Service Management – ITIL
Service Design
Univ.-Prof. Dr.-Ing. Wolfgang Maass
Chair in Economics – Information and Service Systems (ISS) Saarland University, Saarbrücken, Germany
WS 2011/2012
Thursdays, 8:00 – 10:00 a.m. Room HS 024, B4 1
General Agenda
1.
Introduction
2.
Service Strategy
3.
New Service Development (NSD)
4.
Service Quality
5.
Supporting Facility
6.
Forecasting Demand for Services
7.
Managing Demand
8.
Managing Capacity
9.
Managing Queues
10.
Capacity Planning and Queuing Models
11.
Services and Information Systems
12.
ITIL Service Design
13.
IT Service Infrastructures
ITIL Service Lifecycle (ITIL V3)
Last lecture Today (OGC, 2011)Service Design
•
Design of new or changed services
f o r i n t r o d u c t i o n i n t o l i v e
environment
•
G u i d a n c e f o r d e s i g n i n g a n d
developing services
•
Converting strategic objectives
into service portfolios and service
assets; or improve existing services
•
Development of design capabilities
ITIL Service Design
Key processes in ITIL
Service Design
①
Design coordination
(Providing and maintaining single point of coordination and control of all design activities)②
Service catalogue
management
③
Service level
management
④
Availability
management
⑤
Capacity management
⑥
IT service continuity
management
⑦
Information security
management
⑧
Supplier management
Input Output Design of service solution Key service design processes (OGC, 2011)Service Design – 2. Service Catalogue
Management
•
Purpose
• Providing and maintaining a single source of consistent information on all operational services
(service catalogue) and those being prepared to be run operationally
• Gaining common understanding of IT services of service provider between diverse stakeholders
• Contribution to definition of services and service packages and specification of interfaces and
dependencies between service catalogue and service portfolio
Definition of services and service
packages
•
Types of services in service
catalogue
a) Customer-facing services –
support customers business (seen by customer)
b) Supporting services – support
customer-facing services (not seen by customer); also called infrastructure or technical services
•
SLA = Service Level Agreement
between service provider and
customer (assures level of
service quality (warranty))
Service package of customer ii
(O G C , 2 01 1)
Service Design – 2. Service Catalogue
Management
•
Structuring service catalogue
• Depends on audiences to be addressed –
views for diverse audiences
• Minimum: 2 different views – (1) business/
customer, and (2) technical / supporting service catalogue view
• Further opportunity: 3 views, e.g., (1)
wholesale, (2) retail, and (3) supporting service catalogue view
Service catalogue example
Customers (understand portfolio of service provider)
Users
(which services are available; how to place service requests)
Staff members (how supporting services and service provider assets support business activity)
Used by…
Service Design – 3. Service Level
Management
•
Purpose
• Agreeing on and documenting service level targets and
responsibilities within SLAs and Service Level Requirements (SLR) for every service and related activity
• Service level targets have to be appropriate and reflect
requirements of business
Service Level Management
(SLM)
① Designing SLA Frameworks
② Determining, documenting and
agreeing requirements for new services / Producing SLRs ③ Negotiating, documenting and
agreeing SLAs for operational services
④ Monitoring service performance
against SLA
⑤ Producing service reports
⑥ Conducting service reviews
instigating improvements within overall service improvement plan
⑦ Collating, measuring and
improving customer satisfaction ⑧ Review and revise SLAs and
OLAs, underpinning
agreements and service scope ⑨ Develop contracts and
relationships
⑩ Handling complaints and
compliments
①
Designing SLA Frameworks
• Operational Level Agreement (OLA) =
agreement between IT service provider and part of same organization that supports delivery of services, e.g., facility department (OLA targets underpin those of SLA)
• Underpinning contracts = contracts with
external partners/suppliers • Types of SLAs:
a) Service-based SLAs covering 1 service
b) Customer-based SLAs covering all services of
individual customer group
• Multi-level SLAs: (1) corporate level with generic SLM issues; (2) customer
level with customer-/business-unit-specific SLM issues; (3) service level with
Service Design – 3. Service Level
Management
② Determining, documenting and
agreeing requirements for new services / Producing SLRs
• Starts during service strategy phase
• Service level requirement (SLR) =
customer requirement for an aspect of IT service
• SLRs used to negotiate service level
targets
• SLRs relate primarily to warranty of
service, e.g.,
a) How available does the service need to be?
b) How secure?
c) How quickly must it be restored if it should
fail?
③ Negotiating, documenting and
agreeing SLAs for operational services
• Targets in SLAs originate from specified
SLRs
• Only measurable targets, e.g., 99,5%
availability of service ④ Monitoring service performance against SLA ⑤ Producing service reports
• e.g., service level
agreement monitoring (SLAM) charts
Service Design – 4. Availability
Management
Purpose
•
Ensuring that level of availability
delivered in all IT services meets the
agreed availability needs and service
level targets in cost-effective and timely
manner
• Availability = ability of service to perform its agreed
function when required
• Reliability = how long service can perform agreed function
without interruption -- mean time between service incidents
(MTBSI) and mean time between failures (MTBF)
• Maintainability = how quickly and effectively a service can
be restored to normal working after failure (mean time to
restore service (MTRS))
• Serviceability = ability of third-party supplier to meet terms
Brainteaser
•
A 24 x 7 service has been running for a period of
5020 hours with two breaks, one of six hours and
one of 14 hours.
•
Calculate the availability, reliability (mean time
between service incidents and mean time between
failures) and maintainability of the service.
•
Papers will be collected.
10
Service Design – 4. Availability
Management
Reactive activities, e.g.,
Investigating all service and component
unavailability and instigating remedial action • e.g., via expanded incident lifecycle
• Minimizing impact of incidents
• Mapping of total IT service downtime for any
given incident against major stages of
incident progress (lifecycle)
Proactive activities, e.g.,
Planning and designing new or changed services
• e.g., component failure impact analysis (CFIA)
• Predict/evaluate impact on IT services arising from
component failures
• M=alternative component available but needs manual
intervention to be recovered
• A=alternative component available
• X=failure of component causes inoperative service
• blank= failure of component does not impact service
(O G C , 2 01 1)
ITIL Service Design
Key processes in ITIL Service
Design
①
Design coordination
②
Service catalogue management
③
Service level management
④
Availability management
⑤
Capacity management
(ensures that capacity of IT services / IT
infrastructure meets agreed capacity- and performance-related requirements in
cost-effective and timely manner)
⑥
IT service continuity management
(ensures that IT provider can always provide
minimum of agreed service levels)
⑦
Information security management
(ensures confidentiality, integrity, availability of organization assets, information, data etc.)
⑧
Supplier management
Service Design – 8. Supplier
Management
Purpose
•
Obtain value for money from suppliers to provide seamless quality of IT service to business
•
Ensuring that all contracts and agreements with suppliers support needs of business
Categorization of suppliers
•
Strategic suppliers = significant “partnering”
relationships; managed at senior management level
• e.g., worldwide network organization
•
Tactical suppliers = significant commercial activity
and business interaction; managed at middle
management
• e.g., hardware maintenance organization
•
Operational suppliers = operational products and
services; managed at junior management
• e.g., internet hosting service provider
•
Commodity suppliers = low-value products/services
• e.g., supplier of printer paperReal Life Examples
Procter & Gamble
•
Started using ITIL in 1999
•
6% to 8% cut on operating costs
•
Help desk calls reduced by 10%
Caterpillar
•
Started using ITIL in 2000
•
Rate of achieving target response time for incident
management on web-related services jumped from
60% to 90%
Capital One
•
Started using ITIL in 2001
•
30% reduction in system crashes and
software-distribution errors
•
92% reduction in “business-critical” incidents
Critique
•
Assumption: Many IT enterprises are looking for a magic bullet to end their IT chaos
- But: Success with ITIL is largely dependent on determining how best, and when, to apply the processes
in the IT organization
•
Assumption: Often claimed "ITIL compliance" gives false impression that ITIL is an IT standard
- But: ITIL is a set of best practices; ISO 20000 is an international standard “based” on ITIL
•
Assumption: Interactive and integrative nature of ITIL processes implies the entire framework
has to be implemented in an „all or nothing“ manner
- But: Many organizations benefit from implementing only one or two ITIL processes such as change
management or incident management
•
Assumption: ITIL consists of a series of books that describe best practices in IT service areas
an can be implemented out of the book
- But: ITIL provides WHAT to do, not HOW to do it; it is not an instructional manual for IT leaders to
improve IT services and operations
A Handful of IT Service Management
Frameworks
Control OBjectives for Information and related
Technology (COBIT)
•
Governance and control framework for IT
management by ISACA and IT Governance Institute;
current version: COBIT 4.1 (2007)
•
Defines 34 generic processes to manage IT
•
Publications: „Core Content“, „IT Assurance Guide“,
“Implementation Guide“ and „Control Practices“
•
Relation to ITIL:
• COBIT is positioned at higher level
• Aligned and harmonized with other, more detailed, IT
Univ.-Prof. Dr.-Ing. Wolfgang Maass
25.01.12 Slide 18
A Handful of IT Service Management
Frameworks
enhanced Telecom Operations Map (eTOM)
•
Published by TeleManagement Forum
•
Defines most widely used and accepted standard for
business processes in telecommunications
industry
•
Relation to ITIL:
• eTOM seen as addition to ITIL
• Contrary to ITIL, eTOM offers data model for each
detailed process because telecommunication
companies often need to interchange data -- focus on
delivery of transparent services throughout several
companies
Vendor frameworks based on ITIL
•
e.g., MS Operations Framework (MOF) as basis of
MS System Center Service Manager [1]
Outlook
1.
Introduction
2.
Service Strategy
3.
New Service Development (NSD)
4.
Service Quality
5.
Supporting Facility
6.
Forecasting Demand for Services
7.
Managing Demand
8.
Managing Capacity
9.
Managing Queues
10.
Capacity Planning and Queuing Models
11.
Services and Information Systems
12.
ITIL Service Design
13.
IT Service Infrastructures
Literature
• Kaiser, T. "ITIL: What is it? Why you should use it? How to use it?", PPT, 2007.
• Khan, I. A. "Myths and Realities about ITIL", PPT, 2008.
• Office of Government Commerce (OGC), ITIL Service Design, The Stationery Office (TSO), London, 2011.
• Spaulding, G. "What’s New in ITIL v3", PPT, 2007.
Web:
• [1] http://www.microsoft.com/germany/technet/datenbank/articles/495298.mspx
• [2] http://www8.hp.com/de/de/services/services-detail.html?compURI=tcm:144-809129&pageTitle=ITSM-Services?404m=rt404mb,newcclltow1en#
