FedSM ITSM Intro

1uLorlal on Servlce Level ManagemenL ln e-
lnfrasLrucLures - SLaLe of Lhe ArL and luLure

Challenges
1he ledSMro[ecL
1homas Schaaf & Cwen AppleLon
ConLenLs
lnLroducuon
8ackground: why l1SM ln e-lnfrasLrucLure?
l1SM baslcs: dellverlng value
l1SM frameworks and sLandards
8esources
ConLenLs
lnLroducuon
8esources
lnLroducuon
urpose of Lhls LuLorlal
uescrlbe Lhe Lradluonal l1 Servlce ManagemenL (l1SM)
approaches used ln Lhe commerclal secLor
SuggesL how Lhey can be of lnLeresL ln e-lnfrasLrucLure
ConLenLs
lnLroducuon
8esources
8ackground
e-lnfrasLrucLure has become lncreaslngly maLure ln
Lhe lasL decade
Academlc beglnnlngs
8esearch pro[ecLs, experlmenLal uses aL rsL
lncreaslng producuon use
Movlng Loward susLalnable models
Movlng beyond LC backlng lnvlLes comparlsons Lo
oLher Lechnologles
Cloud compuung has clearer buslness models
PC has more concreLe unlque use case
8ackground
Servlce ManagemenL ln Crld lnfrasLrucLures
All servlces are managed. somehow
Lveryone does servlce managemenL, whaLever Lhey call lL
MosL servlces are managed by people who are noL experLs ln
servlce provlslonlng
Servlces ln academla are noL operaLed ln Lhe same way as
Lhe commerclal secLor
8esL eorL or loosely formallzed approaches are common and
approprlaLe for many servlces
e-lnfrasLrucLure complexlLy ls Loo hlgh for besL eorL Lo be a long
Lerm, scalable and susLalnable opuon
8ackground
Servlce managemenL among 'compeuLors'
PC has qulLe clearly dened servlce levels, buL Lhls ls
achlevable aL a slngle slLe
Clouds are more commerclal producLs
Cered by ma[or rms
lnvolves l1SM LhaL appears Lo be 'commerclal grade' buL ls acLually
very weak ln Lerms of servlce guaranLees
CusLomers have opuons
lncreaslng avallablllLy of clouds
CurrenLly lf noL always Lhe besL Lechnlcal opuon
Local resources are slmpler lf less eecuve
ConLenLs
lnLroducuon
Why l1SM
Servlce & value
WhaL ls l1SM
key facLs & Cuesuon
ollcles, rocesses & rocedures
rocess CrlenLauon
Lxample: lncldenL managemenL
lannlng & allocaung responslblllues
8esources
Motivation: IT Service
Management (ITSM)
Why IT Service Management?
About 80% of all service outages originate
from people and process issues
Duration of outages and degradations
significantly dependent on non-technical
factors
IT Service Management !
! aims at providing high quality IT services
meeting customers and users
expectations !
! by defining and installing management
processes covering all aspects of
managing the service lifecycle:
Planning
Roll-out and delivery
Operational support
Changing and improving
10
1uLorlal: l1 Servlce ManagemenL besL
pracuces
Reasons for service outages
[Gartner, 2001]
Service and Value
Service can be defined as !
! a means of delivering value to customers !
! by supporting them in achieving their goals !
(! without the customer being responsible for the specific costs and risks
associated with the service.)
What is value from a customer/business perspective?
11
pracuces
Utility Warranty Value
Definition according to [OGC/ITIL, 2007]
Why would a customer be
interested in the service?
How can the provider
guarantee to meet the
agreed quality?
Subject to Service Level
Agreements (SLAs)
What is (IT) Service
Management?
Service Management (1):
Set of capabilities and processes to direct and control the service provider's activities and resources for
the design, transition, delivery and improvement of services to fulfill the service requirements

Service Management (2):
Service management is a set of specialized organizational capabilities for providing value to customers
in the form of services. The capabilities take the form of functions and processes for managing services
over a lifecycle, with specializations in strategy, design, transition, operation, and continual
improvement. The capabilities represent a service organization's capacity, competency, and confidence
for action. The act of transforming resources into valuable services is at the core of service
management.
12
pracuces
Definition according to ISO/IEC 20000-1, 3.30
cf. ISO/IEC 20000-1:2011, p. 6
Definition according to ITIL
cf. ITIL Service Strategy, p. 15
What is (IT) Service
Management?
Service management is:
Organizational capabilities
Processes needed to provide a good service
Understanding the value of the services provided
Doing everything needed to meet (agreed) requirements
Involving people, creating awareness, clarifying responsibilities,
defining interfaces
Continual improvement
Service management is not:
Buying a new tool
Marketing
13
pracuces
ITSM: 5 Key Facts
1. ITSM means: Alignment of IT service operations to the
customers' needs.
2. ITSM means: A process approach in delivering and
supporting IT services.
3. ITSM supports a consistent terminology, avoiding bad
communication and lack of understanding.
4. ITSM requires the provider to understand the
requirements of his customers.
5. There are various frameworks and standards providing
guidance around ITSM.
14
pracuces
ITSM: 5 Key Facts ! Resulting
questions
1. Who is my 'customer'?
2. What are the processes I need to handle?
3. What is my understanding of service? (And does this fit to
the customer's?)
4. What are the essential requirements that I must fulfill?
5. Which ITSM framework / approach is most suitable for me?
13
pracuces
Important "Elements" of ITSM
Policies: General guidelines and objectives
Processes: Sets of interrelated activities that
convert inputs into outputs
Procedures: Specified ways to perform activities
Plans
People (human resources)
Tools (software)
Other resources: technology, budgets, ...
Policies, processes, procedures
Policy

1. Abc def ghijk.
2. Abc def ghijk.
3. Abc def ghijk.
4. Abc def ghijk.
Proce-
dures
Process:
Inputs
Outputs
Definition level
Top Management
Process Owner
Control level
Process Manager
Process teams
Operational level
Departments
Functions
Persons
Activities and roles
e.g. Incident handling
policy, change policy,
security policy
e.g. Incident Management,
Change Management, Security
Management, !
e.g. procedures for
classifying and prioritizing
incidents
Person (in a role)
applies
Why process-orientation?
Characteristics of well-defined processes:
Interrelated activities
Clearly defined interfaces
Measurable and repeatable results
Basic idea of a process approach in Service Management:
Control of arising tasks through processes and procedures
Thus:
Better alignment to objectives
Standardization of processes and procedures as well as use of tools
Clear authorities/responsibilities
Increase of effectiveness and efficiency
18
pracuces
What is a process?
Process:
SeL of lnLerrelaLed or lnLeracung acuvlues whlch Lransforms lnpuLs lnLo ouLpuL.
Exemplary business process flow:
19
pracuces
Definition according to ISO/IEC 20000-1, 3.21 & ISO 9000
cf. ISO/IEC 20000-1:2011, p. 5
8eneLs from a process approach ln
l1SM
Plgher eecuveness and emclency of l1 operauons
CusLomer orlenLauon, allgnmenL Lo buslness
ob[ecuves
8euer communlcauon
lmproved knowledge managemenL
Less fallures and relaLed lncldenLs
Compeuuve advanLages
lmproved rlsk managemenL
20
pracuces
8lsks / challenges of a process
approach ln l1SM
Cperauons become Loo bureaucrauc, Loo much paperwork
Lower eecuveness and emclency of l1 operauons, lf ...
Lmployees are lnsumclenLly lnformed/Lralned/aware of processes and
measures
Lack of commlLmenL from senlor managemenL
lmporLanL Lasks performed beyond Lhe managemenL sysLem, processes are
undermlned
21
pracuces
Successful lmplemenLauon of l1 Servlce ManagemenL ls
hlghly dependenL on Lhe accepLance by Lhe people
lnvolved, lncludlng sLa and declslon Lakers.
Components of a process
description
1. Objective of the process
2. Input into the process
3. Output (desired result) of the process
4. Activities
5. Roles and responsibilities
6. Success factors and key performance indicators
(KPIs)
7. Interfaces to other processes
22
pracuces
Example: Incident Management
1. Objective: Restore agreed service to the customer as soon
as possible, minimize disruption to the business
2. Input: Event or notification (e.g., through user) indicating
the occurrence of an incident
3. Output: Incident resolved, service restored, plus complete
incident record
4. Activities:
Logging
Classification + Prioritization
First level support
Functional and/or hierarchical escalation
Resolution
Closure
23
pracuces
Example: Incident Management
5. Roles and responsibilities:
Process Owner
Incident Manager
Major Incident Coordinator
Agent
User
Customer
6. Success factors and key performance indicators (KPIs):
First line resolution ration (per category, priority, !)
Average resolution time (per category, priority, !)
Amount of SLA violations (and their impact)
!
7. Interfaces to other processes: ! see later
24
pracuces
8aslc roles wlLhln each process
rocess owner:
Cverall accounLablllLy for Lhe process (oen for more Lhan one process)
uenes goals and pollcles, enforces Lhe achlevemenL of Lhese goals
Pas goL sumclenL auLhorlLy (usually a member of Lhe Lop managemenL level)
Allocaung/Approvlng of resources
rocess manager:
8esponslble for Lhe eecuveness and emclency of Lhe enure process wlLh Lhe resources
provlded/avallable
May Lake over (lmporLanL) operauonal Lasks ln Lhe process
8eporLs Lo Lhe process owner
rocess sLa/Leam member:
8esponslble for Lhe execuuon of speclc process acuvlues
LscalaLes excepuons hlerarchlcally Lo Lhe process manager
usually several process sLa/Leam members per process
23
pracuces
lannlng and allocaung
responslblllues
lor plannlng and allocaung responslblllues wlLhln a process, a
8ACl maLrlx ls recommended.
!esponslble: 8esponslble for Lhe (operauonal) lmplemenLauon
"ccounLable: AccounLable for resulLs and achlevemenLs
#onsulLed: lnvlLed Lo consulL on cerLaln acuvlues
$nformed : lnformed of acuvlues and Lhelr resulLs
26
pracuces
!%&' ) !%&' * !%&' + ,
AcuvlLy 1 8 AC .
AcuvlLy 2 l 8 A .
AcuvlLy 3 l C A8 .
. . . . .
Creaung a 8ACl maLrlx
8ows represenL dlerenL acuvlues (also: processes, procedures,
documenLs, eLc.)
Columns represenL dlerenL roles or persons (also: funcuons, groups,
Leams, eLc.)
er row usually .
aL leasL one role / person responslble
exacLly one role / person accounLable
none, one or more roles / persons consulLed or lnformed
osslble comblnauons, for example:
A8: accounLable and responslble aL Lhe same ume
Al: accounLable and lnformed aL Lhe same ume
AC: accounLable and consulLed aL Lhe same ume
Cl: consulLed and lnformed aL Lhe same ume
.
27
pracuces
1yplcal carrlers of responslblllLy
luncuon: number of people, resources and Lools supporung a process or
an acuvlLy
ueparLmenL: parL of Lhe organlzauonal hlerarchy of a company/
organlzauon
ulvlslon: several deparLmenLs relaLed geographlcally or wlLh respecL Lo a
producL
Croup: people performlng slmllar acuvlues
1eam: formal group, dlrecLed Lowards Lhe achlevemenL of one or more
dened ob[ecuves
8ole: loglcal concepL LhaL relaLes responslblllues, acuvlues or behavlours
Lo a person, a Leam, a group, or a funcuon
28
pracuces
1ools Lo eecuve communlcauon
CreaLe a communlcauon plan for communlcaung processes,
responslblllues and changes!
osslble / maln conLenLs of Lhe communlcauon plan:
Who lnforms? ! lnformauon bearer
Who wlll know abouL? ! lnformauon recelver
AbouL whaL exacLly? ! lnformauon / message
When and how oen? ! 1lmlng / frequency
ln whaL form? ! Communlcauon medlum
Pow ls success of communlcauon measured? ! MeasuremenL / evaluauon
A communlcauon sLraLegy ls useful Lo dene generally ln whlch cases and
whlch ways, by whom and how lnformauon has Lo be dellvered
29
pracuces
ConLenLs
lnLroducuon
lmporLanL lrameworks & SLandards
Cvervlew
l1lL
lSC/lLC 20000
CC8l1
Common myLhs
8esources
Important IT Management
Frameworks & Standards
31
ITIL V2 ITIL V3
COBIT
MOF
ISO/IEC 20000
ISO 9000
CMM CMMI
ISO/IEC 15504
Software Engineering:
Maturity Model
IT Service
Management
Quality Management
BS 15000
Adoption of key concepts
Successor
ISO/IEC 27000
eTOM
Telecommunications
Management
TOM
SID
Important IT Management
Frameworks & Standards
32
pracuces
ITIL V2 ITIL V3
ISO/IEC 20000
ISO 9000
CMM CMMI
ISO/IEC 15504
Software Engineering:
Maturity Model
(IT) Service
Management
Quality Management
BS 15000
Adoption of key concepts
Successor
ISO/IEC 27000
TOM
SID
COBIT
MOF
eTOM
Telecommunications
Management
IT Management Frameworks
An Overview
33
pracuces
ISO/IEC 20000
IT Infrastructure Library
Number of books with "Good
Practice" in IT Service Management
Slogan: "the key to managing IT
services"
Descriptions of key principles,
concepts and processes in ITSM

Most popular and wide-
spread framework
Not a "real" standard, but
often related to as "de-facto
standard"
5 books edited and
released by the British OGC
ISO/IEC 20000
International standard for managing
and delivering IT services
Defines the minimum requirements
on ITSM

Developed by a joint
committee of ISO and IEC
Based on ITIL
Auditable, certifiable
Control Objectives for Information
and Related Technologies
IT Governance framework
Specifies control objectives,
metrics, maturity models

Developed by ISACA
can be combined with ITIL
and ISO/IEC 20000
Overview and Key Facts
Set of books with recommendations and good practices
for IT Service Management
Goal: Description of management processes and
supporting concepts
Slogan: "The key to managing IT services"
Often considered as the "de-facto standard" for ITSM
Service-lifecycle-based approach (from version 3)
Editor: OGC (Office of Government Commerce, UK)
Application domain / recipients:
(IT) Service providers (internal or external)
Independent from their organizational form or setup
Form of publication: Books
34
pracuces
Structure
5 lifecycle phases (for each stage: one identically
named core publication):
Service Strategy
Service Design
Service Transition
Service Operation
Continual Service Improvement
Process model consisting of about 30 processes
thus, ITIL is more comprehensive and fine-grained
than the process model used in ISO/IEC 20000
33
pracuces
How to use it
Important:
ITIL is "just good practice".
ITIL is not necessarily the "perfect solution".
Many organizations implement only 15 to 30 per cent of the ITIL concepts,
and still provide good or excellent services.
There may also be organization trying to fully implement ITIL still failing to
meet customer requirements.
When reading ITIL !
! have your bottle of red whine ready.
! do not think "Impossible, where I am working!" after every sentence.
! be aware that this is not a scientific approach, but just good practice
guidelines collected by some teams of practitioners / authors.
36
pracuces
Overview of the Core Books
37
Service Strategy

Financial
Management

Service Portfolio
Mgmt.

Demand Mgmt.
Service Design

Service Catalogue
Mgmt.

Service Level Mgmt.

Capacity Mgmt.

Availability Mgmt.

Continuity Mgmt.

Security Mgmt.

Supplier Mgmt.
Service Transition

Change Mgmt.

Service Asset and
Configuration Mgmt.

Release and
Deployment Mgmt.

Service Validation and
Testing

Evaluation

Knowledge Mgmt.
Service Operation

Event Mgmt.

Incident Mgmt.

Request Fulfillment

Problem Mgmt.

Access Mgmt.
Continual Service
Improvement

The 7-Step
Improvement Process

Service Reporting

Service Measurement
in 100 seconds
38
Incident
Management
Problem
Management
Configuration
Management
Change
Management
Release
Management
Service Level
Management
Financial
Management
Capacity
Management
Continuity
Management
Availability
Management
Restore interrupted service as soon as possible
Avoid recurrence of incidents by improving infrastructure quality and stability
Provide a logical model of the infrastructure and all configuration items (CIs)
Ensure all changes are assessed, approved, implemented and reviewed in a controlled manner to avoid
unplanned and unintentional effects
Deliver, distribute and track one or more changes in a release into the live environment
Define, agree, record and manage levels of service by closing SLAs with all customers and OLAs/UCs
with internal and external sub-providers
Financial control including budgeting, accounting and charging of/for IT services
Ensure sufficient capacity to meet the current and future agreed demands
Ensure continuity of the most critical systems and services after a disaster event
Ensure that agreed service availability commitments can be met
The 10 core processes of ITIL and their objectives):
ITIL (good practice) vs. ISO/IEC
20000 (standard)
39
24 pages total (entire standard)
! page per management process
about 1,500 pages total (entire framework)
10-20 pages per management process
ISO/IEC 20000 Overview and
Key Facts
International Standard for IT Service Management
Goal: Provide general minimum requirements for service
management
including definitions of 37 important terms
including requirements for the 13 most important service management
processes
Editor: Joint committee of ISO and IEC
(IT) Service providers (internal or external)
Independent from their organizational form or setup
Form of publication: Electronically (PDF) or in print
40
pracuces
ConLexL of lSC/lLC 20000
41
pracuces
Frameworks & standards:
IT Service Management
(e.g. ITIL
, MOF, COBIT),
Quality Management acc. to ISO 9000
ISO/IEC 20000-2
ISO/IEC
20000-1
PART 1:
SHALL/MUST-HAVEs
! Minimum requirements
! Checklists
PART 2:
SHOULD-HAVEs
! Extensions of part 1
! Optional recommendations
lSC/lLC 20000
Speclcauon
lSC/lLC 20000
Code of racuce
FRAMEWORKS &
STANDARDS
! Best Practices
! QM foundations
8LS1
8AC1lCL
CuallLy
ManagemenL
ISO/IEC 20000: Structure and
process framework
42
pracuces
Business relationship management
Supplier management
Budgeting and accounting
for services
Information security management
Service level management
Service reporting
Capacity management
Service continuity and
availability management
Incident and service request management
Problem management
Configuration management
Change management
Release and deployment management
[9] Control processes
[8] Resolution
processes
[7] Relationship
processes
[6] Service delivery processes
[4] Service management system general requirements
[5] Design and transition of new or changed services
[1] Scope
[2] Normative references
[3] Terms and definitions
key prlnclples ln quallLy managemenL
lSC/lLC 20000 ls based on Lhe key prlnclples ln
CuallLy ManagemenL as descrlbed by lSC 9004:
43
pracuces
Customer
Focus
Leadership
Involvement of
People
Process
Approach
System
Approach
Continual
Improvement
Factual
Approach to
Decision
Making
Mutually
Beneficial
Relationships
lnLerrelauon: lSC/lLC 20000 and lSC
9000
lSC/lLC 20000 ls based on Lhe key prlnclples ln CuallLy ManagemenL as
descrlbed by lSC 9004:
44
pracuces
ISO/IEC 20000
Focus: IT Service Management
Basic terms, concepts, processes, ...
Buidling an IT Service Management System
Applicable for IT Service providers
ISO 9000
Foundations of Quality Management
Basic priciples
Building a Quality Management System
Applicable for all organizations/domains
lSC/lLC 20000: Summary
lnLernauonal sLandard for l1 servlce provlders
rocess approach ln l1 Servlce ManagemenL
8ased on ...
8esL racuces ln l1 Servlce ManagemenL (as descrlbed e.g. ln l1lL)
key prlnclples ln CuallLy ManagemenL (as descrlbed ln lSC 9000)
ConslsLs of Lwo parLs:
lSC/lLC 20000-1: Speclcauon / Mlnlmum requlremenLs
lSC/lLC 20000-2: Code of racuce
43
pracuces
COBIT Overview and Key Facts
Framework for IT Governance
Goal: Transparent and consistent governance standards
through all IT-relevant processes, including ...
defined metrics to measure effectiveness and efficiency
maturity models
Editor: ISACA/ITGI (Information Systems Audit and Control
Association, IT Governance Institute)
Top management and decision makers of IT service providers (internal or
external)
Independent from their organizational form
Form of publication: Electronically (PDF), provided under
http://www.isaca.org/cobit
46
pracuces
COBIT Structure
34 processes, structured along four lifecycle
phases:
Plan and Organize (PO)
Acquire and Implement (AI)
Deliver and Support (DS)
Monitor and Evaluate (ME)
For each process:
High level control objective
Detailed control objectives
Management guidelines
Maturity model
47
pracuces
COBIT High Level Control
Objectives
48
pracuces
Plan and Organize (PO)
Acquire and Implement (AI)
Deliver and Support (DS)
Monitor and Evaluate (ME)
The 5 most common myths
around ITSM
1. ITSM is about buying or developing fancy tools. !
2. ITSM means: Everything changes. !
3. ITSM reduces costs. !
4. ITSM is only about having some SLAs and dealing with
incidents. !
5. ITSM means: Customers and users are happy. !
49
pracuces
ConLenLs
lnLroducuon
8esources
8esources
l1lL
lSC/lLC 20000
lSC/lLC 27000
CMMl
CC8l1
gSLM 8oadmap / MaLurlLy Model / assessmenL Lool
(www.gslm.eu/resulLs)
More lnformauon
keep up Lo daLe
1wluer [ledSM_pro[ecL
ConLacL:
lnfo[fedsm.eu
ur 1homas Schaaf, ledSM ro[ecL ulrecLor,
schaaf[nm.l.lmu.de

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1uLorlal on Servlce Level ManagemenL ln e-

lnfrasLrucLures - SLaLe of Lhe ArL and luLure

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