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QLS - Service Operations and Operational Support Analysis PDF
QLS - Service Operations and Operational Support Analysis PDF
Your Objectives
• What is Activity ?
• What is Process ?
• What are Roles ?
• What are Functions ?
• What are Departments ?
7
Exercise 1 – Typical Challenges
• List down typical challenges of any organization
• Conclusions………..
10
ITIL Service Lifecycle-Main Practice Elements
11
RACI Model
Responsible - “ The Doer “
• Works on the activity
• One/Many person's) or team may be responsible
• This person is responsible for action / implementation
Accountable – “ Buck Stops Here !”
• With YES & NO authority
• Only one person can be accountable to avoid blames
Consulted – “ In the loop for decision making ”
• Involved prior to decision
• the people who are consulted and whose opinions are sought
• involvement through input of knowledge and information
Informed – “ Keep Posted ”
• Who needs to be informed after a decision or action is taken.
• This incorporates one-way
• receiving information about process execution and quality
• people who are kept up-to-date on progress
Variants of RACI –
• RACI-VS ( V – Verifies , S – Signs Off )
• RASCI ( S – Supporter ) 12
Introduction
Coordinating the delivery & management of
services at their agreed Service levels
Service Delivery
Stability but not stagnation
Realizing Value
Responding to Operational needs in business and
technology
Achieving Balance 13
14
Strategic objectives are ultimately realized through Service Operations,
therefore making it a critical capability
Purpose/ Goal / Objective
15
Incident Management
Restore normal service as quickly as possible following interruptions and minimize their
business impact
Problem Management
Determine root-cause of incidents and resolve to prevent recurrence
Request Fulfillment
Manage low-risk high volume customer and user requests not generated by incidents or
service delays
Access Management
Manage customer and user requests not generated by incidents or service delays
17
Service Operation Functions
Service Desk
– Serve as single point of contact for IT users. Involves resolving or escalating incidents,
fulfilling service requests, answering questions, tracks open incidents, conducts customer
satisfaction surveys, communicates service status to users
IT Operations Management
– Operations Control such as console management, print management, job scheduling,
archival and storage, data centre management, disaster recovery sites.
IT operations Control : staffed by shift operators
Facilities management : management of physical IT environment
IT Technical Management
– Plan, implement, and maintain a stable infrastructure. Apply technical skills to quickly
diagnose and resolve infrastructure failures.
Application Management
– Provide guidance to IT Operations about ongoing operational management of applications.
Assist in the design and deployment of applications. Provide technical support to quickly
resolve failures.
18
Well defined processes results in improved productivity within and across
functions
Optimization Service Operations Performance
• Service Operation is optimized in two ways:
• Long-term incremental improvement. This is based on evaluating
the
• performance and output of all Service Operation processes,
functions
• and outputs over time. The reports are analyzed and a decision
made
• about whether improvement is needed and, if so, how best to
implement
• it through Service Design and Transition.
• Short-term ongoing improvement of working practices within the
Service
• Operation processes, functions and technology itself. These are
• generally smaller improvements that are implemented without any
• change to the fundamental nature of a process or technology.
19
Service Operation Principals
20
Service Operation : Key Principals
Achieving Balance between conflicting sets of priorities is one of very key
roles of SO .
Providing Service in a timely , professional and courteous manner to the
business is what Service Operation’s objective is.
Operational staff involvement in Service Design and Transition phase
activities to ensure they are supportable from a technical and operational
viewpoint
Operational health Is not a core concept of Service Operation , but helps in
determining what needs to be monitored and how frequently to perform
preventive maintenance
Communication : Issues can be often prevented or mitigated with an
effective communication between different teams and business.
Documentation : Operational staff should be involved in creation &
maintenance of documents such as process manuals, technical procedure
manuals ,service portfolio and Work instructions (SM tools) . 21
Achieving Balances in Service Operation
Focus : service
performance
Focus : on
Technology Risk : Over
promise ,under
delivery
Risk : not meeting
business objective
Stability Responsiveness
Stability Vs Responsiveness
Focus : Firefighting
Focus : Constantly
seeking improvement
Risk : consuming
technical resources
Risk : Expensive
valuable time
Optimal levels of cost and quality will be identified at the Service strategy & design phase , but
will be evaluated & improved by CSI constantly.
Organizational Terms : Operations
Perspective
Function : A logical concept , referring to the people or automated measures
that execute a defined process, an activity or combination of both.
27
EVENT MANAGEMENT
Is backbone of IT service management by playing a
significant role in Service Operations
Monitoring IT Exception
infrastructure
Detect &
Categorize events Event Filter Warning
Actioning the
detected events
Informatio
n
28
Logging and filtering
Purpose/ Goals / Objectives
Purpose Goal Objective
Monitoring IT infrastructure •Operational and system health Compare the actual
monitoring. performance against design
Detecting all the occurring
events standards & SLAs.
•Act as a primary Trigger to
Report / Escalate exceptions Incident & Problem management Provide basis for Service
occurred process Assurance & Reporting
29
Scope & Value to Business
30
Policies and Procedures
Policies
Principles
31
Basic Concepts: Classification of Events
Incident
management
Problem
Excepti I/P management
on /C
Change
Filt management
Event
er Warni Human
ng Alert intervention
Auto
Informa response
tion
Log
32
Process/activities /methods & techniques
Event Notification
Event Generated Event Detected
Event Filtered
Significance?
Informational Exception
Warning
Event Correlation
Trigger
Incident/
Event Logged Auto Response Problem/
Alert
Change? Change
Incident
Problem
Review Actions
No
Effective?
Yes
Close Event
End 33
Triggers , Inputs & Outputs / Interfaces
Triggers I/P and O/P / interfaces
Exceptions to any level of CI performance Business applications and/or business
defined in the design specifications, OLAs or processes
SOPs The primary ITSM relationships are with
Exceptions to an automated procedure or Incident, Problem and Change Management
process, e.g. a routine change that has been Capacity & Availability management for
assigned to a build team has not been performance & availability of service
completed in time Configuration management for current status
An exception within a business process that is of CI
being monitored by Event Management Asset management for lifecycle status of Asset
The completion of an automated task or job Knowledge management as source of
A status change in a device or database record information
Access of an application or database by a user SLM , by determining the potential impact of
or automated procedure or job SLAs.
A situation where a device, database or
application, etc. has reached a predefined
threshold of performance.
34
Challenges, CSFs and Risks
Critical Success
Challenges factors(CSF) Risks
Funding & efforts for necessary. Achieving the correct level Failure to obtain adequate
of filtering funding
Setting the correct level of
filtering • Integration of Incorrect level of filtering
Rolling out the monitoring event Maintaining momentum
agents across the IT management with while rolling out
infrastructure SM processes.
Acquiring required skills • Design new
services
considering Event
Management
• Evaluate the
effectiveness
Rolling out of the
monitoring agent software
35
Information Management
SNMP Messages
MIB- Management Information Bases of IT devices
Vendors Monitoring Tool
Correlation Engine
Key generic data from event (required for analysis)
• Device
• Component
• Type of failure
• Date/time
• Parameters in exception
• Value.
36
Process Interfaces
• Business applications and/or business processes
• The primary ITSM relationships are with Incident,
Problem and Change Management
• Capacity & Availability management for performance &
availability of service
• Configuration management for current status of CI
• Asset management for lifecycle status of Asset
• Knowledge management as source of information
• SLM , by determining the potential impact of SLAs
37
Event Rules & Correlation Engines
• Correlation Engine’, usually part of a management tool
that compares the event with a set of criteria and rules
in a prescribed order.
• These criteria are often called Business Rules.
• These rules can be used to determine the level and
type of business impact.
• A Correlation Engine is programmed according to the
performance standards created during Service Design
and any additional guidance specific to the operating
environment.
38
Requirements for Good Design
• Business knowledge in relationship to any business processes being
• managed via Event Management
• Detailed knowledge of the SLRs of the service being supported by
each CI
• Knowledge of who is going to be supporting the CI
• Knowledge of what constitutes normal and abnormal operation of the
CI
• Knowledge of the significance of multiple similar events (on the same
CI or various similar CIs
• An understanding of what they need to know to support the CI
effectively
• Information that can help in the diagnosis of problems with the CI
• Familiarity with incident prioritization and categorization codes so that
if it is necessary to create an Incident Record, these codes can be
provided
• Knowledge of other CIs that may be dependent on the affected CI, or
those CIs on which it depends
• Availability of Known Error information from vendors or from previous
experience 39
Event management Design : Factors
Designing Event Management
Instrumentation Detection & Threshold
Error messaging identification
Alert
41
INCIDENT MANAGEMENT
Aims to minimize disruption to business by restoring service
operation to agreed levels as quickly as possible
Scope :
Any event which disrupts or has a potential to disrupt a service.
Events communicated by users via Service Desk
Event generated through Event Management process
Logged / reported by technical staff .
43
Service Desk is responsible for Incident Management process
Value to business
High visibility to business
ability to detect and resolve incidents
quickly
Align IT activity to real-time business
priorities.
Potential improvements to Service
44
Basic concepts : Terminology
Timescales must be agreed for all incident-handling stages (these will differ
depending upon the priority level of the incident) – based upon the overall
incident response and resolution targets within SLAs
Major Incidents must have a separate procedure with shorter timescales and greater
Urgency
Clear definition and proper mapping to prioritization system
Business impact defines the incident category
A major incident is not a problem
45
Process, Activities, methods and Techniques
From Event Mgmt. From Web Interface User Phone Call Email Technical Staff
Incident Identification
Incident Logging
Incident Categorization
Yes
Service Request? To Request Fulfilment
No
Incident Prioritization
Yes
Major Incident Procedure Major Incident?
No
Initial Diagnosis
Investigation
No
& Diagnosis
Resolution and
Recovery
46
Incident Closure
End
Incident Logging
All Incidents must be fully logged and
date/time stamped
Historical record of Incident should contain
Unique reference number
Incident categorization
Urgency
Impact
Prioritization
Date/Time Record
Name/ID of person/group (recording the incident)
Method of notification
Contact information of User
Status (active, waiting, closed, etc.)
Related CI
Support group/person to which the incident is allocated
Related problem/Known Error
Activities undertaken to resolve the incident
Resolution date and time 47
Closure category
Closure date and time.
Incident Prioritization
Impact
Evidence of effect upon business activities
Service levels in danger
Users impacted
Financial losses
Regulatory or legislative breaches.
Urgency
Evidence of effect upon business deadlines
Prioritize resources
Manpower
Money
Time
48
Triggers , Inputs & Outputs / Interfaces
Triggers, Inputs & Output Interfaces with other
Users Problem Management: Incidents are often
Through Service Desk caused by underlying problems
Web based Incident – logging screen Configuration Management : provides the
Event Management tools data used to identify and progress incidents.
49
Information Management & Metrics
50
Challenges, CSFs and Risks
Critical Success
Challenges factors Risks
Early incident detection Maintaining IT Lack of
Logging of all incidents Service Quality availability/trained
Maintaining Customer resources
Information availability of
problems & known errors Satisfaction Inadequate support
Resolving Incidents tools
CMS integration
Within Established Timely/inadequate
SLM integration
Service Times information of incidents
Non existent OLAs or
UCs
51
Exercise 3 – Typical Process Activities
List down typical challenges of Incident
Management
52
PROBLEM MANAGEMENT
Minimize the adverse impacts of incidents and problems on the business
caused by errors in the IT infrastructure and initiate actions to prevent
recurrence of incidents related to those errors.
Scope :
Diagnosis of the root cause & solution of incidents
Ensuring implementation of resolution
Maintaining information for problems & corresponding workarounds
Closely related to Incident Management
55
Problem management is responsible for maintaining the KeDB(know error data
base)
Value to business
Works towards increasing the IT service
availability and quality
Less downtime and less disruption to the
business critical systems
Higher productivity of business and IT staff
Reduced expenditure on workarounds or
fixes that do not work
Reduction in cost of effort in fire-fighting
or resolving repeat incidents 56
Working of Incident , Problem & Change
management process
Incident Management
Incident
Incident
Incident
Problem Management
KeDB
Request for
Change
Change Management
57
Basic concepts : Terminology
Workaround:
A temporary way of reducing or eliminating the impact of an
incident or Problem for which a full resolution is not yet available
Problem record remains open till permanent solution is
implemented.
Known Error:
A problem that has a temporary work-around or a permanent
solution
Documentation of the known error in CMDB is mandatory.
58
Basic concepts : Terminology
Known error database (KeDB) :
A database containing all Known Error Records. This database is created by
Problem Management and used by Incident and Problem Management.
Problem model
A pre-defined process or procedure for dealing with a particular type of
problem.
60
Problem Management Process Flow
61
Investigation and Diagnosis : Root cause analysis
Kepner &Tregoe
• Define problem
Brainstorming • Describe problem : identity,
location time size
Chronological analysis • Establish causes
Pareto analysis •
•
Test most probable cause
Verify true cause
• 80/20 rule
62
Triggers , Inputs & Outputs / Interfaces
Triggers, Inputs & Output Inter-process interfaces
Problem will be triggered Service Transition
Change management
by Incidents Configuration management
Release & Deployment
Raised / initiated by Service
Service Design
Desk staff Availability management
Capacity management
Users acceptance Testing IT service continuity management
Service Level Management
(UAT)
Service Strategy
Suppliers Financial management
Service Operation
Incident management
Continual-Service-
Improvement
63
Known Error Data base (KeDB) and SKMS
Configuration Life
Presentation Cycle View Technical Configuration Quality Management Service Desk View User
Layer Change and Release Asset Management View View assets
Project configurations
View View Service Applications Asset and User configuration,
Service Strategy,
Schedules/plans Change Financial Asset Application Configuration Changes, Releases,
Portal Design, Transition,
Request Status Change Status Reports Asset Environment Management Asset and Configuration
Operations
Advisory Board agenda Statements and Bills Test Environment Policies, Processes, item and related
configuration baselines
and minutes License Management Infrastructure Procedures, forms, incidents, problems,
and changes
Asset performance templates, checklists workarounds, changes
Knowledge Monitoring
Processing Performance Management Scorecards, Dashboards
Query and Analysis Reporting Forecasting, Planning, Budgeting Modelling
Layer Alerting
Common Process,
Data and Schema Meta Data Data Data Extract, Transform,
Mapping Management reconciliation synchronization Load Mining
Information
Data Integration
Project
Software Definitive
Multimedia Library 2 CMDB3
Information Management & Metrics
Information Management Metrics / KPI
Configuration Management Total number of problems
System(CMS): Percentage resolve within SLA
• Contains details & relationship of the
components of IT infrastructure
Percentage exceeded SLA targets
• Valuable resource for problem diagnosis Outstanding problems & their
• Historic data valuable resource for trend
Proactive problem management
Total major problems
Known error Database
Number of known errors added
Historic data storage of
incidents/problems Accuracy of KeDB
Exact & accurate historic data , any Percentage of major problem
workaround etc.
reviews completed successfully
No Duplication of data
Problem manager only to update any data
in KeDB
65
Challenges , CSF & Risks
Establishment of an effective Incident management
process
Common working practices & formal interfaces
Linking Incident and Problem Management tools
The ability to relate Incident and Problem Records
The second- and third-line staff should have a good
working relationship with staff on the first line
Making sure that business impact is well understood by
all staff working on problem resolution.
Efficient usage of all Configuration & knowledge
management resources
Training of Staff
66
Exercise 4 – Typical Process Activities
List down typical challenges of Problem
Management
67
REQUEST FULFILMENT
Directing and evaluating the alignment of service provision to
fulfillment standards of business needs
68
Goal and Scope of Request Fulfillment
Objective :
A Channel for users to request and receive standard services
Source and deliver the components of requested standard services
General information, complaints , comments etc
Availability of services & procedures for obtaining
Goal
Fulfill request with standardized services
Request Fulfilment is responsible for ensuring that fulfilment of a service request is
expedient , effective and evaluated
Financial approval
Other approval
Compliance related
Fulfillment
Closure
71
Request Fulfillment Process Flow
72
Request Fulfillment Process Flow -Continued
73
Triggers , Inputs & Outputs / Interfaces
Triggers, Inputs & Output Inter-process interfaces
74
Information Management & Metrics
Information Management Metrics / KPI
Service Request Total Service Requests(SR)
What service is being requested
Breaked down of SR
Who requested and authorized
the service Current backlog
Which process will be used to
fulfil the request Elapsed time of SR resolution
To whom it was assigned to and Percentage incidents handled
what action was taken
The date and time when the Average cost
request was logged as well as the
date and time of all actions taken Level of client satisfaction (from
Closure details satisfaction survey)
Request for change(RFC)
Service Portfolio
Security Policies
75
Challenges, CSFs and Risks
Critical Success
Challenges factors Risks
Defining the type of Identification/agreemen Poorly defined scope
requests for RF process t Poorly designed /
Establishing self-help front- • Standardized implemented user
end capabilities services interfaces
Publishing • Cost of service Badly designed
• Authorizer /operated back-end
Definition of a standard
fulfilment procedure Publication of services processes
Definition of a standard Inadequate monitoring
Single point of contact
fulfilment procedure capabilities for metrics
Integration of Self-service Single point of contact
tools with the back-end
Integration of Self-
tools
service tools with the
back-end tools
76
Exercise 5 – Typical Process Activities
List down typical challenges of Request
Management
77
ACCESS MANAGEMENT
The process of granting authorized users the right to use a
service while preventing access to non-authorized users
the process that enables users to use the services that are documented in the 78
Service catalogue
Access management :Fundamentals
Purpose/Goal/objective. :
Providing rights to authorized users
Restricting access to un-authorized users.
Execute security & availability management policies
Scope :
Execution of Availability and Information Security Management policies
Managing the Confidentiality, availability and integrity of organization’s
data and intellectual property
All Technical and Application management functions
79
80
Basic concepts : Terminology
• Access refers to the level and extent of a service’s functionality or data that a
user is entitled to use.
• Rights (also called privileges) refer to the actual settings whereby a user is
provided access to a service or group of services. Typical rights, or levels of
access, include read, write, execute, change, delete.
• Services or service groups. Most users do not use only one service, and
users performing a similar set of activities will use a similar set of services.
Instead of providing access to each service for each user separately, it is more
efficient to be able to grant each user – or group of users – access to the
whole set of services that they are entitled to use at the same time.
82
Access Management : Activities
Removing rights In
the event of Executes policies defined during
•Death
Providing Service design & strategy
•Resignation access/rights Rights are provided after verification
•Dismissal Highlighting / escalating the Role
•Role change conflicts
•Transfer/travel Rights management
Restricting rights periodic reviews of the roles
Role change
Demotion
Under surveillance
Temporary assignment Removing Monitoring
Access
/restricting Management
identity
rights status
Verification
Verification of the user
username/password verification
Biometric
Legitimacy of the request
Notification from HR
Authorization from an appropriate manager
Access to an optional service
Providing Rights
84
Rules for requesting access are normally documented as part of the Service
Catalogue.
Triggers , Inputs & Outputs / Interfaces
85
Information Management & Metrics
Information Management Metrics / KPI
Identity management Number of requests for access
Name of user (Service Request, RFC, etc.)
Address/contact detail
Physical documentation Instances of access granted, by
Identity number service, user, department, etc.
Biometric data
Instances of access granted by
Expiry date
department or individual
Users/groups / roles and Service granting rights
groups Number of incidents requiring a
User profile reset of access rights
User template
Number of incidents caused by
User role
incorrect access settings.
86
Challenges and Risks
Challenges Risks
• Monitoring and reporting on access • Lack of appropriate supporting
activity as well as incidents and technologies to manage and
problems related to access • Control access to services
• Verifying the identity of a user Controlling access from ‘back
Verifying the identity of the door’ sources such as application
approving person or body interfaces and changes to firewall
• Verifying that a user qualifies for rules for special needs
access to a specific service
• Managing and controlling access
• Linking multiple access rights to an to services by external third-party
individual user suppliers
• Determining the status of users at • Lack of management support for
any time
access management activities
• Managing changes to a user’s and controls
access requirements
87
Conditions for successful Access Management
Verify the identity of a user.
Verify the identity of the approving person or body
Verify that a user qualifies for access to a specific service
Link multiple access rights to an individual user
Determine the status of the user at any time .
Ability to manage changes to a user’s access
requirements
Ability to restrict access rights to unauthorized users
A database of all users and the rights that they have
been granted.
88
Exercise 6 – Typical Process Activities
List down typical challenges of Access
Management
89
Operational Activities of processes
covered in other Lifecycle phases
Change management
Configuration management
Capacity Management
Demand management
IT Financial management 90
IT Operations Management
Service Transition Processes
Change Configuration Release
Management Management Management
Raising and Submitting Monitoring & Actual
RFC’s informing CI/CMS implementation
Attending CAB/E-CAB discrepancy of Operations
meetings Amendments to CIs in related
CMS components
Implementing / Backing
out Changes Participation
during Major
Change models
releases
Communication of
Physical handling
Change Schedules
of CIs
Using the Change
Management Process
91
Capacity Management in Service
Operations
Capacity & performance participate in
monitoring Investigation along
with capacity
management
Handling capacity Solution
/performance related finding/implementat
incidence ion
Storage of capacity
Database
Capacity Operations management data
Housekeeping
Management perspective Backups
Demand management
Workload management
92
Capacity planning
Capacity & Performance Monitoring
93
Workload Management
Rescheduling a particular service or
workload to run at a different time
balance utilization or traffic.
Technical Virtualization
Limiting or moving demand for resources
94
AVAILIBILITY MANAGEMENT & SERVICE OPERATION
Service Operations :
Responsible for actual availability of the
Service
Reviews of maintenance activities
Major Problem Reviews
Involvement in Specific initiatives
Scheduled maintenance
Work instructions
Financial Management for IT services
Participate in overall IT budgeting and
Accounting
CAPEX
Opex
Active involvement in Charging system
Participate in periodic reviews of
expenditure / budget
Involvement in Cost Saving measure
97
IT Service Continuity Management
Testing & Execution of Service continuity
plans
Risk assessment,
Execution of any Risk Management
Consulted while preparation of Recovery
Plans
Participate in Testing of the plans
Trainings & Awareness campaigns of
disaster recovery 98
Maintenance
COMMON SERVICE OPERATIONS
ACTIVITIES
99
MONITORING & CONTROL
Monitoring is the activity of observing a situation to detect changes that
happen over time & Control is managing the behavior of the device , system or
service
MONITOR CONTROL
Using tools to monitor the status of key CIs Define normal/abnormal operations using tool
Raising an alert incase the specified conditions Regulate performance of devices , systems or
are not met services
Detect abnormal types or levels of activity in the Measure availability
infrastructure Initiate appropriate corrective action
Detect unauthorized changes
Ensure compliance with organizations policies
Track outputs to business to confirm quality &
performance requirements
Track information for KPI measurement
Monitoring & Control is the basis of service delivery , support & improvements
100
Monitor - Control Loops
Norm
Control Compare
Open loop system :
designed to perform specific activity
regardless of environmental
conditions
Monitor
Closed Loop system :
monitoring an environment &
respond to changes in that
environment
Activity 101
Input Output
Complex Monitor control Loop
Can be used to manage
Performance of activities Norm
Effectiveness of process/procedure
Device performance
Series of devices
Compare
Control
Monitor
102
Service Strategy 1
2 Continual Service
3 Improvement
Service Design
IT Management and Vendor Account Management
Portfolios, Standards
and Policies
Service Transition
Technical Architectures
and Performance
Standards
Users
Norm Norm Norm
103
104
IT OPERATIONS
Console Management / Operations Bridge
Monitoring and managing all the critical IT infrastructure centrally with minimal effort
Monitoring of Server farm/s, storage devices, network components , applications , databases or any other
critical CIs
Job Scheduling
Defining and initiating job-scheduling software packages to run batch and real-time work
o to perform standard routines, queries or reports delegated by Technical / application teams
o Periodically (daily/ monthly / weekly etc)
Defining alerts & exception reports for monitoring / checking job-schedules
Effective job-scheduling by using workload management techniques
Testing / Checks
Recovery Point Objective
Recovery Time Objective
Monitoring & Verification
Restore :
When & How will it trigger
How will it be performed
Testing & Checking 106
Verification & Sign-off
MAINFRAME MANAGEMENT
Mainframe operating system maintenance
& Support
Third- level support for
incidents/problems
Writing job scripts
System programming
Interfacing to hardware (H/W) support;
arranging maintenance, agreeing slots,
identifying H/W failure, liaison with H/W 107
engineering.
Inputs to capacity management for
SERVER MANAGEMENT & SUPPORT
Operating system Support
License management
Third-level support
Procurement advice
System Security
Define/manage virtual servers
Capacity & Performance
Ongoing maintenance
108
Decommissioning & disposal of old server
equipment
NETWORK MANAGEMENT
Involved in new Network/network
components planning
Third level support for all network related
activities
Maintenance & support of network
operating system & middleware software
Monitoring of network traffic & Defining
rules for dynamic routing
Network Security 109
111
DIRECTORY Services Management
Working as a part of Service Design &
Transition to ensure that new services are
accessible
Locating resources on a network
Tracking the status of those resources
Managing the rights of specific users or a
group of users
Defining & maintaining naming conventions
and ensuring their consistency 112
113
MIDDLEWARE MANAGEMENT
Functionality Activities
Providing transfer mechanisms Working as part of Service Design
for data and Transition
Sending work to another Ensuring the correct operation of
application middleware
Transmitting data or information Detecting and resolving Incidents
to other systems related to middleware
Releasing updated software Maintaining and updating
modules across middleware
Collation and distribution Defining and maintaining
Multicast setup with networks information
Managing queue sizes.
114
INTERNET/WEB MANAGEMENT
Defining architectures
Design, testing, implementation and
maintenance of websites.
Maintenance of all web development and
management applications
Liaison and advice to web-content teams
within the business
Liaison with and supplier management of
ISPs, hosts, third-party monitoring or 115
virtualization organizations
Third-level support
FACILITIES and Data Centre Management
116
IT SECURITY MANAGEMENT – Service Operation
perspective
117
IMPROVEMENT OF OPERTAIONAL ACTIVITIES
Automation of manual tasks
Reviewing makeshift activities /
procedures
Operational Audits
Using Incident/ Problem Management
Communication
Education & Training
118
SERVICE OPERATION Functions
119
Service Operation Functions
Technical IT Operations Application
Service Desk Management Management
Management
Service Desk
Serve as single point of contact (SPOC) for IT users. Mainframe
IT Operations Control Financial Apps
Directory
Services
Desktop
Middleware
Internet/Web
120
SERVICE DESK FUNCTION
A single point of contact that provides advice and guidance and
rapid restoration of normal service operation
level support)
Value to Business
Improved customer service, perception and satisfaction
Increased accessibility through a single point of contact,
communication and information
Better-quality and faster turnaround of customer or user requests
Improved teamwork and communication
Enhanced focus and a proactive approach to service provision
Better-managed infrastructure and control
Improved usage of IT Support resources and increased productivity
of business personnel
More meaningful management information for decision support
It is common practice that the Service Desk provides ‘entry-level’
positions for ITSM staff.
122
LOCALIZED SERVICE DESK
Service Desk is closer
to user community
Improved User User User User
communication &
Visibility
Inefficient & expense Service Desk
to resource
123
Centralized Service Desk
Service desk
are merged to
a single
location Customer Site 1 Customer Site 2 Customer Site 3
More efficient
& cost effective
Lead to higher skill Service Desk
124
Virtual Service Desk – Follow the sun model
Helpdesk staff may
be located in
number of locations
Gives users the San Francisco
impression of a Service Desk
single , centralized Paris Rio de Janeiro
service desk Service Desk Service Desk
Resource
efficiencies are Virtual
realized Service
Desk
May lack
uniformity & Beijing
Sydney
Service Desk
consistency in Service Desk
service delivery &
cultural items Service
Knowledge
Management
System
London
Service Desk
125
Key Considerations of Service Desk
Environment
Emphasis on building a single point of
The first-line resolution rate
contact Average time to resolve an incident
Average time to escalate an incident
Outsourcing 126
Common tools & processes
SLA targets
Ownership of data
Communication
TECHNICAL MANAGEMENT
The team providing technical expertise and overall management
to IT infrastructure
128
Generic Activities
Identify the knowledge & expertise for
effective IT service delivery
Initiating training programs
Recruiting / contracting additional resources
Custodian of Technical knowledge &
documentations.
Involved in designing of new/enhancement of
services
Assisting other lifecycle processes in their 129
tasks
Capacity & Availability management
Technical management - Metrics
Measurement of agreed outputs
Process metrics
Technology performance.
Mean Time Between Failures
Measurement of maintenance activity
Training and skills development
130
Technical Management Documentation
Technical documentation
• The sourcing and maintenance of technical
documentation for all CIs is the responsibility
of Technical Management. These include:
• Technical manuals
• Management and administration manuals
• User manuals for CIs excluding application
user manuals.
Maintenance Schedules
• Drawn up and agreed during the Service 131
Swift application
Businessofvalue
operational skills to
is realized here
diagnose and resolve any IT operations failures
IT Operation Management- Sub Functions
IT Operation control function
Console management
Job scheduling
Backup & Restore
Print and Output management
Maintenance activities
Data-centre
Computer rooms
Metrics
Successful completion/exceptions of
scheduled jobs
Number of data or system restores
required
Equipment installation statistics, including
number of items installed by type,
successful installations, etc.
Process metrics.
Facilities management 134
Costs versus budget
Number of security events and Incidents and their resolution
Power usage statistics
Documentation
Standard Operating Procedures
Operations Logs
Shift schedules and Reports
Operations Schedule
135
APPLICATION MANAGEMENT
Responsible for managing the applications through out their
lifecycle
137
Generic Activities
138
Deciding on Build / Buy Application
139
Application Management - Lifecycle
Requirements
Requirement : The phase
during which the requirement for a
new application is gathered
Design : The phase where the
requirements are translated into
specification
Optimize Design
Build : Both the application &
Operational model are made ready for
deployment
Deploy : Both the operational &
application model are deployed .
Operate Build
Operate : The application is
operated as part of delivering service
Optimize : Depending on the
results of SLA , possible improvements
are discussed developed & initiated
Deploy
140
Generic Activities
Design level Transition / Operation level
Involvement in architecture , design Third level support
& build of new services Operation testing plans and
Design , build , test and deploy new / deployment issues
changed application/s Application bug tracking and patch
Design and perform functionality , management
performance and manageability tests Application operability and
Inputs to availability & capacity supportability issues.
management on Assisting change management &
Defining event management Release management
standards Problem management
Developing Release Policies Enhancement s
Responsible for Training of staffs & Assist to identify the running cost of
end users applications
Recruitment of resources Involved in CSI process of applications
141
Organization Roles
Requirements Application
development will drive
some phases of lifecycle
with inputs from
Application Management
Optimize
Design
IT Service
Management
Application
Strategy, Design,
Transition and
management will drive the
Improvement rest of the phases with
contribution from
Operate
Build and Test Application development
Deploy
142
Application Development
Application Management
Application Management - Metrics
Measurement of agreed outputs
Access of application & functionality
Quality of outputs against SLAs
Availability of critical business functions
Service Desk training
Problem resolutions in KeDB
Process metrics
Response time to events
Incident & Problem resolution statistics
No of changes implemented & No. of changes backed out
No of successful releases deployed
Application Performance
Response time , availability , & Data integrity
Measurement of maintenance
Maintenance performed , exceeded , objectives achieved
143
Training & skills development
Application Management Documentation
Application Portfolio
Is a list of all applications in use in the organization . It can be used to link functionality and investment
to business activity and is therefore an important part of ongoing IT planning and control
Application Requirements
Functional requirements
Manageability Requirements
Usability Requirements
Test Requirements
Use and Change Cases : Change Cases are managed as part of the
Service Design and Continual Service Improvement processes, but are maintained by Application
management.
Use cases
Change cases
146
Roles and Responsibilities
Service Owner Process Owner
To initiate, transit & ongoing Responsible for ensuring all activities
maintenance of service defined within the process are undertaken
Responsibilities : Responsibilities :
• Prime customer contact for all • Defining the process strategy
service related issues & enquiries. • Assisting with process design
• Accountable for delivering Service • Ensure appropriate Process
• SLA of the Service are met documentation
• Identify opportunities for service • Defining policies
improvements • Knowledge sharing , knowledge
• facilitate effective service transfer , training
monitoring and performance • Perform review & periodic Audits
• Liaise with process owners • Process enhancements & inputs to SIP
• Address issues regarding process
147
Roles and Responsibilities
Process Manager Process Practitioner
Responsible for operational management of Carrying out one or more activities of a
a process
process
Responsibilities :
• Working with the process owner to Responsibilities :
coordinate all the process activities • Understanding how their role contributes
• Ensuring that all activities are carried out to the overall delivery of service and
as required throughout the lifecycle creation of value for the business
• Appointing people to the required roles
• Working with other stakeholders, such as
• Managing resources assigned to the
process their manager, co-workers, users and
• Working with Service owners and Process customers, to ensure that their
owners to ensure the smooth running of contributions are effective
services
• Ensuring that inputs, outputs and
• Monitoring and reporting on process
performance
interfaces for their activities are correct
• Making improvements to the process Creating or updating records to show
that activities have been carried out
correctly
148
Incident Management Roles and Responsibilities
Incident Management Incident Management Process
Process Owner Manager
• Carrying out the generic process owner • Carrying out the generic process manager
role role
• Designing Incident models and • Planning and managing the support for
workflows IM tools & processes
• Working with other process owners to • Coordinating interfaces between IM and
ensure integrated approach while other processes
designing & implementing Event , • Driving the efficiency and effectiveness of
Incident, Problem , Request Fulfillment the Incident Management process
& Access Management processes • Producing management information
• Managing the work of incident support
staff (first- and second line)
• Monitoring the effectiveness of Incident
Management and making
recommendations for improvement
• Developing and maintaining the Incident
Management systems
149
Incident Management Roles and Responsibilities
150
Problem Management Roles and Responsibilities
Problem Management Process Problem Management
Owner Process Manager
• Carrying out the generic process owner role • Carrying out the generic process
• Designing Problem models and workflows manager role
• Working with other process owners to • Planning and managing support for
ensure integrated approach while designing PM tools and processes
& implementing Event , Incident, Problem , • Coordinating interfaces between
Request Fulfillment & Access Management problem management and other
processes service management process
• Liaising with all problem resolution
groups
Problem Analyst • Ownership and maintenance of the
• Reviewing incident data to analyze assigned KEDB
problems • Gatekeeper for the inclusion of all
• Analyzing problems for correct prioritization known errors and management of
and classification search algorithms
• Investigating assigned problems through to • Formal closure of all problem records
resolution or root cause • Liaising with suppliers , Contractors
• Coordinating actions of others as necessary
etc.
to assist with analysis and resolution actions • Arranging, running, documenting and
for problem and known errors all follow-up activities relating to
major problem reviews.
• Raising RFCs to resolve problems
151
Request Fulfillment Roles and Responsibilities
Request Fulfillment Process Request Fulfillment
Owner Process Manager
• Carrying out the generic process owner role • Carrying out the generic process
manager role
• Designing Request models and workflows
• Planning and managing support for the
• Working with other process owners to ensure RFM tools and processes
integrated approach while designing & • Coordinating interfaces between RFM
implementing Event , Incident, Problem , and other SM processes
Request Fulfillment & Access Management • Handling staff, customer and
processes management concerns, requests, issues,
and enquiries
Request Fulfillment Analyst • Ensuring request fulfillment activities
operate in line with service level
• Providing a single point of contact and end-to-end improvements
responsibility to ensure submitted service requests • Overseeing actions to obtain feedback
have been processed from customers on quality
• Providing initial triage of service requests to • Assisting with activities to appropriately
determine which IT resource should be engaged to identify resources
fulfill them • Ensuring all authorized request are
• Communicating service requests to other IT being fulfilled on a timely basis
resources that will be involved in fulfilling them • Representing request fulfillment
activities at CAB meetings
• Escalating service requests in line with established
• Reviewing the initial prioritization and
service level targets
authorization of service requests to
• Ensuring service requests are appropriately logged. determine accuracy and consistency 152
Event Management Roles and Responsibilities
Event Management Process Event Management Process
Owner Manager
• Carrying out the generic • Carrying out the generic process
process owner role manager role for the event
• Planning and managing support management process
for event management tools • Planning and managing support for
and processes event management tools and
• Working with other process processes
owners to ensure integrated • Coordinating interfaces between
approach while designing & event management and other
implementing Event , Incident, service management processes
Problem , Request Fulfillment &
Access Management processes
153
Access Management Roles and Responsibilities
Access Management Process Access Management Process
Owner Manager
• Carrying out the generic • Carrying out the generic process
process owner role manager role for the Access
• Designing access request management process
workflows • Planning and managing support for
• Working with other process Access management tools and
owners to ensure integrated processes
approach while designing & • Coordinating interfaces between
implementing Event , Incident, event management and other
Problem , Request Fulfillment & service management processes
Access Management processes
154
Service Desk -Roles and Responsibilities
156
Technical Management- Roles and
Responsibilities
Technical Manager /Team leader Technical Analyst /architect
• Taking overall responsibility for leadership, • Working with users , sponsors , application
control and decision making for the technical management and all other stakeholders to
team or department determine their evolving needs
• Providing technical knowledge and leadership • Working with application management and
in the specific technical areas covered by the other areas in technical management to
term or department determine the highest level of system
requirements
• Ensuring necessary technical training,
awareness and experience levels are • Defining & maintaining knowledge about how
maintained within the ream or department systems are related and ensuring that
dependencies are understood & managed
• Reporting to senior management on all accordingly
technical issues relevant to their area of
responsibility • Performing cost-benefit analyses to determine
the most appropriate means to meet the stated
• Performing line management for all team or requirements
department members.
Technical Operator(Same as IT operator )
• Performing backups
• Console operation ,i.e. Monitoring the status of specific systems, job queues etc. and providing
• First-level intervention of appropriate
• Managing print devices, restocking with paper, toner etc.
• Ensuring that batch jobs, archiving etc are performed
• Running scheduled housekeeping jobs, such as database, maintenance, file clean etc.
• Burning images for distribution and installation on new server, desktops and laptops
• Physical installation of standard equipment in the data centre 157
Application Management Roles and Responsibilities
Application Manager /Team Application Analyst
leader /architect
• Taking overall responsibility for leadership, • Working with users , sponsors , application
control and decision making for the management and all other stakeholders to
applications team department determine their evolving needs
• Providing technical knowledge and leadership • Working with technical management and
in the specific applications support activities other areas in technical management to
covered by the team or department determine the highest level of system
• Ensuring necessary technical training, requirements
awareness and experience levels are
maintained within the team or department
relevant to the application being supported
and processes being used
• Ongoing communication with the users and
customs regarding application performance
and evolving requirements of the business
• Reporting to seniors management on all issues
relevant of the applications being supported
• Performing line management for all team or
department members
158
IT Operations Management Roles and Responsibilities
159
IT Operations Management Roles and Responsibilities
160
TECHNOLOGY CONSIDERATIONS
161
GENERIC REQUIREMENTS
Self help
Workflow / process engine
Integrated CMS
Discovery/Deployment /Licensing
technology
Remote control
Diagnostic utilities
Reporting
Dashboards 162
164
MANAGING CHANGE in SERVICE OPERATION
Change Triggers
New /upgraded H/W or network components
New /Upgraded application software , systems software, middleware etc .
Legislative , Conformance or governance changes
Obsolescence of components
Business imperatives
Enhancements
Major changes
Change of service levels
Change Assessment
SO staff Involvement in CAB/e-CAB meetings
165
Service Operations & Project
Management
Known benefits
Increased Visibility
Funding justification
Greater consistency & Improved Quality
Achievement of Objectives
166
Assessing and managing risk in Service Operation
167
Operational Staff in Service Design and
Transition
Judge supportability of a new/enhanced
Service
Analyze impact on existing services
Estimation of Operational cost
Unexpected Contractual / legal
complications
No complex support paths
168
Planning & Implementing Service Management
Technologies
Licences
Dedicated licenses
Shared licenses
Web licenses
Service on Demand
Deployment
Capacity Checks
Timing of Technology deployment
Type of Introduction
Big bang 169
Phased approach
CHALLENGES , CRITICAL SUCCESS
FACTORS(CSFs) & RISKS
170
CHALLENGES
Lack of engagement with development and
project staff
Justifying Funding
Reduced software license cost
Reduced Support cost
Reduced headcount
Lessening of poor IT service quality
Optimal utilization of existing infrastructure
Better aligned processes
171
CRITICAL SUCCESS FACTORS
Management Support
Business Support
Champions
Staffing & Retention
Service management training
Suitable Tools
Validity of Testing
Measurement & Reporting
172
RISKS
Service loss
Risks to successful service Operation
Inadequate funding & resources
Loss of momentum
Loss of key personnel
Resistance to change
Lack of management support
Differing customer expectations
173
THANK YOU
174