1.service Management Workshop

Service Management
Foundation
From Best Practice to Implementation
2008 IBM Corporation
IBM Global Technology Services
Agenda
Service Management Foundation:
- Fundamental building blocks for successful Service Management
- ITIL v3: Whats new in Service Operations and Service Transition

- 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
Copyright IBM Corporation 2006
Service Management Foundation
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 event
management 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 are
considering 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 a
silo 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 core
banking 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
Weak/missing processes continue to be the top ten biggest

challenges faced by IT Organizations
(identified by the Tivoli Assessment Program)
2002
2002
1. Resource issues: including quantity, skill
2003
2003
1.
Too few trained and dedicated
2.2.Weak,
Weak,missing
missingprocesses.
processes.
3. User buy-in, communication issues with
2.2. Lack
Lackof
ofbasic
basicITIT
processes.
processes.
3.
No Project Management.
1. Resource issues: including quantity, skill

levels.
levels.
1.
Too few trained and dedicated

resources.
resources.
2004
2004
1.
Resources: no formal Tivoli
1.
Resources: no formal Tivoli

training, cross training and
training, cross training and
quantity of resources.
quantity of resources.
2.
2.
3. User buy-in, communication issues with
3.
user community, getting proper user
3. Lack
Lackof
ofbasic
basicITIT
user community, getting proper user
3.
requirements.
processes.
4.
Deployed product is obsolete or
requirements.
processes.
4.
Deployed product is obsolete or
4. Failure of strategy and lack of planning as
at
end-of-life.
4.
Weak or undocumented
4. Failure of strategy and lack of planning as
at end-of-life.
4.
Weak or undocumented
applies to entire ESM as well as Tivoli.
5.
Weak or obsolete architecture.
architecture.
applies to entire ESM as well as Tivoli.
5.
Weak or obsolete architecture.
architecture.
5. Total cost of solution concerns/budget (due
6.
No internal communication and
5.
Failure to upgrade product in a
5. Total cost of solution concerns/budget (due
No internal communication and
5.
Failure to upgrade product in a
1. economy)
Inadequate
staffing
& lack of formal Tivoli6.training
to global
creates
uneasiness
little to no organizational
timely
manner.
1. economy)
Inadequate
staffing
& lack of formal Tivoli training
to global
creates
uneasiness
1.1. Poor
management
ofof
expectations
little to no organizational
timely
manner. inin
and basic skills. (DB, UNIX, WinTel, Scripting)commitment.
about ESM solution.
Poor
management
expectations
6.
No
product
level standardization
and basic skills. (DB, UNIX, WinTel, Scripting)commitment.
about ESM solution.
lack
of
SLAs.
6.
No product level standardization
6. Project2.management.
Weak
management/enforcement
of
lack
of
SLAs.
7.
Failure
to
maintain
Tivoli
across
environment
TSM).
6. Project2.management.
Weak
management/enforcement
2.
Lack of formal Tivoli training,across
cross environment
training & (mainly
7. ofFailure to maintain
Tivoli
(mainly TSM).
7. Low exploitation
of solution/competitive
2.
Lack
of
formal
Tivoli
training,
cross
training
&
expectations
through
SLAs.
solution.
7.
Unclear
mission
regarding
Tivoli
7. Low exploitation
of solution/competitive
recommended number7.of resources.
expectations
through SLAs.
solution.
Unclear mission regarding Tivoli
product issues.
recommended
number ofdue
resources.
8.
Lack of focus and
planning
for product
to lack of communication.
product
issues.
3.
Inconsistent
incident
and
problem
Haphazard
level standardization
8.
Lack of focus 3.
and
planning
for
due
to lack ofacross
communication.
8. Environmental
maintenance notincident
done,
3.
Inconsistent
and
problem
3.
Haphazard
product
level
standardization
acrossin place for
all
of
ESM
including
Tivoli.
8.
Inadequate
hardware
8. Environmental
maintenance not done,
management.
environment
& inadequate
hardware.
all
of
ESM
including
Tivoli.
8.
Inadequate
hardware
in place for
creates snowballing
effect
of
decreased
management.
environment
&
inadequate
hardware.
9.
Executives
(generally
new)
expansion.
creates
effect ESM
of decreased
4. snowballing
Lack
of overall
strategy with no Executive
4.
Underutilization
of product functionality.
9.
Executives
(generally
new)
expansion.
confidence
and
success.
4. and
Lack
of overall ESM strategy with no Executive
4. in Tivoli/no
Underutilization of product
functionality.
realizing little value
9.
Little
to no testing before going to
confidence
success.
support/direction.
realizing little 5.
value in
Tivoli/no
9.
Little to no testing before going to
Inconsistent
incident/problem
9. Failure to completely
deploy.
support/direction.
identifiable
person
responsible
production.
5. Inconsistent incident/problem
9. Failure
completely
deploy.
5. to
Tivoli
products
not included in disaster recovery
identifiable person responsible
production.
10.Stresses
organization
management,
ofof
metrics
5.from
Tivoli
productsdemanding
not included in disaster recovery
for success of deployment.
10. use
Code
defects
(ITM).
10.Stresses
from
organization
demanding
management,little
little
use
metrics
plans/tests.
for
success
of
deployment.
10.
Code
defects
(ITM).
delivery of more
function
and
reporting
in
plans/tests.
and
trending.
10.
Concerns
about
product
quality.
delivery
and
reporting
in
6. of more
Need function
for proper
test
environment
to manage
and
trending.
10.
Concerns
about
product
quality.
less time.
6.
Need for proper test environment to manage(related to #4) 6.
Failure to upgrade products & properly maintain
less time.
change.
(related to #4) 6.
Failure to upgrade products & properly maintain
change.
environment. (Endpoints, Tuning)
7.
Failure to upgrade products and properly
environment.
(Endpoints, Tuning)
7.
Failure to upgrade products and properly
7.
No proper test environment to manage change.
maintain environment. (Endpoints, Tuning)
7.
No
proper
test
environment to manage change.
maintain environment. (Endpoints, Tuning)
8.
Weak or undocumented architecture.
8.
No Project Management & evangelizing of ESM
8.
Weak
or
undocumented
architecture.
8.
No Project Management & evangelizing of ESM
9.
Tivoli products not included in disaster recovery
9.
Tivoli products not included in disaster recovery
9.9. Immaturity
of
process
plans/tests.
Immaturity of process
plans/tests.
implementation.
(Focus
on
Capacity,
10.
No Project Management & evangelizing of ESM.
implementation. (Focus on Capacity,
10. No Project Management & evangelizing of ESM.
2005
2005
2006
2006
Change,
Change,Incident
Incident management)
management)
|
With evolution and increasing complexity of the managed

environment, there is increasing need for effective IT processes
There has been a natural progression from
managing infrastructure resources to
systems, to IT services and business
services.
Business Processes
Composite Applications and SOA
Legacy
Oracle
Middleware and IT Services
Managed Elements
Management Processes
Business Applications
SAP
This requires a set of streamlined processes

to improve efficiency of service management
Change
Mgmt
Config
Mgmt
Release Service Availability

Mgmt Level Mgmt Mgmt
Mainframe
Linux
J2EEAppl
User
Business
Service
Transaction
Servers
Storage
Networks
Infrastructure
The ITIL v3 books introduce the concept of a service lifecycle, but do not
provide a roadmap for implementing an IT Service Management program
Service Strategy
Service Design
Establishes the overall strategy for providing IT

services. It consists of four main activities:
- Define the market
- Develop the offerings
s
ill
Sk ills
k
&
- Develop the strategic assets
e &S
dg
le d g e
- Prepare for execution
ow le
w
Kn
Converts strategic objectives into

portfolios of services and service
assets
Develops policies, architectures,
portfolios
Design a new or changed service
for introduction into the live
environment
Coordinate and carry out the activities and

processes required to deliver and manage services
at agreed levels to business users and customers
Manage the technology that is used to deliver and
support services
ins
W ns
ic k W i
u
k
Q
ic
Qu
Qualifications
Qualifications
Sc
Service
Service
Transition
Transition
Sc
a la
a la b ilit
y
b il
it y
ITIL
ITIL
Co
C o n ti
nIm nu
Im tipnruo al
pr avle Ser
ov Sm vi
em erevnt ce
e n ic e
t
n
Im
t io
uocn
ocdti
ntdru
e rI o
tivInt
cue
xuetiv
eEc
uSd
tyu A
dyid
Asi
d
Templates
Templates
Service
Service
Operation
Operation
Service
Service
Strategies
Strategies
St
Service Operation
Continual Service
Continual Service
Improvement
Improvement
aSn
tdaa
nrd
asrA
dsl
igA
nlim
gne
nmt
en
t
Service
Service
Design
Design
ice
ercve
l rSvi nt
uSae mte
tianl veen
oinnu pvreom
C
nt Ipm
ro
Co
Ex
Review and analyze Service

Level Achievement results
Identify and implement
improvement activities to
improve IT Service quality and
improve the efficiency and
effectiveness of ITSM processes
St
d ie
Stu s
s e d ie
Cea Stu
s
Ca
Continual Service
Improvement
Sp e
cialt
Sp e
cialt y T opics
y To
pics
Kn
Governance Methods
Governance Methods
Service Transition
Guidance for the transitioning of
new and changed services into
the production environment
It focuses on the broader, longterm change management role
and release practices
Objective is to ensure minimal
unpredicted impact on production
services, operations and support
organization
ITIL v3 covers a lifecycle of 5 phases and many processes

Strategy
Design
Transition
Operation
Continual
Improvement
Service Strategy
Service Portfolio Mgmt
Change Mgmt
Monitoring & Event Mgmt
Measurement & Control
Market Intelligence
Service Catalog Mgmt
Service Asset &

Configuration Mgmt
Incident Mgmt
Service Measurement
IT Financial Management
Service Level Mgmt
Knowledge Mgmt & a

service knowledge system
Request Fulfillment
(standard changes)
Service Assessment &

Analysis
Service Portfolio Mgmt
Capacity Mgmt
Service Release &

Deployment Planning
Demand Management
Availability Mgmt
Performance and Risk

Evaluation
Access Mgmt
Service Level
Management
Risk Management
Service Continuity Mgmt
Testing
Service Desk
Improvement Planning
Information Security Mgmt

(ISO 27K, ISO 20K)
Acquire, Build, Test

Release
Infrastructure
Management
Supplier & Contract Mgmt
Service Release,
Acceptance, Test & Pilot
IT Operations
Organizational Change &

Communications
Deployment,
Decommission and
Transfer
Facilities
Management
Processes
The question is often

Process Assessment &
Problem Mgmt
WhereAnalysis
do I begin?
Functions
Service Operation and Service Transition are recognized to be

the foundation and pre-requisites for effective Service
Management
In ITIL v2 most organizations started with the
Service Support book, implementing the
following functions/processes:
In ITIL v3 the same processes exist, but the list

has been expanded to provide a more complete
view of the service lifecycle:
Service Operation:
- Service Desk
- Service Desk
- Access Management
- Request Fulfillment
- Event Management
- Incident Management
- Incident Management
- Problem Management
- Problem Management
Service Transition
- Change Management
- Change Management
- Transition Planning and Support
- Knowledge Management
- Release Management
- Release and Deployment Management

- Service Validation and Testing
- Configuration Management
|
- Service Asset and Configuration Mgmt

The IT Service Management framework should be developed

using an integrated, holistic approach
www
Service Desk
Request
Fulfillment
Event Mgmt Console
Incident
Mgmt
Problem
Mgmt
Change
Mgmt
Release
Mgmt
Configuration Mgmt
Service Level Mgmt
Request Fulfillment
Request Fulfillment is the initial support handling
of contact with IT users.
The purpose of the Request Fulfillment Process
is to receive service requests from users and
route each request to the appropriate process for
handling. Some service requests are handled by
the Request Fulfillment Process, whereas many
others are routed to other processes for
fulfillment. Request Fulfillment can be the
contact management process for an
implementation of an IT Service Desk (or
equivalent).
Service
Desk
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
Request
Fulfillment
Incident
Mgmt
Configuration Mgmt
Service Level Mgmt
Incident Management
Incident Management provides rapid
response to possible service disruptions.
The purpose of the Incident Management
process is to focus on the restoration of a
service affected by any real or potential
interruption which has impact upon the
quality of that service.
Sample KPIs
- Number of incidents opened, closed, and
pending (by severity level)
- Percent of incidents closed with automated
responses against manual responses
- Percent of incidents closed using existing
documentation (known errors)
Event Mgmt
Console
Service
Desk
Request
Fulfillment
Incident
Mgmt
Problem
Mgmt
Change
Mgmt
Configuration Mgmt
Service Level Mgmt
Problem Management
Sample KPIs
Problem Management identifies and

resolves the root causes of service
disruptions.
- Number of known problems eliminated
The purpose of the Problem Management

process is to resolve problems affecting
the IT service, both reactively and
proactively. Problem Management finds
trends in incidents, groups those incidents
into problems, identifies the root causes of
problems, and initiates change requests
(RFCs) against those problems.
Incident
Mgmt
- 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 known
problems
Problem
Mgmt
Change
Mgmt
Configuration Mgmt
Change Management
The purpose of the Change Management
process is to achieve the successful introduction
of changes to an IT system or environment.
Sample KPIs
Success is measured as a balance of the

timeliness and completeness of change
implementation, the cost of implementation, and
the minimization of disruption caused in the
target system or environment.
The process also ensures that appropriate
details of changes to IT resources (assets, CIs)
are recorded.
Incident
Mgmt
- Customer satisfaction with the timeliness and

value of the change approval process
- Percent of emergency changes
- Percent of change requests needing revision
- Percent of approved changes completed as
planned and scheduled
- Number of Incidents due to Approved
changes and Non-approved changes
Problem
Mgmt
Change
Mgmt
Release
Mgmt
Configuration Mgmt
Service Level Mgmt
Release Management
Release Management is the controlled
deployment of approved changes within
the IT infrastructure.
The purpose of the Release Management
process is to prepare and finalize
release packages that are fit for
deployment so that optimal business value
will be attained when deployment occurs.
Sample KPIs
- Customer satisfaction with the value and
quality of releases
- Percent of releases
Completed as planned and scheduled
Rescheduled or delayed
Needing revision
- Number of incidents caused by a release
Incident
Mgmt
Change
Mgmt
Release
Mgmt
Configuration Mgmt
Configuration Management
Configuration Management identifies,
controls, and maintains all elements in the
IT infrastructure called Configuration
Items.
Sample KPIs
The purpose of the Configuration

Management process is to maintain the
integrity of the configuration item (CI)
employed in, or related to, IT systems and
infrastructure, and to provide accurate
information about CIs and their
relationships.
Request
Fulfillment
Incident
Mgmt
- Satisfaction of related processes with CMS

accuracy, completeness, and usefulness
- Percent of IT-controlled CIs represented in
the CMS
- Number of updates made to the CMS
- Number of inaccuracies discovered in CMS
data
Problem
Mgmt
Change
Mgmt
Release
Mgmt
Configuration Mgmt
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 and
procedures?
How to train your staff to internalize ITSM and ITIL best practices?
How to learn from other customer successes and failures?
..
5 Steps to Plan for ITSM Implementation
The first two steps establish a basis for the ITSM design phases.
Awareness
& Training
Strategy
& Plan
Design
Awareness &
Training
Assessment
Process
Design
Roadmap
Planning
Organization
Design
Detailed
Design
Detailed
Tool
Design
Implementation
Implementation
Architecture
Design
High Level Tool

Design
A well defined process for ITSM assessment and planning, and lesson learned from other implementations
can save you a lot of time and money.
|
Step 1: Awareness and Training

Understanding ITSM and ITIL processes is critical to the
assessment and planning of IT Service Management.
Awareness &
Training
- 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) process
models.
- Key success factors and considerations for the implementation of
ITSM based processes.
The IBM Tivoli Unified Process Composer is a customizable

process model that offers detailed content and tooling to
enable content customization, extension, and publishing.
In addition to ITIL training, a well planned communications campaign

helps instill awareness and cultural change
Step 2: ITSM Assessment

The success of every IT Service Management implementation
project is dependent on a combination of people, process, and
technology. Understanding the current organizational
capabilities, status and issues is critical to identify areas for
development.
Assessment
Roadmap
Planning
This Assessment workshop draws inputs from executives,

managers and IT professionals to baseline the current
environment. 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
Sample assessment results

ISO/IEC 20000 Assessment Result
6.5 Capacity Management
Plan
100%
80%
60%
40%
20%
Act
0%
Do
Check
COBIT levels of maturity
Max Score
Assessment Score
Step 3: Design
Key requirements are first captured through collaborative
discussions, these include:
Process
Design
- Key Business Drivers

- IT Service Management Objectives
Organization
Design
- IT Service Management Requirements

- Key Value Propositions
Architecture
Design
- Critical Capabilities
- Critical Success Factors
- Issues
High Level Tool

Design
Designs are then developed for the Process, Organization,

and Architecture.
At this stage, a high level design of the tool is also defined.
IBMs Service Management Reference Architecture can be used as a

design guide for the development of the ITSM tools architecture
Service Monitoring
Business System Management
Correlation
Capabilities
Service Request Management
Event Management
Modeling &
Decomposition
Capabilities
Realtime
Event Data
Detection &
Filtering
Capabilities
Service Level
Negotiation
Capabilities
Monitoring
Data
Infrastructure
Monitoring
Capabilities
Historical
Event Data
Bus System
Rules & Policies
Service Level Management
Operational Monitoring Capabilities
SLAs
Service
Contracts
Service Level
Attainment
Capabilities
Operation/App
Monitoring
Capabiities
OLAs
UCs
Service Request
Resolution
Capabilities
Business Health
Analysis
Capabilities
Service Asset Management
User Contact Management
Asset Management
Communication
Capabilities
User Contact
Data
Inventory
UC Monitoring
& Analysis
Capabilities
Asset
Reporting
Capabilities
Fulfillment &
Routing
Capabilities
Change Management
Configuration Management
RFC
Assessment
Service
CMDB
Configuration
Control
Capabilities
CI Status
Accounting
Capabilities
RFC Audit &

Review
Capabilities
Change
Scheduling
Capabilities
Change
Implementation
Capabilities
Knowledge Management
Discovery
Structured
Knowledge
Discovery
Capabilities
Discovery
Data
Incident Management
Submission
and Structuring
Capabilities
Financial Management
Metering
Capabilities
Budget &
Planning
Capabilities
Incident
Policies &
Records
Diagnosis &
Resolution
Capabilities
Standard
Change
Cost
Management
Capabilities
Reporting & Dashboards
Usage
Data
Accounting
Capabilities
Workload
Monitoring
Capabilities
Transaction
Management
Capabilities
Retrieve and
Publish
Capabilities
Batch & Job

Mgmt
Capabilities
Service Catalog
Service
Catalog
Offering
Management
Capabilities
Ordering
Capabilities
Service Flow
Repository
Escalation
Capabilities
Release Management
Software
Distribution
Capabilities
Problem Management
Root Cause
Analysis
Capabilities
Proactive
Problem
Capabilities
Platform
Capabilities
Definition &
Prioritization
Capabilities
Service Flow
Development
Capabilities
Capacity Management
Reservation
Capabilities
Forecasting
Capabilities
Scheduling
Capabilities
Service Flow Execution

Capabilities
Service Fulfillment Tasks
Capacity
Data
Distributed
Distributed
Software Library Hardware Store
Known
Errors
Planning &
Maintenance
Capabilities
Policies &
Profiles
Service Execution & Choreography
Patch Mgmt
Capabilities
Resolution
Planning
Capabilities
Release Testing Capabilities
Demand
Management
Capabilities
Release Packaging Capabilities
Data
Integration
Capabilities
Customer
Profiles
Templates &
Data
Data
Transformation
Capabilities
Service
Request
Enrollment &
Subscription
Capabilities
Load
Balancing
Capabilities
Metrics and
Measurement
Capabilities
Presentation
Capabilities
Project
Request
Resource Management
Workload
Management
Capabilities
Billing &
Invoicing
Capabilities
Cost Model
& Rates
Incident
Logging
Entitlement
Capabilities
Service Provisioning
Logging &
Classification
Capabilities
Report Creation
Capabilities
RFC Data
CI Auditing
Capabilities
Topology
Management
Capabilities
Alerting
Capabilities
Service Management Foundation
Asset Control
Capabilities
Asset Auditing
Capabilities
Correlation
Capabilities
Business
Capacity
Service
Capacity
Service\ Flows
Resource
Capacity
Service Quality Management

Performance Management
Capacity
Service
Levels
Perfo rmance
Data
Financials
Process
Availability Management
Availability
Analysis
Capabilities
Performance
Analysis
Capabilities
Performance
Correlation &
Tuning Capabilities
Service Continuity Management

BIA
Capabilities
Recovery
Capabilities
Availability
Data
Availability
Planning
Capabilities
SC Data
Continuity
Planning
Capabilities
Process Management
Admin Portal
Process Runtime Environment

Common Process
Data Store
Process
Management
Capabilities
Process Reporting
Capabilities
Support Interface
Process Execution
Capabilities
Sample of Functional Architecture Design
Tools
Process
Owner
Incident
Analyst
Incident Manager
Customer
Support Rep
External
Process
User
Sample Process Design (Workflow)

Operational workflow - Making ITIL Actionable
Step 4: Detailed Design

Detailed tools design will include the configuration of the tool,
the design of reports, and construction of interfaces.
Detailed
Tool
Design
Detailed tool integrations need to be addressed.

This phase will also incorporate system and user acceptance
testing.
This provides the basis for the next step of implementation.
Example of process integration with tools
Problem Notification
Shutdown Notification
S
C
Frame
RelayChange
DTE
DLCI
Status
NetView
NetView
Node Down
Link Down
C
NetView
C
NetView
Node Up
Link Up
Root Cause Analysis
Step 5: Implementation
Implementation Planning prepares the organization and align
resources for the implementation and deployment. Typical
activities include:
Implementation
- 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 where
KPIs / SLAs are not being met
IBMs Accelerator Solutions for Tivoli delivers faster time-tovalue

Awareness
& Training
Strategy
& Plan
Design
Detailed
Design
Awareness &
Training
Assessment
Process
Design
Detailed Tool
Design
Roadmap
Planning
Organization
Design
Implementation
Implementation
Architecture
Design
High Level Tool
Design
Accelerator fast-tracks design

and implementation
What does an Accelerator have that is not already included

in the software?
Base code
validation
procedure
Project plan
Organization
Personalization
change
collection
management
workshop
considerations
Customized
code
Personalized
code
installation
Completed
personalization
worksheet
Technical
support
procedure
Solution
architecture
Bill of
materials
Technical
support
Solution
documentation
Maintenance
activity
review
Model
organization
communication
plan
Organization
considerations
planning
workshop
Teach the
teacher
training
workshop
Model
training
plan
Putting things together
In our experience we see five common phases that many

organizations go through in building their ITSM architecture
Provide integrated IT & business performance monitoring

Implement an integrated IT & business dashboard to support
management reporting of business-aligned KPIs and continuous
improvement
Provide enterprise-view of IT capacity and availability against SLAs
Progressively
implement
KPIs
Service Level
Agreements
leading to
continuous
improvement
2
1
Implement an integrated IT dashboard for proactive operational monitoring

Advanced correlation of events to allow automated diagnosis and recovery
Ensure that IT Configuration Items and Assets are managed
IT asset management, configuration management, advanced change
management & device auto-discovery functions
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.
Provide essential resource availability monitoring and basic event management

Implement system management tools and processes with basic event management
Basic Configuration information should exist to support component identification

1.service Management Workshop

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Service Management

2008 IBM Corporation

IBM Global Technology Services

From Best Practice to Implementation

Copyright IBM Corporation 2006

Service Management Foundation

2008 IBM Corporation

IBM Global Technology Services

The current situation at a bank in the ASEAN region

Copyright IBM Corporation 2006

IBM Global Technology Services

Weak/missing processes continue to be the top ten biggest

1. Resource issues: including quantity, skill

Too few trained and dedicated

Resources: no formal Tivoli

Copyright IBM Corporation 2006

IBM Global Technology Services

With evolution and increasing complexity of the managed

Composite Applications and SOA

Middleware and IT Services

This requires a set of streamlined processes

Release Service Availability

Copyright IBM Corporation 2006

IBM Global Technology Services

Establishes the overall strategy for providing IT

Converts strategic objectives into

Coordinate and carry out the activities and

Review and analyze Service

Copyright IBM Corporation 2006

IBM Global Technology Services

ITIL v3 covers a lifecycle of 5 phases and many processes

Service Portfolio Mgmt

Monitoring & Event Mgmt

Measurement & Control

Service Catalog Mgmt

Service Asset &

Service Level Mgmt

Knowledge Mgmt & a

Service Assessment &

Service Portfolio Mgmt

Service Release &

Performance and Risk

Service Continuity Mgmt

Information Security Mgmt

Acquire, Build, Test

Supplier & Contract Mgmt

Organizational Change &

The question is often

Copyright IBM Corporation 2006

IBM Global Technology Services

Service Operation and Service Transition are recognized to be

In ITIL v3 the same processes exist, but the list

- Release and Deployment Management

- Service Asset and Configuration Mgmt

IBM Global Technology Services

The IT Service Management framework should be developed

Event Mgmt Console

Copyright IBM Corporation 2006

IBM Global Technology Services

Copyright IBM Corporation 2006

IBM Global Technology Services

Copyright IBM Corporation 2006

IBM Global Technology Services