SD Principles Flashcards
Purpose of SD
To Design IT Services together with the governing IT Practices processes and policies to realise the SPs strategy and facilitate the introduction of these services into supported environments ensuring quality SD, customer satisfaction and cost-effective service provision
Purpose of SD
The how to Strategy plan
Objectives of SD
“Getting it right first time”
To design services so effectively that Minimal improvement during lifecycle will be required.
Some areas using Dev-Ops/Agile
ITIL provides the process foundation for all of these things/frameworks.
Scope of Service Design
Appropriate and innovative IT Services to meet current and future business needs
Identifying, defining & aligning the IT Solution with the business requirement
-Service Design packages
-Service Design Processes
-5 aspects of service design
Service Design
Value to the Business
- Reduce total cost of ownership (TCO)
- Improve quality and consistency of services
- Ease the implementation of new or changed services
- Improve effectiveness of service mgmt and IT Processes
- Improve information and decision making
- improve alignment with customer values and strategies
- improve alignment and performance
- Improve IT Governance
Service Design
Processes!
New Requirements from Customers Depending on scale--go through Service Strategy/protfolios Strategies & contraatins/warrantly and utility/available resources/ technologies/time -Analyse requirements -Design service solution -Evaluate alternative solutions -procure -Develop Service Design Packages
Service Design
Processes
Service Catalogue Mgmt Design Coordination Service Level Mgmt Availability Mgmt Capacity Mgmt IT Service Continuity Mgmt Information Security Mgmt Supplier Mgmt
Service Design
Comprehensive and Integrated SD
- Business and customer oriented, focused and driven
- Cost Effective
- Flexible and adaptable
- Increasing demand in volume and speed and change
- Business Demands for continuous operation
- Managed and operated to an acceptable level of risk
- Availability and capacity matched to business needs
- Matches security requirements
Service Design
Four Ps
People, Process, Product, Partners
Service Design
Four Ps
People
JDs training skill sets organisation
Processes
-to build transition, test, operate and support and improve the service
Product:
Infrastructure, hardware, software used to deliver and support the service
Partners:
-Contracts and partners both internal and external required to deliver the service.
Service Design
Four Ps
Collaborative Practice Policies owners Service Improvement etc
Service Design
Service Composition
Diagram Business Process Service Policy Strategy Governance SLA/SLR Environmental Data Applications Supporting Services OLAs & underpinning contracts Support Teams Suppliers Service Mgmt processes
Service Design
Balanced Design
Strategy/Governance/Business Functionality
Functionality-the service or the product and everything that is part of the service and its provision
Resources-the people, technology, and money available for the effort.
Schedule-timescales for completion.
For any new business requirements the design of services is a delicate balancing act ensuring that not only the functional requirements but also the performance targets are met. In other words ensuring that all the required utility and warranty can be delivered to the service being designed. All of this needs to be balanced with regard to the resources available within the required timescale and the costs for the new services
Service Design
Inputs to Service Design
Corp visions, strategies, objectives, policies and plans, business visions, including BCP
- Service mgmt visions, strategies, policies, objectives and plans
- Constraints & requirements for compliance with legislated standards and strategic plans
- Details of Business requirements
Service Design
5 aspects of Service Design
- Service Solutions for new or changed services
- Mgmt information systems and tools -Service Portfolio/incl service catalogue
- Technology and mgmt architectures
- Processes
- Measurement methods and metrics
Aligning to business requirements
See diagram.
Service Design
1. Service Solution
Aligning to business requirements
See diagram.
Lifecycle of a service from the the initial or changed business requirement through the design, transition and operation stages of the lifecycle.
-effective transfer of knowledge at all stages between operational staff and project staff
SAC–service acceptance criteria
Service Design
1. Service Solution
Areas to be considered
- Analyzing the agreed bus. req.
- Reviewiong the existing IT services and infrastructure
- Designing and documenting the service solutions
- ensuring that the contents of the SAC are incorporated
- evaluating and costing alternative designs
- agreeing the expenditure and budgets
- Agreeing the required timelines to complete design, develop, build test, and deploy the service.
Service Design
2. Mgmt Information systems and tools
- Designing the service portfolio
- Other Systems
Service Design
- Designing the Service Portfolio
Why should a customer buy these services
Why should they buy these services from us?
What are the pricing or chargeback models?
What are our strengths and weaknesses priorities and risks?
How should our resources and capabilities be allocated?
Service Design4. Processes Required
Processes Generics
RACI
Service Design
Designing the Service Portfolio
Requirements, Definition (SLR), Analysis, Approved, Chartered, Design, Development, Build, Test, Release, Operational/Live, Retiring, Retired
Service Design
Other Systems
SKMS CMS CMIS--Capacity Mgmt AMIS--Availability SMIS Security Mgmt Information System SCMIS, Supplier and Contract Management IS
Service Design
3. Tech and Mgmt Architectures
IT Infrastructures, environments, data, applications and external services
Service Design
Process
Process activities process procedures process instructions process metrics process roles process impovements
Process enablers
Process resources
process capabilities
Process
Process activities process procedures process instructions process metrics process roles process improvements
Service Design
5. Measurement methods and metrics
Methods and metrics should be: fit for purpose fit for use meet their expected targets effective and efficent from the perspctive and the customers
Service Design
Capability and performance of processes
Progress
compliance
effectiveness
efficiency
Service Design
Metrics etc
almost balanced scorecard Vision mission goals objectives csf kpi metrics measurements
CSF
something that needs to be achieved to meet the objecitve
not normally measureable–KPI is the measurement piece
Alternative Solutions and Procurement
Document scope of service
Develop the solution
Turning the design into a plan for development
Design by constraints
brought in from strategic perspective
Utility tends to be the visual part to the customer
warranty–bcp, security, capacity, availability
External Influence
Governance Processes: CMMI, Cobit, SOX, ISO9001 EU 8th Directive
These should be considered at the Strategy stage!!
External Influence
Governance Processes: CMMI, Cobit, SOX, ISO9001 EU 8th Directive
These should be considered at the Strategy stage!!
SOA
Service Oriented Architecture
SOA
Trying to have that approach–common
SOA
Independent of vendors/products & technologies
Service Design Models
Design Model closely linked to delivery model and sholld review:
Business Drivers and rquirements
Targets and requirements of the new service
Capbility of the existing service providert unti and of external suppliers
Maturity of the organisation currently invovled.
…
Service Design Models (2)
INsourcing outsourcing co-sourcing or multisourcing parntership Busineses Process outsourcing BPO Application Service Provision ASP KNowledge Process outsourcing KPO Cloud Multi-vendor
Service Design Processes
Design Co-ordination Service Catalogue Mgmt Service Level Mgmt Availabilty Mgmt Capacity Mgmt IT SC Information Security Mgmt Supplier mgmt
Design Coordination
Scope
Assisting and supporting each project or other change
- Maintaining policies, guidelines, standards, budgets, models, resources and capabilitites
- Coordinating, prioritising, and scheduling or all service design resources
- PLanning and forecasting the resources needed
- Reviewing, measutinf and improving the performance of all service design activities and processes
- Ensuring that all requirements are appripriately addressed
- Ensuring the production of service designs and/or SDPs and their handover to Service Transition
Design Coordination
Example Policies
Adherence to corp standards and conventions
- Explicit attention to governance and regualatory compliance in all design activities
- Standaards for elements of a comprehensive design for new or changed services such as:
- -Document templates
- -Documentaiotn and training plans
- -Communication and marketing plan
- -measurement and metric plans
- -testing and deplloyment plans
- -creiteria for resolving conflicting demands
- -standard cost models
CSI Approach to Design
What is the vision Business visiion, mission goals/objectives
where are we now baseline assessments
Where do we want to be measurable targets
How do we get there Meausurements and metrics
–How do we keep momentum going?
Design Coordination
Scope
Assisting and supporting each project or other change
- Maintaining policies, guidelines, standards, budgets, models, resources and capabilitites
- Coordinating, prioritizing, and scheduling or all service design resources
- Planning and forecasting the resources needed
- Reviewing, measurement and improving the performance of all service design activities and processes
- Ensuring that all requirements are appropriately addressed
- Ensuring the production of service designs and/or SDPs and their handover to Service Transition
Design Coordination
Example Policies
Adherence to corp standards and conventions
- Explicit attention to governance and regulatory compliance in all design activities
- Standards for elements of a comprehensive design for new or changed services such as:
- -Document templates
- -Documentation and training plans
- -Communication and marketing plan
- -measurement and metric plans
- -testing and deployment plans
- -criteria for resolving conflicting demands
- -standard cost models
Design Coordination
CSI Approach to Design
What is the vision Business vision, mission goals/objectives
where are we now baseline assessments
Where do we want to be measurable targets
How do we get there Measurements and metrics
–How do we keep momentum going?
Design Coordination
Purpose
To ensure the goals and objectives of the service design stage are met by providing and maintaining a single point of coordination and control for all activities and processes within this stage of the service lifecycle
Design Coordination
Objective
Ensure the consistent design of the the 5 aspects of service design to meet current and evolving business outcomes and requirements
Coordinate all design activities across projects, changes, suppliers and support teams and manage schedules resources and conflicts where required
Plan and coordinate the resources and capabilities required to design new or changed services
Produce Service Design Packages based on service charters and change requests
Design Co-ordination
Interfaces (2)
Strategy Mgmt for IT Services Release and Deployment Mgmt Service Validation and testing Change Evaluation Service Level Mgmt Availability, Capacity, IT SC and information security Mgmt Processes Supplier Mgmt
Design Co-ordination
Challenges
Maintaining high quality designs and SDPs
…
Design Co-ordination
Risks
Potential lack of skills and knowledge
Reluctance of the business to be involved
Poor direction and strategy
lack of information on business priorirites and impacts
poorly defined requiremnts and desired outcomes
Design Co-ordination
Triggers
RFC
creation of new programmes and projects
revision of the overall IT Strategy
Design Co-ordination
Inputs
Project schedule Service Charters Legal, regulatory Governance IT Strategy Change Request Change Records Business information Service Portfolio Business Impact Analysis
Design Co-ordination
Outputs
Comprehensive and consistent set of service designs and SDPs Services Portfolio Revised Enterprise architecture revised mgmt systems revised measurements and metrics methods revised processes service portfolio updates updates to change records
Design Co-ordination
Challenges
Maintaining high quality designs and SDPs
Ensuring that sufficient time and resources are devoted to design coordination activities
Developing common design practices that product the desired high-quality designs w/o introducing unnecessary bureaucracy
Design Co-ordination
Risks
Potential lack of skills and knowledge
Reluctance of the business to be involved
Poor direction and strategy
lack of information on business priorities and impacts
poorly defined requirements and desired outcomes
reluctance of project managers to communicate
poor communication
lack of involvement from all relevant stakeholders
insufficient interaction with other lifecycle stages
trying to save time and money during the design stage
Design Co-ordination
Value to the Business
Bus. value of services at acceptabal risk and cost levels
minimise rework and unplanned labour costs
Achievement of higher customer and user satisfaction
Conformity to a consistent architecture
Focus on service value as well as business outcomes
Develop improved efficiency and effectiveness of all service design activities and processes
Greater agility and better quality in the design of service solutions
Design Co-ordination
Value to the Business
Bus. value of services at acceptabal risk and cost levels
minimise rework and unplanned labour costs
Achievement of higher customer and user satisfaction
Conformity to a consistent architecture
Focus on service value as well as business outcomes
Develop improved efficiency and effectiveness of all service design activities and processes
Greater agility and better quality in the design of service solutions
Service Catalogue
Definition of Service Catalogue
Database or structured document with information about all live IT Services including those available for deployment
Only part of the Service Portfolio published to customer and is used to support the sale and deliver of IT Services
-INclude information aboutr deliverables, prices, contact points, ordering and request processes
Service Catalogue
Purpose
To provide and maintain a single source of consistent information on all operational services and those being prepared to be run operaiotnally and to ensure that it is widely available to those who are authosied to access it
Service Catalogue
Objectives
Manage the infomation contained within the Service Catalogue
Ensure that the Service Catalogue is accurate
Service Catalogue
Scope
Contribution to the definition of services and service packages
Development and maintenance of service and service package descriprions appropriate for the Service Catalogue
-Prodcution and mainteance of an accurate Service Catalogue
-Interfaces, dependencies and consistency between the Service Catalogue and the overall Service Portfolio
-Interface and depedencies between all services, supporting services, supporting services, suporting components, and CIs
Service Catalogue
Example Policies
Related to what is recorded in the catalogue Status for services When a service is published Responsibilities for update Link with Service Portfolio
Service Catalogue
defining services
Naming Conventions
What is a service
Supporting Services
Good starting point is how current services map onto the business
Service Catalogue
Scope
Contribution to the definition of services and service packages
Development and maintenance of service and service package descriptions appropriate for the Service Catalogue
-Production and maintenance of an accurate Service Catalogue
-Interfaces, dependencies and consistency between the Service Catalogue and the overall Service Portfolio
-Interface and dependencies between all services, supporting services, supporting services, supporting components, and CIs
Service Catalogue
defining services
Naming Conventions
What is a service
Supporting Services
Good starting point is how current services map onto the business
Service Catalogue
Types of Service
Diagram
Customer facing services
Supporting Services
Service Catalogue
Key Activities
Agreeing and documenting a service definitiion and description for each service with all relelvanty parties
-Interacing with service portfolio mgmt to agree the contents of the service portfolio
…
Service Catalogue
uses of the catalogue
- Developing solutions for customers
- What the service provider can do for the customer
- How to interact with the service provider
- how supporting services underpin business capability
- how to place service requests
- pricing
- service level committments
- access to service information
- service continuity
Service Catalogue
3 service view
Diagram
Service Catalogue
Value to the Business
Common understanding of IT Services and improved relationships between the customers and service provider
Improve service provider focus on customer outcomes
Improve efficiency and effectiveness of other service mgmt processes
Improve knowledge, alignment and focus on the business value of each service
Underpinning Contracts
Supplier
SLAs fo your customer
OLA internal
Service Level Management
Purpose
To ensure that all current and planned IT services are delivered to agreed achievable targets
- Accomplished through a constant cycle of negotiating, agreeing, monitoring, reporting on and reviewing IT service targets and achievements and through instigation of actions correct or improve the level of service delivered.
Service Level Management
Purpose
To ensure that all current and planned IT services are delivered to agreed achievable targets
- Accomplished through a constant cycle of negotiating, agreeing, monitoring, reporting on and reviewing IT service targets and achievements and through instigation of actions correct or improve the level of service delivered.
Service Level Management
Objectives
Define document agree monitor meassure report and review the levle of IT Service provided
-Provide and improve the relationship and communication with the business in conjunction with BRM
-Ensure that specific and meaureable targets are developed for all IT services
Monitor and improve customer satisfaction
ensure s clear and unambigous expectation of the level of servcice delivered
-Ensure the levels of service delivered are subject to proactive cost-effectivce continual improvement
Service Level Management
Scope (1)
Cooperation with teh BRM Processes
Negotiation and agreement of future reqs through SLR for all proposed new or changed services
…
Service Level Management
Scope (2)
Proactive prevention of service failures reduction of service risks and improvement in the quality of service in conjunction with all other processes
-Reporting and management of all service level achievements and review of all SLA breaches
-Periodic review, renewal and/or revision of SLAs, service scope, and OLAs as appropriate
-Identifying and prioritising improvement opportunities for inclusion in the CSI register
Instigating and coordinating service improvement plans
Water melon metrics
Green on outside –red on inside
Service Level Management
Scope (2)
Proactive prevention of service failures reduction of service risks and improvement in the quality of service in conjunction with all other processes
-Reporting and management of all service level achievements and review of all SLA breaches
-Periodic review, renewal and/or revision of SLAs, service scope, and OLAs as appropriate
-Identifying and prioritising improvement opportunities for inclusion in the CSI register
Instigating and coordinating service improvement plans
Water melon metrics
Green on outside –red on inside
Service Level Management
Documents
SLA
OLA
Underpinning Contracts
SLM Process
Diagram
SLM
Documents
…
SLM Process
Diagram…
Service Level Management
Service Level Requirements (SLRs)
Customer requirements for an aspect of an IT service
Service Review and SIP
Periodic Reviews held on a regular basis with Customer to review achievements and preview any upcoming issues
Allocate remedial issues
Analysis of cost and impact of breaches provide input and justification to the SIP
Service Level Management
Purpose compared between BRM and SLM
…
Service Level Management
Interfaces
BRM Service Catalogue Mgmt Incident Mgmt Supplier Mgmt Availabitity, Capacity, ITSC & ISM Financial Mgmt for IT Services Design Coordination
Could be ANY of the service mgmt processes
Service Level Management
Interfaces
BRM Service Catalogue Mgmt Incident Mgmt Supplier Mgmt Availabitity, Capacity, ITSC & ISM Financial Mgmt for IT Services Design Coordination
Could be ANY of the service mgmt processes
Service Level Management
Triggers, inputs and outputs
…
Service Level Management
Challenges
Identifying suitable customer represetnatives with who to negotiate
No previous experience of SLM
Staff at different levels within the customer community may have different objectives and perceptions
No past monitored data is available
Service Level Management
Risks
Lack of accurate input, involvement and commitment
Lack of appropriate tools and resources
SLM process becomes bureaucratic
Lack of up-to-date CMS and SKMS
-Bypassing the use of SLM processes
-Measurement too difficult to measure and improve
-Inappropriate business and customer contacts and relationships are developed
High customer expectations and low perception
Poor and inappropriate communication with the business and customers
Service Level Management
Value to the business
Provides consistent interface to the business for all service level related issues
Provides the business with the agreed service targets and the required management information to ensure that those targets have been met
Where targets are breached, provides feedback on the cause of the breach and details of the actions taken to prevent the breach from recurring
-Provides a reliable communication changeel and trusted relationship with the appropriate customer and business representative at at tactical level
Availability Mgmt
Hidden Process
not visible to customers…until it goes wrong
Non-availability mgmt! only when folks are interested.
Direct impact
Availability Mgmt
Purpose
To ensure that the level of availability delivered in all IT services meets the agreed availability needs and/or service level targets in a cost-effective and timely manner
Availability Mgmt is concerned with meeting both the current and future availability needs of the business
Availability Mgmt
Objectives
An appropriate and up-to date availability plan
Advice / guidance to all other areas of the business and IT on all availability related issues
Ensure service availability achievements meet or exceed all the agreed targets
Assist with the diagnosis and resolutions of availability related incidents and problems
Assess impact of all changes on the availability plan
Implement proactive, cost justified measures to improve the availability of the services
Availability Mgmt
Scope
Design, implementation, measurement, management and improvement of IT service and component availability
Commences as soon as the availability requirements for an IT service are clear enought to be articulated. It is an on going process finishing only when the IT service is decommissioned or retired.
Reactive Activities
Proactive Activities
Availability Mgmt
Availability Types
Service availability involves all aspects of service availability and unavailability, or the potential impact of component unavailabilty on service availability
-Component Availability involves all aspects of component availability and unavilability
Availability Mgmt
Guiding Principles
Service availability drives customer satisfaction
- The way SPs react to failures is a key factor
- You can only improve availability AFTER you understand the business
- Availability is only as good as the weakest link
- Prevention is better than cure
- It is always more expensive to retrofit availability
Availability Mgmt
Aspects of Availability
Availability Reactive Monitoring/Proactive design
Reliability–Internal Targets/OLA–how long does it continue to work before it falls over (Time) MTBF
Maintainability==Internal/OLA Time (Uptime)
-Measure of of time–how quick can we restore MTRS (MTTR-slightly diff metric–MTRS more precise includes customer. MTTR is more internal metric MTRS customer Friendly
Serviceability–3rd party outsource–all of the above captured in the Serviceability
Availability Mgmt
Aspects of Availability
Availability Reactive Monitoring/Proactive design
Reliability–Internal Targets/OLA–how long does it continue to work before it falls over (Time) MTBF
Maintainability==Internal/OLA Time (Uptime)
-Measure of of time–how quick can we restore MTRS (MTTR-slightly diff metric–MTRS more precise includes customer. MTTR is more internal metric MTRS customer Friendly
Serviceability–3rd party outsource–all of the above captured in the Serviceability
Availability Mgmt
Vital business functions
VBF is used to reflect the part of a business process that is critical to the success of the business
Less critical vs Vital
Availability Mgmt
Availability Process
Diagram
Availability Mgmt
Reactive Activities
Monitoring, measuring, analysing, reporting and reviewing service and componet availability
-Investigating all service and component unavailability and instrigating remedial action (including looking at events, incidents and problems involving unavailability)
Primarily conducted within service operation stage at of the service lifecycle and are linked into the monitoring and control activities and incident mgmt processes
Availability Mgmt
Proactive Activities
Planning and esigning new or change d
…
Availability Mgmt
Risk Assessment and Mgmt
Assets - Threats - Vulnerabilities Risk ASsessment ->Risks -> Countermeasures Risk Mgmt
Score 0-5 on both risk above
Availability Mgmt
Interfaces
SLM
Incident and Problem Mgmt
Capacity–way of enabling availability==takes the input from the Demand strategy–make sure availability is available at the right time
Change Mgmt
ITSC–right services available at right time
Information Security Mgmt–availability of the data–3 sub processes (?)
Access Mgmt
Availability Mgmt
Risks
Lack of commitment from the business Lack of senior mgmt commitment Labour-intensive reporting process Processes focus too much on the technology AMIS is maintained in isolation
Availability Mgmt
Value to the Business
Ensures that the availability of systems and services matches the evolving agreed needs of the business
Help Improve the ability of the business to follow an environmentally responsible strategy by using green technologies and techniques in Availability Mgmt
Availability Mgmt
Challenges
To actually meet and manage the expectation of the customers , the business and senior mgmt
Having access to the right level of quality information on the current business need for IT services and its plans for the future
Integration of all the availability data into an integrated set of information (AMIS)
Convincing the business and senior mgmt of the investment needed in proactive availability measures
Capacity Mgmt
Purpose
- Ensure that the capacity of IT Services and the IT infrastructure meets the agreed capacity and performance related requirements in a cost -effective and timely manner
- Concerned with meeting both the current and future capacity and performance of the business.
Capacity Mgmt
Objectives
An appropriate and up to date capacity plan
-advice/guidance to all other areas of the business and IT on all capacity-related issues
-Ensure service capacity achievements meet or exceed all their agreed targets
-Assist with the diagnosis and resolution of capacity-related incidents and problems
-assess impact of all changes on the capacity plan
-implement proactive, cost justified measures to improve the capacity of services
“Just in time” –dont want too much–waste of an asset.
Capacity Mgmt
Scope
- Should be the focal point for all IT performance and capacity issues
- Should encompass:
- All areas of technology, both hardware and software
- Space planning and environmental system capacity
- Human Resource Capacity
Capacity Mgmt
Processes
Diagram 3 sub processes Business Capacity Mgmt Service Capacity mgmt Component Capacity Mgmt
Capacity Mgmt
Processes
Diagram 3 sub processes Business Capacity Mgmt Service Capacity mgmt Component Capacity Mgmt
Capacity Mgmt
Proactive and Reactive Activities
Proactive pre-empting performance issues pridcucingf trends planning upgrades modileeling and trending improve service performance prodcuing and maintinatng a capcaict plan ..
Capacity Mgmt
Proactive and Reactive Activities
Reactive
Capacity Mgmt
Sub Processes
Business Capacity–Strategic
..
Capacity Mgmt
Design Related activities
Exploitation of new technology
Designing Resilience in conjunction with Availability Mgmt
Capacity Mgmt
Iterative Activities
Monitoring Analysis Tuning Implementation
MATI
CMIS
Service Excpeption Report/Resource Utilisation exception reports
..
Capacity Mgmt
Demand Mgmt
“Try to understand and streamline demand”
To influence user and customer demand for IT Services and manage the impact on IT resources
Information provided by the strategic demand mgmt processes
Short Term demand mgmt may occur where there has been a partial failure of a critical resource in the IT infratructure
Long term Demand Mgmt may be required when it is difficult to cost-justify an expensive upgrade
Capacity Mgmt
Modelling and trending
Predicts the behaviour of IT services under a given volume and variety of work
Base Lining–1st stage in modelling is to create a baseline that reflects the current performance
Trend Analysis-resource utilisation and service performance info
Analytical modelling–uses data–just good enough
Simulation modelling–more expensive–better picture and more accurate
Capacity Mgmt
Application Sizing
To estimate the resource requirement to support a porposed
Capacity Mgmt
Application Sizing
To estimate the resource requirement to support a proposed change to an …
Capacity Mgmt
Capacit Plan
Should be an annual document–refreshed
Should consist of:
Current levels of resource utilisation and service perforamnce
Forecasts of the future requirements for new IT resources to support the IT services that underpin the busines acitivites
Any assumptions made
Recommends quantified in terms of resource required, cost, benefits, impact
Capacity Mgmt
Interfaces
- Availability Mgmt
- SLm
- ITSCM
- INcident and Prob Mgmt
- Demand Mgmt
Capacity Mgmt
Challenges
Persuading the business to provide information on it strategic business plans
Combining all of the component Capacity Mgmt data into an integrated set of information
Huge amounts of data
Setting appropriate thresholds
Capacity Mgmt
Risks
Lack of commitment from the business
Lack of appropriate information from the business
Lack of senior mgmt commitment
Service Capacity Mgmt and component Capacity mgmt performed in isolation
Processes become too bureaucratic or manually intensive
Processes …
Capacity Mgmt
Value to the business
Improving performance by helping to reduce capacity and performance related incident and problems
Ensuring required capacity and performance are provided in the most cost effective manner
Contributing to improved customer satisfaction
Supporting the efficient and effective design and transition of new or changed services
Improving the reliability of capacity related budgeting
Improving the ability of the business to follow an environmentally responsible strategy
Capacity Mgmt
Value to the business
Improving performance by helping to reduce capacity and performance related incident and problems
Ensuring required capacity and performance are provided in the most cost effective manner
Contributing to improved customer satisfaction
Supporting the efficient and effective design and transition of new or changed services
Improving the reliability of capacity related budgeting
Improving the ability of the business to follow an environmentally responsible strategy
IT Service Continuity
Purpose
To support the overall business continuity mgmt (BCM) by ensuring that by managing the risks that could seriously affect IT Services, the IT service provider can always provide minimum agreed business continuity related service levels.
IT Service Continuity Mgmt
Objectives
Maintain a set of ITSC plans that support all BCM
Complete regular business impact analysis BIA exercises
Conduct risk assessment and mgmt exercises
Provide advice / guidance to other areas of the business
Ensure appropriate continuity mechanisms are in place
Assess the impact of all changes on the ITSC plan
Along with the supplier Mgmt, negotiate / agree contracts with suppliers to provide the necessary recovery capability to support the continuity process
IT Service Continuity Mgmt
Scope
Focuses on those events that the business considers significant enough to be treated as a disaster
Primarily considers the IT assets and configurations that support the business process
Does not usually directly cover longer term risk or minor technical faults
IT Service Continuity Mgmt
Process
Diagram Business Continuity Mgmt ITSCM Business Continuity Strategy Business Continuity Plans Ongoing Operation Invocation Requirements and Strategy Implementation Ongoing Operatoin
IT Service Continuity Mgmt
Interfaces
Change Mgmt Incident and Problem Mgmt Availability mgmt SLM Capacity Mgmt SACM ISM
Information Security Mgmt
Purpose
To align IT Security with business security and esnure that the confidentiality integrity of the organisatoins assets, information, data and IT services always matches the agreed needs of the business
IT Service Continuity Mgmt
Objectives
For most organisations the security objective is met when information is:
Confidentiality
Integrity
Available and usable
Trusted
IT Service Continuity Mgmt
System
like Deming!
Plan Implement evaulate Maintain
Control in the middle
IT Service Continuity Mgmt
Security Controls
Threat Incident Damage Control
Prevention Evaluation/reporting
Detection/repression Evaluation/Reporting
..
IT Service Continuity Mgmt
Interfaces
SLM Access Mgmt Change Mgmt Incident and Problem Mgmt Availability, Capactiy and ITSC SACM Financial Mgmt for IT Services Supplier Mgmt Legal and HR Issues
Information Security Mgmt
Purpose
To align IT Security with business security and esnure that the confidentiality integrity of the organisatoins assets, information, data and IT services always matches the agreed needs of the business
Information Security Mgmt
Objectives
For most organisations the security objective is met when information is:
Confidentiality
Integrity
Available and usable
Trusted
Information Security Mgmt
System
like Deming!
Plan Implement evaulate Maintain
Control in the middle
Information Security Mgmt
Security Controls
Threat INcident Damage Control
Prevention Evaluation/reporting
Detection/repression Evaluation/Reporting
..
Information Security Mgmt
Interfaces
SLM Access Mgmt Change Mgmt Incident and Problem Mgmt Availability, Capactiy and ITSC SACM Financial Mgmt for IT Services Supplier Mgmt Legal and HR Issues
Supplier Mgmt
Objectives
Obtain Value for money from suppliers and contracts
Ensure that contracts with suppliers are aligned to business needs and support and align with agreed targets in SLRs and SLAs in conjunctions with SLM
Manage relationships with suppliers
Manage Supplier Performance
…
Supplier Mgmt
Scope
Implementation and enforcement of the supplier policy
Maintenance of a Supplier and Contract Mgmt Informatoin System SCMIS
Supplier / Contract categorization and risk assessment
Supplier and contract evaluation and selection
Development negotiation and agreement of contracts
Contract review renewal and termination
Mgmt of suppliers, sub, contracted supplier and supplier performance
Improvement opportunities for the CSI Register
Maintenance of standard contract, terms, conditions
Mgmt of contractual dispute resolution
Supplier Mgmt
SCMIS
Defintiion of new supplier and contract requirements
Evaluation and set up of new suppliers and contracts
Supplier categorisation and maintenance of sthe SCMIs
Establishing new suppliers
Mgmt of suppliers and their performance and of the associated contracts
Contract renewal or termination
Technology Related Activities
Requirements Engineering
Understanding and documenting the requirements of the business, users and all other stakeholders
Explicit/tacit Information
This is the approach to get all we can get from all stakeholders.
Then document it –requirements catalogue
validation and test against the reqs. Early life support/SAC
Not easiest thing to get reqs out of people–more about solutions
Explicit easier–tacit tougher
In peoples heads–everyone else knows it. So gets missed
Technology Related Activities
Requirements Types
Functional Requirements
Management and operational requirements
Usability requirements
“what do we want in terms of reporting”
Capacity-availability,
Technology Related Activities
Requirements Investigation
Interviews Workshops observation protocol analysis shadowing scenarios analysing Prototyping
Technology Related Activities
Requirements Investigation
Interviews
Workshops
observation
protocol analysis–getting the users to perform a task and for them to describe each task
shadowing–follow a user
scenarios analysis–describe it
Prototyping–a way of showing how the new service may work and ways it can be used
Technology Related Activities
Requirement Catalogue
(who owns it ? BRM?)
-Central repository of the uses requirements
-Form part of the service
…
Technology Related Activities
Prioritizing Requirements
MoSCoW
- Must have
- Should have
- Could have
- Wont Have
“Priority as per the above”
Technology Related Activities
Prioritizing Requirements
MoSCoW
- Must have
- Should have
- Could have
- Wont Have
“Priority as per the above”
Technology Related Activities
Classification and ownership data
C
Organising for Service Design
Alignment
RnR document at the back
How are we going to set this up?
With application data
With Project Data
Organising for Service Design
Alignment
Application Development
Application Development
Organising for Service Design
Alignment
PM
Project Mgmt
Organising for Service Design
Small organisations
Service Design Manager (Accountable for Everything) Project Teams --Project Mager /Service Owner/Develope/Practictioner Service Level Mgmt/BRM
Organising for Service Design
Small organisations
Service Design Manager (Accountable for Everything) Project Teams --Project Mager /Service Owner/Develope/Practictioner Service Level Mgmt/BRM
Organising for Service Design
Large organisations
HQ
Service Mgmt Office
ITSM programme Leader
Process Owners for ITSM
Service Design Manager–Architecture & Design
Global Programmes etc/Programmes and project managers
Other ITS Dept/teams–Practitioner for project assignment
PMO–PMO Director/Programme and Project Support
Then regional–EU/AP/Americas
See Diagram–hard to get questions on this
Technology Considerations
Tools
Hardware and s/w design Environmental Design Process Design Data Design Service Lifecycle mgmt
Tool Selection
Identify Requirement
Identify Products
Tool Selection
Identify Requirement Identify Products Selection Criteria Evaluate Products Short Listing Scoring Rank The Products Select Product
Implementing Service Design
Where do we start? How do we improve? How do we know we are making progress? Prioritized by? -Business needs and business impacts -Risks to the services and processes
Influenced by:
Reqs outlined in the SLRs
Agreements made in the SLAs
Implementing Service Design
Where do we start?
“Where is the pain? Where are you hurting?”
Address…
Implementing Service Design
How do we improve?
What is the vision? Where are we now? Where do we want to be? How do we get there? Did we get there? How do we keep the momentum going?
Implementing Service Design
Process Maturity Framework
Diagram
The assessment should include a review of the capability and maturity of the service design processes as shown in this slide!
All aspects of the processes and their use should be examined including
Vision- steering, objectives and plans, process maturity, functionality, usage, application, effectiveness and efficiency together with ownership, mgmt and documentation
People–Roles, responsibilities, skills, & knowledge of the people, Products, including the tools and technology used to automate processes
Culture–The focus, attitudes and beliefs
Above framework can be used to provide consistency in the process assesment
-When Starting out it is important to build on the strengths of existing cultures and processes and rapidly identify and improve the weaknesses
Implementing Service Design
Process Maturity Framework
Diagram
The assessment should include a review of the capability and maturity of the service design processes as shown in this slide!
All aspects of the processes and their use should be examined including
Vision- steering, objectives and plans, process maturity, functionality, usage, application, effectiveness and efficiency together with ownership, mgmt and documentation
People–Roles, responsibilities, skills, & knowledge of the people, Products, including the tools and technology used to automate processes
Culture–The focus, attitudes and beliefs
Above framework can be used to provide consistency in the process assesment
-When Starting out it is important to build on the strengths of existing cultures and processes and rapidly identify and improve the weaknesses
Organising for Service Design
Small organisations
Service Design Manager (Accountable for Everything) Project Teams --Project Manager /Service Owner/Developer/Practitioner Service Level Mgmt/BRM
Implementing Service Design
Process Maturity Framework
Diagram
The assessment should include a review of the capability and maturity of the service design processes as shown in this slide!
All aspects of the processes and their use should be examined including
Vision- steering, objectives and plans, process maturity, functionality, usage, application, effectiveness and efficiency together with ownership, mgmt and documentation
People–Roles, responsibilities, skills, & knowledge of the people, Products, including the tools and technology used to automate processes
Culture–The focus, attitudes and beliefs
Above framework can be used to provide consistency in the process assessment
-When Starting out it is important to build on the strengths of existing cultures and processes and rapidly identify and improve the weaknesses
Challenges, risks and KPIs of Service Design
KPIs
Percentage of service design requirement specs produced on tome and to budget
Percentage of service design plans produced on time
% of SDPs completed on time
% of quality and acceptance criteria plans produced on time
Accuracy of SD e.g. was the correct infrastructure built to support the service
% accuracy of the cost estimates of the whole service design stage
Accuracy of the SLAs, OLA and contracts
examples…much more
Challenges, risks and KPIs of Service Design
Service Design value to the business
Reduce the TCO
improve the quality and consistency of service
Ease the implementation of new or changed services
Improve service alignment and service performance
Improve IT Governance
Improve effectiveness of Service mgmt
Improve information and decision-making
Improve alignment with customer values and strategies
Challenges, risks and KPIs of Service Design
Overcoming Challenges
Understanding the business requirements and business priorities
Understanding the people and the organisational culture
Effective communication
Involving as many people as possible in the design
Gaining commitment from senior mgmt as well as from all levels of staff
Challenges, risks and KPIs of Service Design
Challenges (1)
Organisational Resistance to change
Unclear or changing requirements from the business
Lack of awareness and knowledge of service and business targets and requirements
Inefficient use of resources
LAck of knowledge and appreciation of the business impacts and priorities
Poor relationships, communication or lack of cooperation
Use of old technology and legacy system
Required tools are too costly or too complex
Challenges, risks and KPIs of Service Design
Challenges (2)
Lack of information monitoring and measurements
Unreasonable targets and timescales previously agreed in SLAs and OLA
Poor Supplier Mgmt and/or performance
Lack of focus on service availability
Use of diverse and disparate technologies and applications
lack of adherence to operational aspects of security policies procedures
Ensuring daily operation is considered as part of the design
Cost and budgetary contraints
Difficulty ascertaining return on investments and realisation of business benefit.
Challenges, risks and KPIs of Service Design
Risks (1)
If any of the CSFs for service design are not met, then the service design or service mgmt process will not be successful
If maturity levels of one process are low it will be impossible to achieve full maturity in other processes
Business reqs are not clear to IT staff
Business timescales mean insufficient time is given for proper service design
Implementing Service Design
Where do we start?
“Where is the pain? Where are you hurting?”
Address areas of greatest need first
Identify quick wins
Implementation priorities should be set against the goals of a service improvement plan.
“Which process do I implement first?” All of them!
If quick wins are implemented it is important they are not done at the expense of the long-term objectives.
Implementation priorities should be set against the goals of a SIP (slide 197)
Implementing Service Design
How do we improve?
What is the vision? Where are we now? Where do we want to be? How do we get there? Did we get there? How do we keep the momentum going?
Can be summarized as:
-Understand the vision by ascertaining the high level bus. objectives. The vision setting should set and align bus. and IT Strategies.
-assessing the current situation to identify strengths that can be built on and weakness that need addressing .
So where are we now is an analysis of the current position in terms of business, org, people and process.
Where do we want to be? is a development of the principles defined in the vision-setting, agreeing the priorities of improvement.
-Detailing the SIP to achieve higher quality service provision
Next measurements and metrics need to be put in place to show that milestones have been achieved and the the objectives/priorities have been met.
The process should show momentum for quality improvement is maintained.
Implementing Service Design
Cultural Maturity Assessment
Diagram Slide 199
The review of the culture should include assessing it in terms of capability and maturity within the IT SP organization
IT Org Maturity vs Business Influence
The assessment should be based on the fact that each growth stage represents a transformation of the IT org and as such will examine:
Changes in people (skills and competencies)
Processes and ways of working
Tech and tools
Steering (visions goals results)
Attitude (values and beliefs)
Appropriate level and degree of interaction with the business customers users and other stakeholders
