unified%20Process%207.1.3/itup/guidances/termdefinitions/change_request_F11FE8E6.htmlhttp://f/Program%20Files/IBM/IBM%20Tivoli%20Unified%20Process%207.1.3/itup/guidances/termdefinitions/change_request_F11FE8E6.htmlhttp://f/Program%20Files/IBM/IBM%20Tivoli%20Unified%20Process%207.1.3/itup/guidances/termdefinitions/change_request_F11FE8E6.htmlhttp://f/Program%20Files/IBM/IBM%20Tivoli%20Unified%20Process%207.1.3/itup/guidances/termdefinitions/change_request_F11FE8E6.htmlhttp://f/Program%20Files/IBM/IBM%20Tivoli%20Unified%20Process%207.1.3/itup/guidances/termdefinitions/incident_7281F9DD.htmlhttp://f/Program%20Files/IBM/IBM%20Tivoli%20Unified%20Process%207.1.3/itup/guidances/termdefinitions/problem_CABEBF7F.html8/11/2019 Service Management Workshop
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Change Management The purpose of the Change Management
process is to achieve the successful introductionof changes to an IT system or environment.
Success is measured as a balance of the
timeliness and completeness of changeimplementation, the cost of implementation, andthe minimization of disruption caused in thetarget system or environment.
The process also ensures that appropriatedetails of changes to IT resources (assets, CIs)
are recorded.
Sample KPIs
- Customer satisfaction with the timeliness andvalue of the change approval process
- Percent of emergency changes
- Percent of change requests needing revision
- Percent of approved changes completed asplanned and scheduled
- Number of Incidents due to Approvedchanges and Non-approved changes
IncidentMgmt
ProblemMgmt
ChangeMgmt
ReleaseMgmt
Configuration Mgmt
Service Level Mgmt
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Release Management Release Management is the controlled
deployment of approved changes withinthe IT infrastructure.
The purpose of the Release Managementprocess is to prepare and finalizerelease packages that are fit fordeployment so that optimal business valuewill be attained when deployment occurs.
Sample KPIs
- Customer satisfaction with the value andquality of releases
- Percent of releases Completed as planned and scheduled
Rescheduled or delayed
Needing revision
- Number of incidents caused by a release
IncidentMgmt
ChangeMgmt
ReleaseMgmt
Configuration Mgmt
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Configuration Management
Configuration Management identifies,controls, and maintains all elements in theIT infrastructure called ConfigurationItems.
The purpose of the ConfigurationManagement process is to maintain theintegrity of the configuration item (CI)employed in, or related to, IT systems and
infrastructure, and to provide accurateinformation about CIs and theirrelationships.
Sample KPIs
- Satisfaction of related processes with CMSaccuracy, completeness, and usefulness
- Percent of IT-controlled CIs represented inthe CMS
- Number of updates made to the CMS
- Number of inaccuracies discovered in CMSdata
IncidentMgmt
RequestFulfillment
ProblemMgmt
ChangeMgmt
ReleaseMgmt
Configuration Mgmt
http://f/Program%20Files/IBM/IBM%20Tivoli%20Unified%20Process%207.1.3/itup/guidances/termdefinitions/configuration_item_CB353BD7.htmlhttp://f/Program%20Files/IBM/IBM%20Tivoli%20Unified%20Process%207.1.3/itup/guidances/termdefinitions/configuration_item_CB353BD7.html8/11/2019 Service Management Workshop
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From Best Practice to Implementation
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ITSM Implementation Challenges
Once you decide to implement an ITSM solution, the questions are:
- Where to begin?
- How to determine where you are?
- How to determine where you want to be?
- How to get to where you want to be?
How to determine your ITSMs "pain points" and gaps between theory and current
reality? How to translate the ITIL framework and best practices into a design that can be
implemented?
How to customize ITIL best practices for your IT operational processes andprocedures?
How to train your staff to internalize ITSM and ITIL best practices?
How to learn from other customer successes and failures?
..
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G oba ec o ogy Se ces
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5 Steps to Plan for ITSM ImplementationT h e f i rs t t w o s t e p s e s t a b l i s h a b a s i s fo r t h e I T SM d e s i g n p h a s e s .
Awareness &Awareness &
TrainingTraining AssessmentAssessment
RoadmapRoadmapPlanningPlanning
ProcessProcess
DesignDesign
OrganizationOrganizationDesignDesign
ArchitectureArchitecture
DesignDesign
ImplementationImplementationDetailedDetailed
ToolTool
DesignDesign
Awareness
& Training
Strategy
& Plan
Design Detailed
Design
Implementation
A well defined process for ITSM assessment and planning, and lesA well defined process for ITSM assessment and planning, and lesson learned from other implementationsson learned from other implementationscan save you a lot of time and money.can save you a lot of time and money.
High Level ToolHigh Level Tool
DesignDesign
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Step 1: Awareness and Training
Understanding ITSM and ITIL processes is critical to theassessment and planning of IT Service Management.
- ITSM concept, objectives, process definitions, activities,
terminologies, relationships, roles, and responsibilities.- Advantages and benefits of using IT Infrastructure Library (ITIL)
and IBM Process Reference Model for IT (PRM-IT) processmodels.
- Key success factors and considerations for the implementation ofITSM based processes.
The IBM Tivoli Unified Process Composer is a customizableprocess model that offers detailed content and tooling to
enable content customization, extension, and publishing.
Awareness &Awareness &
TrainingTraining
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In addition to ITIL training, a well planned communications campaignhelps instill awareness and cultural change
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Step 2: ITSM Assessment
The success of every IT Service Management implementationproject is dependent on a combination of people, process, andtechnology. Understanding the current organizationalcapabilities, status and issues is critical to identify areas fordevelopment.
This Assessment workshop draws inputs from executives,managers and IT professionals to baseline the currentenvironment. It establishes the current status, the target and
the roadmap. The results of benchmarking and reviews lead to identification
of gaps in terms of people, process and technology issues.
The ITSM assessment maybe based upon:
- ISO/IEC 20000
- COBIT
- ITIL Maturity Matrix
- ISM Adoption Model
AssessmentAssessment
RoadmapRoadmap
PlanningPlanning
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Sample assessment results
6.5 Capacity Management
0%
20%
40%
60%
80%
100%
Plan
Do
Check
Act
Max Score Assessment Score
ISO/IEC 20000 Assessment Result
COBIT levels of maturity
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Step 3: Design
Key requirements are first captured through collaborativediscussions, these include:
- Key Business Drivers
- IT Service Management Objectives
- IT Service Management Requirements
- Key Value Propositions
- Critical Capabilities- Critical Success Factors
- Issues
Designs are then developed for the Process, Organization,
and Architecture.
At this stage, a high level design of the tool is also defined.
ProcessProcess
DesignDesign
OrganizationOrganization
DesignDesign
ArchitectureArchitecture
DesignDesign
High Level ToolHigh Level Tool
DesignDesign
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Sample of Functional Architecture Design
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Sample Process Design (Workflow)
Operational workflow - Making ITIL Actionable
Tools
Process
Owner
Incident
Analyst
IncidentManager
Customer
SupportRep
External
Pro
cess
User
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Step 4: Detailed Design
Detailed tools design will include the configuration of the tool,the design of reports, and construction of interfaces.
Detailed tool integrations need to be addressed.
This phase will also incorporate system and user acceptancetesting.
This provides the basis for the next step of implementation.
DetailedDetailed
ToolTool
DesignDesign
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Example of process integration with tools
FrameRelay DTEDLCI Status Change
Link Down
C
C
NetViewNetView
NodeDown
C CNetView NetViewNodeUp
Link Up
Shutdown Notif ication
S
S
S
S S
FrameRelay DTEDLCI Status Change
Link Down
C
C
NetViewNetView
NodeDown
C CNetView NetViewNodeUp
Link Up
Shutdown Notif ication
S
S
S
S S
Problem Notification
Root Cause Analysis
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Step 5: Implementation
Implementation Planning prepares the organization and alignresources for the implementation and deployment. Typicalactivities include:
- Mapping the process roles to the functional roles- Training the staff on the new processes
- Tools training
User Acceptance Testing and sign-off for any new tools
Move to production
Monitor and report on the process KPIs
Management to conduct periodic reviews
Develop Service Improvement Programs for any areas whereKPIs / SLAs are not being met
ImplementationImplementation
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IBMs Accelerator Solutions for Tivoli delivers faster time-to-
value
Awareness &Awareness &
TrainingTraining AssessmentAssessment
RoadmapRoadmap
PlanningPlanning
ProcessProcess
DesignDesign
OrganizationOrganization
DesignDesign
ArchitectureArchitectureDesignDesign
ImplementationImplementationDetailed ToolDetailed Tool
DesignDesign
Awareness
& Training
Strategy
& Plan
Design Detailed
Design
Implementation
High Level ToolHigh Level Tool
DesignDesign
Accelerator fast-t racks design
and implementation
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What does an Accelerator have that is not already includedin the software?
Project plan
Base code
validation
procedure
Technical
support
procedure
Maintenance
activity
review
Organization
change
management
considerations
Bill of
materials
Customized
code
Model
training
plan
Solution
documentation
Technical
support
Personalized
code
installation
Model
organization
communication
plan
Teach the
teacher
training
workshop
Completed
personalization
worksheet
Personalization
collection
workshop
Solution
architecture
Organization
considerations
planning
workshop
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Putting things together
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In our experience we see five common phases that manyorganizations go through in building their ITSM architecture
1Provide essential resource availability moni toring and basic event management
Implement system management tools and processes with basic event management
Basic Configuration information should exist to support component identification
Effectively manage IT services to the users
Implement Service Desk solution with Request Fulfillment, Incident Mgmt and
Knowledge Base with basic Problem, Change, Release and Configuration Mgmt.
2
Ensure that IT Configuration Items and Assets are managed
IT asset management, configuration management, advanced changemanagement & device auto-discovery functions3
Provide enterprise-view of IT capacity and availabil ity against SLAs
Implement an integrated IT dashboard for proactive operational monitoring
Advanced correlation of events to allow automated diagnosis and recovery4
Provide integrated IT & business performance monitoring
Implement an integrated IT & business dashboard to supportmanagement reporting of business-aligned KPIs and continuousimprovement
5
Progressively
implement
KPIs
Service LevelAgreements
leading to
continuous
improvement