GoldMine Datasheet Title

Subtitle: Reinvent your Sales, Marketing and Support Proceses

. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 7 Automate Logical Definitions . . . . . . . . .Configuration Management Database (CMBD) SUCCESS KIT 1 Table of Contents Chapter I: A Prescriptive Path for Implementing the Service Catalog and CMDB Together . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 2 The CMDB . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 3 Service Level Management . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 12 . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 6 Chapter II: Common CMDB Pitfalls and How to Avoid Them . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 4 CMDB: Federated Approach . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 5 Service Example: Tying it Together . 9 Lack of Business Focus . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 11 Conclusion . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 10 Reactive Change Management . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 5 Conclusion . . . . . . . . . . . . . . . . . . . . 2 Introduction . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 9 Start with the Service Catalog . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 2 Roles and Interrelationships . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 4 Service Catalog: Begin with the Business . . . . . . . . . . 7 Emphasizing Physical Instead of Logical . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 9 Overly Complex Dependency Mapping . . . . . . . . . . . . . . . 10 Only Capture Critical Dependencies . . . . . . . . . . . . . 7 Introduction . . . . . . . . . . . . . . . 11 Use Service Maps to Visualize Probable Business Impact . . . . . . 2 The Service Catalog . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 5 Service Level Management: Business-centric Metrics . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 7 Focus on Relevant Logical Data . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 3 A Prescriptive Path for Implementation . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 9 Add Service Level Management . . 11 Proactively Verify CI Baselines . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 11 About FrontRange Solutions . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

you will need to approach the service catalog and CMDB in a building-block fashion to keep momentum going . The service catalog is a published repository of all core IT service offerings. Request. Services in the catalog are grouped logically by business customer. and identify the organizations that subscribe to services . problem. quality. Yet meeting business value expectations can be elusive without a pragmatic. Request contains ordering. Therefore. they are aligned with each business process to meet the specific needs of the business . governance and agreement sub-components and attributes. The Service Catalog Service Catalog Management received an increased focus in the ITIL v3 family of processes and plays a critical role in defining the business needs of IT–in business terms .2 Configuration Management Database (CMBD) SUCCESS KIT Chapter I: A Prescriptive Path for Implementing the Service Catalog and CMDB Together Introduction The expectation of your CEO is clear: IT must align with the business and deliver strategic value to the company . technical. Roles and Interrelationships You may be asking yourself. using a best practices process framework such as ITIL . they are tightly interrelated . and cost . . configuration. they can get lost in the misguided pursuit of the perfect ITIL implementation . Because services are designed and packaged from a business customer point of view. Many ITIL-mature organizations have invested significant time and money chasing “ITIL-topia” but have failed to implement a workable solution that delivers real-world business value . they can reach consensus on the definition of services and the associated level of service. Consensus prior to implementation will ensure that your project execution will deliver against business expectations . pricing. resulting in a clearly defined set of services offered to the business . the configuration management database (CMDB). But what’s your best course of action? The release of IT Infrastructure Library version 3 (ITIL v3) promises to ease business and technology integration with its increased focus on service strategy . availability. financial and relationship management . and service level management (SLM) . Creating a service catalog can involve iterative negotiations to develop service names. and professional services offered to both internal and external customers . Activities include all major IT processes such as request. When IT aligns with the business during the service catalog strategy and design phases. change. what makes the most sense to tackle first: the service catalog and service level management or the CMDB? A solid CMDB is the key to any successful ITIL initiative . However. Your quest for achieving integration and increasing value requires a steadfast focus on the needs of the business . Vendor management and provisioning might also be included . define service level agreements. Through the use of real-world service examples you will learn how these IT process areas become the three-legged stool that establishes IT as a successful strategic business partner . Volume VI of this executive briefing series is dedicated to helping you understand the roles and interdepencies of the service catalog. While both of these efforts are complex. terms and conditions among other attributes. Activities. the service catalog is the key to initiating IT-business alignment . and Resources–each with many sub parts and attributes: • • • Offer contains service levels. Service descriptions are comprised of four major parts–Offer. customer-focused approach to IT. Once an organization embraces an IT service improvement mentality. which can include the business.

improvements. timeframes and expectations between business and IT are established and proactively managed . Proactive SLM manages and measures actual service delivery quality against the established benchmarks . Implementing a catalog first will also reduce your project risk . While the service catalog defines the services. The role of the CMDB is to provide a centralized information repository of core configurable IT components and relationships to the associated business service hierarchy . and its relationships to other CIs . Therefore. and performance metrics are measured . Alternatively. Service Level Management Service Level Management (SLM) ensures that ongoing requirements.g . those parameters that help manage the CI within the IT service provider function) . logical attributes that define the business purpose of the CI are required alongside the physical attributes to annotate the service . is typically an exercise in futility . All information recorded in the CMDB exists to support the information technology service management (ITSM) processes described by ITIL . The service catalog becomes the shared vision of business and IT. SLM provides the standards against which expectations. communications. building a CMDB typically starts with mapping core IT management processes to the configuration items (CIs). OLAs and underpinning contracts (UCs) ensure that documented agreements are in place to support the offerings within the service catalog . Attributes could be characterized as physical. the structure and relationships in your CMDB must make sense from the perspective of a service and should be defined from the point of view of a business consumer . Rather than trying to reconcile thousands of CIs and attributes. Starting with the service catalog ensures that the CMDB project remains aligned with the business and sets the project up for success . logical. skills and labor.Configuration Management Database (CMBD) SUCCESS KIT 3 • Resources include elements such as vendors. The CMDB The Configuration Management System and the CMDB are fundamental components of the ITIL framework . A top-down approach in which you define services. SLM is also responsible for ensuring that internal IT expectations are being met . By the time the CMDB project is completed. the CMDB does not align to the services the business cares about . Consequently. starting with individual configuration items. the inventory data repository is very different than the CMDB . Starting with the service catalog will narrow the scope of the CMDB driving your focus on high impact services that affect your most important business consumers . Therefore. The inventory database tracks the current state of all discoverable IT infrastructure items and configuration information. then use the catalog to drive the structure of meaningful data and relationships in the service map will result in a CMDB strategy that is manageable and achievable within a reasonable implementation timeframe . a well-designed CMDB represents the desired state (or baseline) of the service map–the business-relevant representation of the IT infrastructure . Since the CMDB is primarily a support tool that enables other ITIL processes. service level agreements (SLAs) and operating level agreements (OLAs) establish the service delivery benchmarks . or financial . the CMDB provides an accurate baseline for planning and compliance management . Because the CMDB is typically built to control and manage the CIs that are subject to the IT change control process. A CMDB will track a CI’s configuration attributes (e . Establishing the service map using a bottom-up approach. the CI attributes. Because its content is guided by ITIL. and of course all major IT systems that pertain to the business service . Furthermore. the personnel required to maintain the enormous quantity of detailed data being tracked in the CMDB becomes an IT resource nightmare . This design approach will limit the type of CIs and attributes that are tracked to a manageable subset . . transforming business goals into IT goals . you can start with the business service view and focus on just those aspects that are relevant . create your service catalog. SLAs. organizational. There are many examples of multi-year enterprise CMDB projects that have evolved into an IT-centric technical project .

Relationship attributes are also created to represent the association of a business service with the set of technical and application components that are required to keep the business service running . Consider creating an external catalog view for your customers and an internal catalog view for IT . Once this step is complete.4 Configuration Management Database (CMBD) SUCCESS KIT • Service level agreements. which is negotiated and mutually agreed upon . There should be a record in the CMDB for each service. IT’s ability to achieve established service levels will be only as good as the weakest link . This approach gives you a springboard for discussion and an opportunity to obtain buy-in from your customer . informational. and timeframe requirements needed for each IT group to provide the services that will be delivered to the customer . and a relationship record that creates logical service groupings to represent the service hierarchy . • Underpinning contracts include documented delivery requirements and expectations for any third party vendor that is part of the extended IT service delivery team . OLAs must be in place before negotiating SLAs with the business consumer representative . the best approach is for IT to create the first draft of the catalog by documenting the services they believe they provide . A Prescriptive Path for Implementation Service Catalog: Begin with the Business Nothing works better than collaborating with your business consumer representatives (“the customer”) to agree on the initial core set of services that will be contained in the catalog . and the processes associated with them. The CMDB is also a mechanism used to associate services to the users of each service . • Operational level agreements establish specific technical. IT must hold both internal and external delivery partners accountable for their part of the delivery cycle . • Define the overall service level for the full service by adding up the sum of the parts. The combined set of logical and physical CIs and relationship between business services. Each component’s established performance becomes a contributing factor to the overall service SLA . Attempting to start collaboratively from a blank slate tends to give the customer the (mistaken) impression that you do not know what services you provide . the catalog can then be validated with the customers . instead it should be accompanied by a CMDB . provide a methodology for introducing and implementing reasonable expectations between IT and the business consumer . They establish a two-way accountability for service. The component information in the CMDB becomes the integration point with SLM . The service catalog provides context for conversations with your customers regarding SLAs . . IT professionals need to know the components that make up the services but should not rely on the service catalog to document every detail. SLM is tightly integrated with the CMDB . and business users is referred to as the service map . In addition to the service catalog. The internal catalog contains all the necessary components and relationships that are needed to deliver that service to the customer . UCs complete the chain of accountability and control for seamless service delivery . business support systems. and define acceptable performance levels for each component. Quite often. When you define service agreements. The external catalog is simply the “menu” that stipulates the services that are provided to the customers with an appropriate description . Logically. there are two steps: • Break the service into discrete components.

such as defining the time it takes to provision a new service (mean time to provision. Federation is the enabler of this strategy . one rack. Services and the resources for delivering them are optimized around business objectives. Construct different views of the data for different purposes. Service Level Management: Business-centric Metrics As the IT organization becomes more experienced in managing services. provisioning. switches. Windows® systems. Service Example: Tying it Together The IT department has a service offering of web hosting at three different levels: bronze. For example. and associated service level agreements . deploying licenses. truly useful SLM goes beyond component/network metrics and includes service and business metrics. 1 gigabyte per month. such as servers. at $200 . while at the same time storing and updating the data in local data stores . The customer is not concerned with which element impacted their order entry system.” The ordering-specifying-provisioning process is also part of the service catalog system . and granting access to users. physical inventory. and gold . backup. Resources “to-be provided” describes the hardware.Configuration Management Database (CMBD) SUCCESS KIT 5 CMDB: Federated Approach When the CMDB is designed as a logical representation of the service map. IT will likely need a hot standby environment.00 per gigabyte of storage . the perception of IT resources evolves from an enabling infrastructure to a strategic service asset . A critical success factor for your project is to keep the CMDB data easily maintainable and manageable . Customers care about the end result and not about the components required to deliver the service . what is included. software. which are part of the bundled service offering “Web Hosting: Silver . drill-through access to the detailed physical configuration is a best practices design approach . or MTTP). how the service is charged. a customer order entry system may be comprised of network access.00 per month plus $100 . Also documented are the component services including support. To provide a web hosting service designed to meet gold availability and performance requirements. routers. or MTTR). A problem in any of those elements can affect the entire order entry system . The catalog describes the service. silver or gold service level . but only that the system–as advertised–is not working according to expectations . and the configuration necessary to create the web hosting infrastructure based on the bronze. repairing an existing one (mean time to repair. The associated configurations for each level will be quite different . These logical elements can be automatically linked to the IT infrastructure items (IIs). The marketing manager agrees with the recommendation and enters into a hosting agreement with IT . includes Linux. This agreement now allows requests for provisioning and configuration to be carried out such as ordering servers. silver level. silver. or responding to a trouble-ticket call . The service catalog integrates with the inventory management system to confirm that the required systems and settings defined by the CMDB service map are . maintenance. an Oracle® database and third-party fulfillment services . the price. The best way to support drill-through data access in your CMDB architecture is with a federated approach . The IT resources in the CMDB are the logical (business purpose) representation of the physical (discoverable) asset information (e . and real-time economics drive decision making . which will require a redundant set production servers . Let’s see how the service catalog facilitates the service ordering process . The marketing department needs a new website for an upcoming promotion . providing a business view of how IT infrastructure elements support higher-level business processes . The marketing manager accesses the service catalog from the self service portal and views the recommendation: Web hosting. or storage devices) and of relationships between CIs . and availability . Therefore.g .

and will report the main elements back to the catalog system . proactive broadcast notifications can be sent to affected business users . the history of requests. This serves as a catalyst for business-IT alignment and empowers business and IT managers to make decisions on IT activities based on risk. When the service fulfillment process is automated. Implementing the service catalog as part of an IT self service portal. where appropriate . the cost drivers. Meanwhile. priority. proactively notifying IT that a server is precariously close to breaching a performance SLA . Begin by establishing a documented service catalog. ensuring the structure and relationships make sense from the perspective of a service . Once the web hosting service is operational. Yet a prescriptive path for implementation is vital to your success .” Service impact may be indicated by an influx of user incidents associated to a server that is down . service level agreements. operating level agreements. which provides complete transparency to the various services acquired. developed in coordination with the business . and the consumption that service has undergone . When service descriptions include CMDB content and context. While the service catalog defines the services. customer-focused approach to implementing the service catalog. the service catalog plays a different role: managing against established service levels . Conclusion The service catalog. The catalog also integrates with an SLM system that manages the vendors that provide underpinning services . and reconciled to the CMDB service map . and expectations between business and IT are established and proactively managed .” Now it links to the CMDB to identify “resources impacting service . the web hosting system provisioning steps are supported using a fulfillment workflow system and a change management system. The associated infrastructure items are being added. the service catalog becomes the shared vision of business and IT. IT is sure to meet the expectation of the CEO: delivering strategic value to the company . With this pragmatic. When service levels are impacted. and under pinning contracts establish the service delivery benchmarks . The CMDB integrated with the service catalog enables this type of proactive mass communication and service transparency .6 Configuration Management Database (CMBD) SUCCESS KIT provisioned and discovered in the inventory management system . Initially the service catalog is linked to the CMDB to document “resources to be provided . Finally. Next. truly useful SLM goes beyond component/network metrics and includes service and business metrics that are meaningful to the business . implement your CMDB. CMDB and service level management comprise the three-legged stool that establishes IT as a strategic business partner . communications. the service level agreements. Or. rather than cost alone . the marketing executive can access the service catalog portal. timeframes. With integrated asset management tools. IT can also track the actual consumption of storage and report back as a subscription service being used by the specific business unit . it might be indicated by an SLA alert. use service level management to ensure that ongoing requirements. and value. CMDB. Remember. integrated with the CMDB establishes IT as a business service provider . The CMDB now has a new IT system that it will track. . transforming business goals into IT goals . and service level management. discovered.

by focusing on the business requirements that are most important. it is only a matter of time before unplanned changes result in a baseline CMDB that is out of synch with the current state IT infrastructure . software. This logical infrastructure. with physical relationships where appropriate. and is easily accessible from the service desk . and network topology . In addition. . without strong IT change control processes. thus embracing IT service management (ITSM) . and every status change . This requires proactively managing IT infrastructure as a business. You will also gain insights into the FrontRange CMDB and discover why it can deliver rapid time to value .Configuration Management Database (CMBD) SUCCESS KIT 7 Chapter II: Common CMDB Pitfalls and How to Avoid Them Introduction The expectation of your CEO is clear: IT must align with the business and deliver strategic value to the company . Emphasizing Physical Instead of Logical The misconception that the CMDB should represent as close to 100 percent of the actual physical IT infrastructure as possible was a common pitfall of many early projects . Years were invested in designing the superset data model that could track every individual IT component on the network. Complicated reconciliation rules must be coded to resolve duplicate data collected by multiple discovery tools . every possible relationship between inventory items. every discoverable attribute. Instead of an “all-or-nothing” strategy. Many CMDBs that were designed around strong ITIL principles and initially populated using robust discovery tools failed because IT could not justify the resources required to keep up with ongoing data management . Many CMDB projects attempting this level of completeness and accuracy can require two or more full-time IT personnel to establish and manage ongoing data maintenance tasks . Manual entry has to be performed to set up the complete logical configuration hierarchy . A crucial component of your service management strategy is implementing a configuration management database (CMDB) . results in a much more manageable set of data than the full physical view of every aspect of the hardware. Multiple auto discovery tools are required to discover the complete IT infrastructure and application topology . the goal of the CMDB is to provide an accurate. This approach typically results in a multi-year CMDB endeavor. Don’t confuse inventory management with configuration management Simply stated. up-to-date representation of the business support systems that keep your business running and employees working. a pragmatic CMDB implementation should show results within 90 days . Although the implementation of a complete CMDB system can be a multi-year project. Focus on Relevant Logical Data These early CMDB projects could have delivered comparable business value–but at a dramatically lower total cost of ownership–if IT had conducted more up front planning with their business constituents . So why have countless CMDB projects failed to deliver business value or a reasonable return on investment? Volume VII of this executive briefing series answers this question by discussing the most common CMDB implementation pitfalls and how to avoid them . Manual reconciliation processes must be established for records that fall through the cracks from nightly reconciliation processing . Included is practical advice from industry experts regarding the amount and type of data that should reside in your CMDB . reminiscent of enterprise data warehousing projects of the 1990’s . orienting the CMDB around business services allows IT to design an infrastructure model scaled to support only the infrastructure information needed to maintain control and stabilize critical business services–the true benefit of a CMDB . This discussion of logical versus physical views highlights the difference between inventory management and configuration management .

releases. consider this sample business service . To illustrate. Accounts Payable. associated physical IT systems. Each view becomes a separate and distinct tool to support different ITSM processes . etc .8 Configuration Management Database (CMBD) SUCCESS KIT Inventory management is concerned with having the most comprehensive and up-to-date view of the entire IT infrastructure . it doesn’t make sense to maintain CI records for each network circuit. The SAP Accounts Receivable sub system is supported by the following physical IT systems: • • • • • • • • SAP web server SAP application server SAP database server SAP backup database server Knowledgebase sub system SAP application software Oracle 11i database software Network device-LAN The SAP Accounts Receivable sub system is supported by the following logical IT systems: • • SAP Support Agreement Sun Server Hardware Lease Agreement This business service. If you are only able to associate an incident to the SAP sub system. With this in mind. For example. and track Requests for Change to the SAP network device. and relationships between each node in the hierarchy can be modeled in the CMDB to create a service map . On the other hand. determining the granularity of your physical CI hierarchy is dependent on the level of detail that can be tracked from your Service Management records (e . When you deploy integrated FrontRange discovery tools in conjunction with ITSM Inventory Management and Configuration Management modules. logical business service impact information is vital when prioritizing break/fix incident resolution . problems. and switch that are “lower” in the service hierarchy . you support the finance department. logical CIs. Financial Management is provided by the SAP System . changes. Configuration management is focused on creating a specific filtered view of service assets. related sub systems. . router. In this example.g . you can maintain both physical and logical views . Business Intelligence.) . Identifying the physical configuration information of a server with performance issues is important when conducting root cause analysis . Yet many of the data elements related to the computer server that are identified by a discovery tool are not relevant to the configuration management function . The SAP System includes the SAP Accounts Receivable. which delivers the Financial Management Service . representing only those assets that are critical to delivering IT services that ultimately support the company’s core business services . and Project Management sub systems . incidents. Scaling back the CMDB to track only relevant data about critical business service resources is a critical success factor for your CMDB project . a configuration manager needs to know that a computer server is used as a database for a set of critical business functions . Configuration management assists us in understanding the business function of the asset rather than what the asset is .

loan funding. Clearly. the CMDB may not align to the services your customers care about . if human resources is one of your key business stakeholders. you can choose between creating a CMDB that models a detailed physical representation of the network and its connections or a logical application-dependent view . operating level agreements (OLAs) and underpinning . That’s why we recommend defining a baseline service catalog before implementing your CMDB to ensure the project remains aligned with the business . corporate communication may be one of its core business processes . marketing. procurement. identify your key business stakeholders by department. communications. and IT systems in the CMDB . and which are not. IBM Lotus Notes. For example. With FrontRange Visualization. The service catalog sets the standards against which expectations. to create a logical view of the asset. FrontRange business rules and workflow automate the process of identifying which assets are critical. IT support services. Leave IT systems to the CMDB and business and IT support services to the service catalog and service level management . Keep your CMDB to a manageable size by limiting the CIs and CI attributes to just those aspects that are relevant to your business processes . you may want to put the extra effort into modeling the full logical hierarchy of the business service . The IT systems that map to the Email IT Service include Microsoft Exchange. and customer support . An enterprise CMDB project can easily devolve into a very IT-centric technical project . Be pragmatic when modeling services and systems in the CMDB. business function. By the time it’s complete. and insurance claims . the CMDB becomes the IT reference tool to quickly research and pinpoint business services and business users that are impacted by an unplanned system failure or a planned system outage . identify the core business processes by stakeholder and create a service definition based on the enabling set of technical or professional IT capabilities . Your project will become overly complex and unnecessarily complicated unless you focus on the business processes that are most important to your customers . you can use the visual map to view the logical business service hierarchy and perform business impact analysis . Relationships can be created from the logical service to the set of IT services .Configuration Management Database (CMBD) SUCCESS KIT 9 Automate Logical Definitions With the FrontRange Foundation database extensibility features. Next. Based on IT best practices. Additionally. With FrontRange Configuration Management. If you plan to manage your IT prioritization by business service impact. IT will make better business decisions when it is easy to identify the purpose of core business system assets . an IT service required to support corporate communication is email . First. defining service level agreements. Start with the Service Catalog Creating a service catalog involves defining the set of primary services IT offers and supports. and performance metrics are measured . improvements. developing agreed upon and common names. Based upon set criteria you define. each core business and IT service can be defined as a logical CI . You may support departments such as sales. Lack of Business Focus The most common pitfall of current CMDB projects is the lack of business focus . it is not necessary to include the entire set of business services. Add Service Level Management Service Level Management (SLM) ensures that ongoing requirements. or business service and rank their relative importance. often driven by their financial value/impact to the business . finance. Service level agreements (SLAs). Or you may model your support around business services like online banking. and Blackberry . and expectations between business and IT are proactively managed . human resources. highlighting the applications that define the role of the asset . and then connecting them to the infrastructure and organization .

and message-oriented middleware . Ideally. accurate relationships in the CMDB . and second. FrontRange Service Level Management allows easy association between each SLA and its corresponding IT support system CI in the CMDB . . For example. modeling each relationship in the CMDB will likely compromise the business value of the visual service map . distributed object calls. One of the most difficult things to model in the CMDB is the relationship between two CIs. maintaining an accurate view of the ever-changing relationships between CIs will quickly become an overwhelming task . However. warehousing system B. Overly Complex Dependency Mapping Many CMDB projects fail because the many-to-many relationships between CIs result in a service model that is extremely complex. we recommend that during the first phase of the CMDB project you only capture the most critical dependency between two IT assets such as: • • • • Comprised of Depends on Runs on Supports By modeling a single. most organizations are challenged to maintain true. critical relationship between CIs. order fulfillment system C. and impractical to use for managing the business . The related CI components may also have their own system availability and response thresholds . and general ledger system D tied together through file transfers. Multiple relationships between two CIs are common in the real world . The FrontRange management dashboard provides a valuable tool for managing each aspect of the overall business service SLA based on individual component SLAs . your service model becomes much easier to view and can be effectively used to make important business decisions . defining acceptable performance levels for each component . Additionally. bulk database loads. For example. There is simply too much logic that must be defined and maintained to keep the dependency-mapping tool in synch with the evolving purpose of today’s business systems. a service request in the service catalog will have an acceptable resolution threshold . Only Capture Critical Dependencies To avoid complexity and achieve usability. which is called dependency mapping . The component information in the CMDB becomes the linkage point with the SLA .10 Configuration Management Database (CMBD) SUCCESS KIT contracts (UCs) ensure that agreements are in place to support the offerings within the service catalog . Because discovery tools cannot comprehensively analyze the different dependency types. Incidents associated with a problematic system will have an incident response time and resolution time SLA . manual intervention is required to generate a map depicting the flow dependencies from A to B to C to D . an end-to-end supply chain process is comprised of manufacturing control system A. SLAs can be created in two steps: first. unless your IT infrastructure is relatively static. Even with sophisticated automated dependency mapping tools. Separate SLAs can be defined for each aspect of the overall service . impossible to view. breaking the business service into discrete sub services and supporting components. especially with the advent of virtual data centers .

and rapidly assess the impact and the urgency of the outage and the potential change that may have caused it to occur . A more robust service model will include the business services supported by that network . and a pragmatic. Proactively Verify CI Baselines FrontRange Foundation enables you to set a baseline for CIs so you can instantly verify the consistency of all CIs in a service . The design of the Change and Configuration Management processes should be considered in concert with the planned use of the ITSM toolset . Two actions can be taken . If the change is in response to an approved Request for Change. the CMDB will quickly become an outdated representation of the infrastructure baseline . actual and versioning View and identify unauthorized changes to critical CI components of services When an interruption to a critical business service occurs. at its most elementary level. analyze the relationship between CIs and business service. The service model allows you to visualize the impact of change to components of a service . If a change occurs. IT must quickly identify the priority of an incident to ensure resources are efficiently mobilized to address the highest impact issues first .Configuration Management Database (CMBD) SUCCESS KIT 11 Reactive Change Management The inability to quickly identify changes to an individual CI or a group of CIs that comprise a service has been the downfall of numerous CMDB implementations . then the change can be accepted. Conclusion Implementing a CMDB doesn’t need to be a death march nor a science project with limited business benefit . By viewing a map of the service. you will deliver a more immediate return on investment at a lower total cost of ownership . is a visual model of a set of interrelated CIs in the CMDB. which creates a new baseline . users. if the change is unauthorized. IT can more easily identify the root cause. Without integrated change management. customer-focused approach you can accelerate the project and avoid common pitfalls to ensure your CMDB is actionable and delivers business value . However. A service map. ensuring IT can get the underlying asset back into compliance . Use Service Maps to Visualize Probable Business Impact Service maps can be used to improve service availability through proactive analysis of change and more rapid response to service interruption . With the right tools. . and must be managed proactively . When you scale down your CMDB project to focus on core business services and primary support systems. a new incident can immediately be created. a flag is raised and a more detailed investigation automatically determines which components are out of compliance with the baseline . and other CIs Automatically detect CI changes and updates including expected vs. for example. a computer network . Change management should not be an afterthought. With a service map you can proactively: • • • Apply a “what-if scenario” to understand the impact of an outage to services.

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