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Service Delivery Quick Reference

Service Delivery Quick Reference

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Published by mrcyber
Service Delivery Quick Reference ITIL v3
Service Delivery Quick Reference ITIL v3

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Published by: mrcyber on Apr 06, 2009
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08/25/2013

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GOALS GOALS GOALS GOALS GOALS
To maintain and gradually improve IT service qualitytrough a constant cycle of agreeing monitoring andreporting upon IT service achievement andinstigation of actions to eradicate poor serviceTo provide cost-effective stewardship of the IT assetsand resources used in providing IT ServicesTo ensure that cost-justifiable IT capacity alwaysexist and that it is matched to the current and futureidentified business needsorHaving the appropriate IT capacity and making bestuse of itThe goal for ITSCM is to support the overallBusiness Continuity Management process byensuring that the required IT technical and servicesfacilities can be recovered within required, andagreed, business timescalesSatisfy Business objectivesAchieve sustained level of availabilityEnsure cost effectivenessOptimize the capability of services and components
OBJECTIVES OBJECTIVES OBJECTIVES OBJECTIVES OBJECTIVES
High quality, cost effective, value-adding IT services
that underpin the organization’s business needs
 Play a key role in ascertaining the businessrequirementsSLA is written agreement between the customer andthe IT service provider, defining key targets andresponsibilities on both sidesTo manage the financial aspects of IT assets andresources cost-effectivelyTo account fully for the total spend on the provisionof IT Services and to attribute the cost to the servicesdeliveredTo advise management on IT investment matters byproviding detailed business cases
PROCESS PROCESS PROCESS
 –
sub-processes PROCESS PROCESS
Established Function
Initial Planning activities and Implementation
Implement SLAs
Compile a service catalogueEstablish SLA structureEstablish overview of Service Level Requirements(SLRs)Plan UCs and OLAsDraft and agree SLAs
Manage The Ongoing Process
Monitor and report SLA achievementsReview SLA achievementsIdentify Service improvements (SIP)
Periodic Reviews
Review and update SLAs, UCs and OLAsReview SLM process for efficiency and effectivenessBudgetingSetting the budgetIT AccountingBuilding a Cost ModelChargingSetting the PricePricing methodsDifferential ChargingBillingBusiness Capacity ManagementService Capacity ManagementResource Capacity Management
ACTIVITIES
 MonitoringAnalysisTuningImplementationStorage of Capacity Management data
 – 
the CDBDemand ManagementModelingApplication sizingProducing of the capacity Plan
Stage 1- Initiation
Initiate BCM
Stage2
 – 
Requirements and Strategy
Business impact analysisRisk assessmentBusiness Continuity Strategy
Stage3 - implementation
Organizational and implementation planningImplement stand-by arrangementsDevelop Recovery PlansImplement Risk reduction MeasuresDevelop ProceduresInitial testing
Stage4
 – 
Operational Management
Education and awarenessReview and auditTestingChange ManagementTrainingAssurance
 ACTIVITIES
 determining the Availability requirements from the business fora new or enhanced IT Service and formulating the Availabilityand recovery design criteria for the IT Infrastructurein conjunction with ITSCM determining the vital businessfunctions and impact arising from IT component failuredefining the targets for Availability, reliability andmaintainability for the IT Infrastructure componentsestablishing measures and reporting of Availability, Reliabilityand Maintainability that reflects the business, User and ITsupport organisation perspectivesmonitoring and trend analysis of the Availability, Reliabilityand Maintainability of IT componentsreviewing IT Service and component Availability andidentifying unacceptable levelsinvestigating the underlying reasons for unacceptableAvailabilityproducing and maintaining an Availability Plan which prioritisesand plans IT Availability improvements.
DEFS DEFS INPUTS Recovery Types INPUTS
Service Catalog: defines services with default levelsand options. Gives a profile of IT service provider toorg. and overview of services provided to users.SLR-Service Level Requirements: list of clients reqs.OLA-Operational Level Agreements: Between 2intern IT departmentsUC-Underpinning Contract: With an externalsupplier.SLASIP-Service Improvement Program: SLM with PMand AM starts a formal project focusing on usersatisfaction
Cost Model
: by service, location, customer (forcharging)
Cost Types
: HW, SW, People, Accommodation,External services, Transfer costs
Cost Elements
: Sub elements of Cost Types, like HW =NW, Server, Office
Cost CategoryCapital or OperationalDirect/Indirect
Absorbed/Unabsorbed Indirect
Fixed/Variable
TechnologySLA, SLR and Service CatalogueBusiness plans and strategyIS/IT plans and strategyOperational schedulesDeployment and development plans and programsForward schedule of changeIncidents and problemsService reviewsSLA breachesBudgetDo nothing - Few, if any, organisations can functioneffectively without IT Services. Even if there is arequirement for stand-alone PC processing, there isstill a need for recovery to be supported.Manual Work-arounds - manual Work-arounds canbe an effective interim measure until the IT Service isresumed wherever they are practical and possible.Reciprocal arrangements - Entering into anagreement with another organisation using similartechnology. Benefits can exist, in maintaining somereciprocal arrangements, for example, in the off-sitestorage of backups and other critical information.Gradual Recovery (cold standby) - up to 72 hours,without a re-establishment of full IT facilities.Accommodation fully equipped with power and localnetwork cabling Infrastructure, telecom connections.Fixed or portable facility.When opting for a gradual recovery, considerationmust be given to highly customised items of hardware or equipment that will be difficult, if notimpossible, to replace.Intermediate Recovery (warm standby) 24 to 72 hourperiod. It is usually far away (logistics) and sharedwith 20 to 30 other companies. Use 6-12 weeks. Canbe portable, in a trailer.Immediate Recovery (hot standby) provides forimmediate restoration. Application systems andcommunications already available and data mirroredfrom the operational servers. In the event of a systemfailure, the Customers can immediately switch to thebackup facility with little or no loss of service.System can be used as backup and reporting resource.Business availability requirementsBusiness impact assessmentAvailability, Maintainability and Reliability requirementsImpact assessment for Vital Business FunctionsIncident and problem dataConfiguration and monitoring targetsService Level Targets
Service Catalog Contents CHARGING OUTPUTS OUTPUTS
Version number, date created, date amended; TOC;Foreword from CIO; IT Service provider profile; Servicetimes and accessibility of IT Service Provider; Overviewof services and products; Customer focusedservice/product description; Specs; Deliverables; Servicetimes; Maintenance times; Support times; Deliverytimes; Quality targets (availability, usability, reliability,priority); Requirements; Request & Change procedure;Contigency policy; Pricing & Charging; Index &DefinitionsNotional (Invoiced, not payed), Communication of Info(customer informed of charges to be aware), PricingFlexibility (Rates charged annually)
Pricing Method/Policy
Cost Plus
 – 
cost + profit rateGoing Rate
 – 
comparable to other dept servicesMarket Price
 – 
match external supplier priceNegotiated Contract PriceCapacity planCDBBaselines and profilesThresholds and alarmsCapacity reports (regular, at hock and Exception)SLA and SLR recommendationsCosting and Charging recommendationsProactive changes and service improvementsRevised operational scheduleEffectiveness reviewsAudit reportsAvailability and recovery design criteriaAgreed targets of availability, rel., maintainabilityReports on achieved A.R.MAvailability monitoringAvailability improvements plans
 
BENEFITS
 
BENEFITS BENEFITS BENEFITS BENEFITS
Customer and IT service provider have a clearerview of requirements and responsibilitiesCommitment on both sidesSpecific targets to aim forWeek areas will be identifiedSupports supplier management (internal andexternal)Demonstrable performance indicatorsGradual improvements in service qualityBetter forward planning / both customers and ITWill show where customer/user actions are causingdifficulty and identify where working practice needto be improvedIT service will be defined to meet Service LevelRequirementsSLAs can be used as a basis for chargingImproved communication between IT and customersBetter value for moneyIncreased Confidence in budgetsAccurate information supplied for investment andTCO purposesIncreased professionalism and efficiencyWarning over or under usage of serviceSound business method of balancing IT serviceprovision with business requirementsThe cost of doing or not doing a ChangeMinimize risk of failing to meet SLAs and SLRsMore confident forecastingValue to the applications lifecycleIncreased efficiencyCost savings and cost avoidanceTimely enhancements and upgradesThe annual spend on ITSM can be controlledCost justifiable risk reduction measures can beimplementedThe ability to recover in a controlled mannerAll staff aware of their role relating to ITSCMPotential lower insurance premiumsMeetings regulatory requirementsBetter business relationshipsPositive marketing of contingency capabilitiesOrganizational credibilityCompetitive advantageA single point of accountability for availability is establishedwithin the organizationIT Services are designed to meet the IT Availabilityrequirements of the businessthe levels of IT Availability provided are cost justifiedthe levels of Availability required are agreed, measured andmonitored to fully support Service Level Managementshortfalls in the provision of the required levels of Availabilityare recognised and appropriate corrective actions identified andimplementeda business and User perspective of IT Service Availability istaken to ensure optimal usage and performance of the ITInfrastructure is achieved to deliver maximum benefitthe frequency and duration of IT Service failures is reducedover timeIT support organisation mindset moves from error correction toservice enhancement; from reactive to proactive attitudethe IT support organisation is seen to 'add value' to thebusiness.
PROBLEMS PROBLEMS PROBLEMS Contingency Plan PROBLEMS
ensuring targets are achievable (use existingachievements if known)verifying targets prior to agreement (priormonitoring, pilot SLAs)Monitoring of actual achievement (only agree whatcan be monitored)Inadequate resources and time (process must beproperly staffed and resourcedLack of understanding (educations)Differences in perceptions within the customercommunity (need to agree relevant targets at alllevels)Not enough seniority (give Service Level Managerthe appropriate authority)SLA may not be supported by adequate underpinningagreements/contracts (review OLAs and contracts)Lack of understanding leading to inefficient, overlayexpensive or over-complex systemsMonitoring tools inaccurate or too expensiveDelay in obtaining, or inaccurate, informationDifficulty in recruiting staff with accountancy and ITskillsUnable to respond to changes quickly enoughLack of management understanding and supportUnrealistic expectationsVendor influenceLack of accurate information- business data- technical dataDistributed environmentsLevel of monitoring to be implementedIT infrastructure, comprising the replacement system,plus contracts/agreements necessary for recoveryIT Infrastructure Management and operatingagreements/procedures during a disasterPersonnel - details of those needed at contingencysite plus accommodation requiredSecurity instructions, emergency contacts and itemsfor home siteContingency site: location, people, facilities, securityand transport arrangementsReturn to normal - dependencies affecting the returnDefining availability levels that are meaningful to the businessManaging internal and external providers is made difficult bylack of agreed availability targetsAssessing achievable and cost-effective levels of IT serviceavailabilityNew services are implemented without full consideration of availability requirementsLoss of business and reputation due to unstable IT servicesLack of accountability
KEY PERFORMANCE INDICATORS KEY PERFORMANCE INDICATORS KEY PERFORMANCE INDICATORS KEY PERFORMANCE INDICATORS DEFINITIONS
what number or percentage of Services are coveredby SLAsare Underpinning contracts and OLAs in place for allSLAs and for what percentage?are SLAs being monitored and are regular reportsbeing produced?are review meetings being held on time and correctlyminuted?is there documentary evidence that issues raised atreviews are being followed up and resolved (e.g. viaan SIP)what number or percentage of Service targets arebeing met and what is the number and severity of service breaches?are service breaches being followed up effectively?are service level achievements improvingare Customer perception statistics improving?are IT costs decreasing for services with stable(acceptable but not improving) service levelachievements?are SLAs, OLAs and underpinning contracts currentand what percentage are in need of review andupdate?Overall cost of delivery per customerPercentage of IT costs not accounted forDollar value of budget variances/adjustmentsPercentage of IT financial objectives metIT Service HeadcountResource forecasts- timely production of forecasts- accurate forecasts if trends in resource util.- incorporation of business plans into cap. planTechnology- ability to monitor perf and troughput- impl. Of new tech. in line with businessrequirements (time cost functionality)- use of old technology does not result in breachedSLa due to problemsCost effectiveness- a reduction in panic buying- not significant over-capacity- accurate forecasts of planned expenditurePlan and implement the appropriate IT capacity tomatch business needs- reduction in lost reduction in the incidents due topoor performance- reduction in lost business due to inadequatecapacity- new services are implemented which match SLR-recommendation made by capacity mgt. are acteduponPercentage of Vital Business Functions covered by ITService Continuity PlansPercentage of Vital Business Functions covered byannual IT Continuity testsNumber of annual IT Service Continuity Plan testingfailuresNumber of 3rd party recovery support contracts notagreedNumber of audits performed on IT ServiceContinuity PlanNumber of business issues logged against IT ServiceContinuity.
Availability
 
 – 
Ability of an IT Service or CI to perform itsrequired function at a stated instant or over a stated period of time
Reliability
 
 – 
freedom from operational failure. Rel. of an ITservice is determined by rel. of each component delivering theservice.
Maintainability
 
 – 
ability of a CI to be kept in, or to be restored toan operational state.
Serviceability
 
 – 
describes contractual arrangements made with 3rdparty IT service providers to assure Avail., Rel. andMaintainability. of IT services and their CIs.
Resilience
 
 – 
capacity of an IT service to allow continued operationof IT despite the failure of one or more sub-systems.
Vital Business Function
 
 – 
business critical element of businessprocess.
Security
 
 – 
deals with confidentiality, integrity and availability of data.
AMDB
 
 – 
record & store info reqd. for support of key activities:reporting, analysis and availability forecasting...
Service Window
 
 – 
period in which maintenance can be completedon a service
CRITICAL SUCCESS FACTORS CRITICAL SUCCESS FACTORS CRITICAL SUCCESS FACTORS CRITICAL SUCCESS FACTORS CRITICAL SUCCESS FACTORS
Meeting Customer Needs And PrioritiesAdherence To Service LevelsProviding Services Cost EffectivelyControlling Service DeliveryMaintaining Recognized Industry Acceptance For ITQualityMaintaining An IT Service CultureEffective stewardship over IT finances Accurate business forecastsknowledge of IT strategy and plans, and that theplans are accuratean understanding of current and future technologiesan ability to demonstrate cost effectivenessinteraction with other effective Service Managementprocessesan ability to plan and implement the appropriate ITCapacity to match business needEnsuring IT Service Recovery Within AgreedTimescales
Establishing Process
PlanningImplementationOperationalManaging changeManaging variances
 
RESPONSIBILITIES SLMgr RESPONSIBILITIES RESPONSIBILITIES RESPONSIBILITIES ITSC Manager RESPONSIBILITIES (A. Manager)
creates and maintains a catalogue of existingServicesformulates, agrees and maintains an appropriate SLMstructure (SLA, OLA, Contracts, accommodatingservice improvement plan within SLM)negotiates, agrees and maintains the Service LevelAgreements with the Customernegotiates, agrees and maintains the OperationalLevel Agreements with the IT providernegotiates and agrees with both the Customer and ITProvider any Service Level Requirements for anyproposed new/developing servicesanalyses and reviews service performance against theSLAs and OLAsproduces regular reports on service performance andachievementorganizes and maintains the regular Service Levelreview processinitiates any actions required to maintain or improveservice levelsconducts annual (as appropriate) reviews of the entireService Level process and negotiates, agrees andcontrols any amendments necessaryacts as co-ordination point for any temporaryChanges to service levels requiredBudgeting:manage the IT organisation budgetprepare budget forecasts and assist Customers inpreparing IT elements of their budgetsreport regularly to IT managers and Customers onconformance to budgetsAccounting:select suitable tools and processes for gathering Costdatadevelop suitable cost modelsagree suitable IT Accounting policies, e.g.Depreciationassist in developing cost-benefit cases for ITinvestmentsadvise senior management on the cost-effectivenessof IT solutionsCharging:identify methods of charging within the organisationscharging policyprovide justifications and comparisons for chargesprepare regular bills for Customersprepare a price list of Services, if requiredensures that appropriate levels of monitoring of resources and system performance are set, and thatthe information recorded in a CBD is kept up-to-dateand used by all parts of the Capacity Managementprocessproduces Capacity Plans in line with theorganisation's business planning cycle, identifyingCapacity requirements early enough to take accountof procurement lead timesdocuments the need for any increase or reduction inhardware based on SLRs and cost constraintsproduces regular management reports which includecurrent usage of resources, trends and forecastssizes all proposed new systems to determine thecomputer and network resources required, todetermine hardware utilisation, performance servicelevels and cost implicationsrecommends resolutions to performance-relatedIncidents and Problemsrecommends to IT management when to employDemand Management, to dampen Customerdemands on systemscarries out ad-hoc performance and Capacity studieson request from IT managementis represented on the CAB, assessing and authorisingChangesensures that regular and ad hoc audits are carried outon the Capacity Management processDevelop and manage the ITSCM Plan to ensure that,at all times, the recovery objectives of the businesscan be achieved.Ensure that all IT Service areas are prepared and ableto respond to an Invocation of the Continuity plans.Maintain a comprehensive IT testing schedule.Undertake quality reviews of all procedures andensure that these are incorporated into the testingschedule.Communicate and maintain awareness of ITSCMobjectives within the business areas supported and ITService areas.Undertake regular reviews, at least annually, of theContinuity plans with the business areas to ensurethat they accurately reflect the Business processingEnvironment.Negotiate and manage contracts with providers of third party recovery services.Manage the IT Service delivery during times of crisisincluding:
o
 
Co-ordination with the crisis control team
o
 
Invocation of the appropriate recoveryfacilities
o
 
Resource management, direction andarbitration
o
 
Recovery site management.to be accountable for the deployment of the AM process andassociated methods and techniquesto be responsible for ensuring the AM process is regularlyreviewed and audited, and that all of these are subject to cont.improvement and remain fit for purposeto be responsible for determining the Av. requirements from thebusiness for new or enhanced IT Servicesto be responsible for the creation of A and recovery designcriteria to be applied to new or enhanced Infrastructure designto be responsible for ensuring the levels of IT A. required arecost justifieddefining the targets of A. required for the IT Infrastructure andits components that underpin a new or enhanced IT Service asthe basis for an SLAestablishment of measures and reporting that reflect business,User and IT support org. requirementsresponsible for the monitoring of actual IT A. achieved vstargets and to ensure shortfalls are addressedto be responsible for the production and maintenance of an A.Plan which prioritises and plans IT A. improvementsto promote AM awareness and understanding within the ITsupport organisationto maintain an awareness of technology advancements and ITbest practice, e.g. ITIL.
SMART
:
S
pecific-
M
easurable-
A
chievable-
R
ealistic -
 T
ime based
 INTERFACES INTERFACES INTERFACES INTERFACES
CfgM:- manages assets and cost informationSLM :- cost provision impacts service..;- Supplied with cost of meeting current and newrequirementsCM, AM:- Supplied with cost of meeting cap. and avail.- some data shared
 – 
e.g. Machine data sharingIM- scripts for diagnostics- performance countersPM- scripts for diagnostics- performance countersChM- assist in CAB assessing business impact- raise RFC if neededRM- helps with distribution strategy (network bandwidth,..)- after distribution capacity auditsCfgM- gets information about CIs- stores capacity information in CMDBSLM - Perf. And capacity targets- assist SLM drafting OLAsFM - cost summary as part of capacity plan- resource utilization basis for chargingITSCM - capacity needed for recovery options used- maintain ITSCM capacity requirements in line withproductionAM - Share common goal slow performance iseffectively the same as unavailabilitySD, IM, PM- Provides historical data- Customer liaisonChM- Ensures the on-going accuracy of continuity plans-CfgM- Identifies the core infrastructureSLM- understands the obligations of IT service provisionFM-CM- ensure business requirements are fully supportedtrough the appropriate IT hardware resourcesAM- delivers risk reduction measures to maintainbusiness-as-usualChM- Input from AM is details of the planed maintenance regime- input to AM is schedule of planned maintenance activitiesSLM- provide information what is availability of the system for SLA- SLR provide availability requirementsFM- input to FM is cost of nonavailability- output from FM cost associated with proposed upgrades to theinfrastructureITSCM- output from ITSCM is business impact assessment- Input from AM is the availability and design criteria tom
maintain “business as usual” by preventing or minimizing
impact of failure by use CFIACM- input from AM is completed CFIA- input from CM is capacity plan
SLA STRUCTURESCustomer Based
 – 
With a customer group
Service Based
 – 
For customers of a service (e-mail)
Multi-Level SLAs
Corporate Level
 – 
cover generic SLM issuesCustomer LevelService Level
 
Meeting Customer Needs and Priorities
: Customersatisfaction score/rating ; Average time to implementSLA requests ; Number of SLAs in renegotiation ;Number of SLAs requiring changes (targets notattainable, etc.) ; Number of SLA issues logged
Adherence To Service Levels
: Number of SLA targetsmissed ; Number of SLA targets threatened
Providing Services Cost Effectively
: Current cost percustomer for delivery of services ; Percentageimprovement in delivery cost per customer
Controlling Service Delivery
: Number of OLA issueslogged ; Number of Underpinning Contract issueslogged
Maintaining Recognized Industry Acceptance For ITQualit
y: Number of ITs articles/white papers published ;Percentage IT Operations staff in industry (i.e; itSMF)programs ; Percentage progress towards industrycertification (i.e; ISO9000) ; Dollars spent on externalcommunications activities
Maintaining an IT Service Culture
: Percentage of ITOperations staff ITIL-aware ; Number of IT Operationsstaff ITIL certified ; Number of IT Operations staff withadvanced ITIL certification ; Number Of Agreed SLAsNot Supported By OLAs/UCs
Cost types: AM methods and techniques
 Hardware, Software, Employment, Accommodation,External services and Transfer
 Cost Elements:
 Br
eakdown of cost types (HW/ server/ NT/ HR server…)
 Redundancy and resilienceComponent Failure Impact analysis (CFIA)Fault tree Analysis (FTA)CCTA Risk Analysis & Management Method (CRAMM)Service Outage Analysis (SOA)Technical Observation Post (TOP)Incident Lifecycle ManagementContinuous Improvements
SLA ContentELEMENTS of fin. management
 General detailsService hoursRoles and responsibilitiesAvailability, Reliability, Maintainability &ServiceabilityService PerformanceCustomer SupportExample incident targetsPrintingIT Service ContinuitySecurityChange management ProceduresChargingQuality / Customer perceptionAdministration (Reporting, service reviews,..)BudgetingAccountingCharging
Fin Management Cycle
Planning annual:
Budgeting (agree overall expenditure)IT Accounting (Establish standard unit cost for eachIT resource)Charging (Establish Pricing policy, Publish price list)
 Operational monthly:
 Budgeting (take actions to manage budgetexpectations or charged costs)IT Accounting (Monitor Expenditure by cost-centre)Charging (Compile and issue bills)

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