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Service Support Quick Reference

Service Support 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
Copyright:Attribution Non-commercial


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Providing a SPOC for customersFacilitating the restoration of normaloperational service with minimal businessimpact on the customer within agreed SLAlevels and business prioritiesTo restore normal service operation asquickly as possible and minimize adverseimpact on business operationsTo minimize the adverse impact of incidentsand Problems on the business that are causedby errors within the IT Infrastructure, and toprevent recurrence of incidents relating tothose errorsIn order to achieve this goal, ProblemManagement seeks to get to the root cause of Incidents and then initiate actions to improveor correct the situationTo account for all IT assets, configurationsand services within organizationTo provide accurate information anddocumentation on configurations and assetsto other SM processesTo provide a sound basis for incident,problem, change and release managementTo verify configuration record and correctexceptionsTo ensure standard methods and proceduresare used for efficient and prompt handling of all changesTo minimize the adverse impact of changeupon service qualityTo assess the potential benefits of change tothe organization against the risk andassociated costs to the organisationTo plan and manage releases to the customersuccessfullyTo consider all technical and non-technicalaspect of a release by taking a holistic view of implementing changes to IT services
To provide a single point of contact forCustomersTo facilitate the restoration of normaloperational service with minimal businessimpact on the Customer within agreed servicelevels and business prioritiesRestore normal service as quickly as possibleMinimize the adverse impact if incident to thebusinessProactively identify enhancements to servicesCheck accuracy of configuration detailsMinimize the risk of lost incidentsMonitor for SLA complianceCollect management informationTo provide accurate configurationinformationTo define and document processes andproceduresTo identify, label and record CITo control and store authorized specificationsdocumentation and softwareTo report on status and history of CIsTo record changes to CI in a timely wayTo audit physical items and reconcile anydifferences between them and the CMDBTo educate and train in control processesTo produce metrics on CI, changes andreleasesTo audit and report and exceptions tostandards and proceduresTo plan the successful roll-out of softwareand related hardwareTo design and implement efficient proceduresfor the distribution and installation of changesto IT systemsTo communicate and manage the expectationsof the customerTo ensure implementations are traceable,secure and that only correct, authorized andtested version are installedTo agree the exact content and roll-out planfor the release, trough liaison with changemgt.To ensure that master copies of all softwareare secure and that the CMDB is updatedTo ensure that all hardware being rolled outor changed is secure and traceable, using theservice of configuration management.
This is a FUNCTIONDetection and recordingClassification and initial supportInvestigation and diagnosisResolution and recoveryClosureOwnership Monitoring tracking andcommunicationProblem controlProblem identification and recordingProblem ClassificationProblem investigation and diagnosisRFC and Problem resolution and closureError ControlError identification and recordingError assessmentRecord error resolutionClose any open incidents and then ProblemPlanningIdentificationControlStatus accountingVerification and auditingInitiating and loggingInitial filteringAllocating initial priorityCategorizationAssessing impact and resourceAuthorizing and approvingSchedulingBuildingTestingImplementingReviewingRelease planningRelease design build and configurationRelease acceptanceRoll out planningCommunication Preparation and trainingDistribution and installationRelease mgmt and CMDB
Receiving calls, first-line customer liaisonRecording and tracking incidents andcomplaintsKeeping customers informed on request statusand progressMaking an initial assessment of requests,attempting to resolve them or refer them toMonitoring and escalation procedures relativeto the appropriate SLA Identifying problemsClosing incidents and confirmation with thecustomersCoordinating second and third line supportHighlighting Customer Education & TrainingNeedsIncident detection and recordingClassification and initial supportInvestigation and diagnosisResolution and recoveryIncident closureIncident ownership, monitoring, tracking andcommunicationProblem controlError controlProactive problem managementIdentifying trendsTargeting Support ActionPrevention of Inc&ProblemsObtaining management informationMajor problems reviewsPlanningIdentificationControlStatus accountingVerification and auditingAccept ChangesPrioritize and classify changesCoordinate change impact assessmentCoordinate approval of changesCoordinate scheduling of changesCoordinate implementation of changesConduct post implementation reviewsProvide management information aboutChange Management quality and operationsRelease Policy and planningRelease design, build and configurationRelease acceptance, sign-off forimplementationRollout PlanningExtensive TestingCommunication, preparation and trainingHW and SW audit prior to Implementation of ChangeInstallation of new or upgraded SWStorage of Controlled SWRelease, Distribution and the Installation of SW
Incident details sourced from Service Desk,networks or computer operationsConfiguration details from CMDBResponse from Incident matching againstProblems and Known ErrorsResolution detailsIncident detailsCMDB detailsIncident Management workaroundsRFCsCMDBFSC
Forward Schedule of ChangesRelease definitionRelease Plans, Test plans & AcceptanceCriteriaCopies of Installation media and instructions
Customer requirements and Business Needshave to be understood wellTraining of Customers and SD Staff Objectives, Goals and Deliverables definedService Levels - defined, agreed upon andregularly reviewedBenefits accepted by the businessRFC for Incident resolutionUpdated Incident record (incl. resolutionand/or Work-arounds)Resolved and closed IncidentsCommunication to Customers Managementinformation (reports)Known errorsRFCsUpdated and Closed problemsUpdates to IncidentsManagement InformationFSCRFCsCAB minutes and actionsChange Management ReportsDetailed Release & Build instructionsPurchase orders, licences & warranties for 3rdparty HW and SWAutomated installation scripts and test plansMaster copies of install. Media and install.Instructions (stored in DSL)Back-out proceduresTested Install procedures, ReleaseComponents, backout proceduresKnown errors tobe carried into live env.
 A prime deliverer of customer satisfactionwith ITSPOC allowing improved accessibilityRequest dealt with faster and betterImproved teamwork and communicationFacilitation of proactive approachReduced Business impact of failuresImproved control and management of infrastructureBetter usage of IT staff Increased Business productivityThe provision of meaningful managementinformationImproved customer perception andsatisfaction
 Reduced advise business impact, increasingeffectivenessBetter staff utilization, greater efficiencySystems enhancements and amendments maybe identifiedSystem of escalation
minimizingdetrimental effect on service availabilityMore accurate CMDB information(verification of CIs by SD)Coordinated and improved MIImproved monitoring, allowing performancemeasurement against the SLAElimination of lost or incorrect Incidents andService RequestsReference to known errors and solutions,reducing reassessment of similar incidentsImproved customer satisfaction
 A cycle of increasing IT qualityReduced number of avoidable incidentsReduced impact on service availabilityQuicker recoveryImproved organizational learningImproved customer productivityLearn from past experiencesGood reputation for IT departmentGreater control of IT services troughmanagement information
 accurate information on CIs and theirdocumentationControlling valuable CIsadherence to legal obligationsfinancial and expenditure planningMaking software Changes visibleContributing to contingency planningSupporting and improving ReleaseManagementImproving security by controlling theversions of CIs in useEnabling the organisation to reduce the use of unauthorised softwareAllowing the organisation to perform impactanalysis and schedule Changes safely,efficiently and effectivelyProviding Problem Management with data ontrends
 Less adverse impact of changes on the qualityof IT services and SLAA better assessment of the cost of proposedchanges, before it is incurredA reduction in the number of changes thathave to be backed-out, but an ability to beable to do this more easilyAn ability to absorb a higher level of changewithout difficultyIncreased visibility and communication of changes to both business and service supportstaff Improved risk assessmentImproved Problem and Availability mgt.trough the use of valuable managementinformation relating to changesIncreased productivity of key staff as lessneed for diversion from planned duties toimplement urgent changes or back ourerroneous changes
 Ability to cope with higher frequency of releases without sacrificing IT service qualityGreater success rate of releasesConsistency of releasesMinimal disruption to serviceKnown quality of hardware and software inlive useStability of test and live environmentAbility to set expectation with publication of an advance release ScheduleReduction in Incidents caused by poor releaseAudit trail of changes to the live environmentReduced risk of unauthorized, illegal ormalicious softwareReduced time to release and fewer delaysFewer Releases to be implemented
No visible management and staff commitmentLack of clarify about business needsWorking practices not reviewed or changedPoorly defined service objectivesNo agreed customer service levelsLack of knowledge for resolving IncidentsInadequate training staff Lack of integration with other processesLack of automated toolsResistance to changeIneffective Incident Management ProcessNo reliable historical data for trend analysisLimited integration
incidents, problems,errorsLimited integration with developmentInsufficient time for proactive work Bypassing the service desk Inability to build effective knowledge baseInaccurate assessment of business impactLack of management and staff commitmentCultural difficultiesWrong CI detail leveladequate initial analysis and designConfiguration Management implemented inisolationLack of commitment to maintaining accuracyImplementing on over bureaucratic processattempt to bypass the processPaper based system
bottleneck Cultural difficulties
getting buy-inContracts and third partiesScope of change is too wideOwnership of impact systems is unclearLack of configuration managementInaccurate configuration detailes leading topoor impact assessmentLack of management commitmentPoor sinchronisation of upgrades betweenplatforms and across locationsBack-out procedures are missing or un-testedHandling of urgent changesProgressing RFC is too manually intensiveComplex distributed or mobile infrastructureTime-scales (too ambitious)Lack of resources (people, products)Resistance from staff Circumvention of procedures may beattemptedStaff may keep using emergency fixesReluctance to carry out a controlled buildNew versions are not installed on time atremote locationsUnclear ownership and responsibilitiesRelease management procedures seen ascumbersome and expensiveUnavailable resources for adequate testingUnavailable machine and network resourcesA lack of understanding of the releaseStaff may be reluctant to back out from areleasePoor testing environments and proceduresmay existSkillsCustomer-focusedarticulate and methodicaltrained in interpersonal skillsmultilingual (if required)able to understand the business's objectivesable to understand and accept thatthe Customer's Problem affects the businesswithout the Customer there is no supportdepartmentthe Customer is an expert in their own fieldgenuinely wanting to deliver a first-classservice.general interpersonal skillstelephone techniqueswriting techniques (letter, email, voice)active listening and questioningstress and complaint management.RESPONSIBILITIES IMEfficiency and effectiveness of IM processProducing management informationManaging work Developing and maintaining IM systemRESPONSIBILITIES SDRegistering incidentsRouting calls to support groupsInitial support and classificationResolving and closing inc. at first contactOwning monitoring tracking andcommunicatingClosing incidents with customer agreementRESPONSIBILITIES SpecialistsHandling service requestMonitoring incident detailsInvestigation and diagnosisDetecting possible problems and assigningthem to problem management processResolution and recovery of incidentsInforming Service desk of progressRESPONSIBILITIES PMDeveloping and maintaining the processReviewing effectiveness and efficiency of problem cont. error cont. and proactivefunctionsProducing management informationManaging staff Allocating support effortDeveloping and maintaining toolsRESPONSIBILITYES Support staff Identifying problemsInvestigating problems and solutionsRaising RFCsMonitoring and managing progress on knownerror resolutionAdvise Incident management staff on bestworkaroundsAssist in managing major incidents andproblemsTrend analysesIdentifying source of potential ProblemsRaising RFC to prevent ProblemsPreventing Problems to be replicatedInstigating major problem reviewsRESPONSIBILITIES CONF MNGRWorks toward overall objectives agreed withthe IT Service Manager; implements
company’s Configuration Management Policy
and standardsEvaluates existing ConfMngt systems and thedesign, their implementation, improvements;Planning resources, monitoring and reportingon progress against planProposes and agrees scope of Conf Mngt;items to be controlled, information to berecordedDevelops (ConMngt) standards, plans andproceduresRaises awareness for new ConfM proceduresRecruitment and training of staff Evaluates Conf Mngt toolsDirectly or indirectly customizes toolsEnsures that correct roles and responsibilitiesare defined in Conf Mngt plans andproceduresNaming conventions proposalProposes and/or agrees interfaces withChange Mngt, Problem, Release, Network,
Operations Mngt…
 Plans and executes population of CMDBEnsures regular housekeeping of CMDBprovides management reportsPerform Configuration auditsActions to secure funds for infrastructure &staffingAssists auditors on auditsRESPONSIBILITIES CHANGE MNGRReceive, log and allocate priority to all RFCs.Rejects unapproprial RFCsTable RFCs for CAB meetingsDecides meeting participants according toRFC natureConvene Urgent CAB or CAB/EC meetings
for all URGENT RFC’s
 Chair ALL CAB meetingsAuthorise acceptable Changes (according toCAB decisions)Issue FSC via Service Desk Liaise with all parties to Coordinate changebuilding, testing and implementationUpdate Change log with progressReview implemented changesReview all outstanding RFCs waitingconsideration or actionAnalyze Change records to identify trends orapparent problems that can occurClose RFCsManagement reportingROLES AND RESPONSIBILITIES MIXEDWITH CHANGE, RELEASE AND TESTMANAGERRoles defined centrally as required forspecific Releases
Roles “mixed” depending on package,urgency, project…
 ARCI Matrix (i.e. from RFC-Assessment-development-Testing-Implementing-Audit&Review-Closure-CMDB update)

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