Service Management Workshop

2008 IBM Corporation
Ser vi c e Management
Foundat i on
From Best Practice to Implementation
IBM Global Technology Services
Copyright IBM Corporation 2006 |
Agenda
Service Management Foundation:
- Fundamental building blocks for successful Service Management
- ITIL v3: Whats new in Service Operations and Service Transition
- Planning a successful Service Management roadmap
- Overcoming organizational challenges:
- Using a Process Reference Model to accelerate process design
- Building a Service Management Technology Architecture
- Case study: successful Service Management implementations
Service Management Foundation
The c ur r ent si t uat i on at a bank i n t he ASEAN r egi on
There is no integrated process framework
Different tools are used for different processes:
- Monitoring is done at the platform level, with no overall monitoring capability. There is no event
management function, and event information is not passed to the Service Desk
- Service Desk is currently using a CA product for Incident and Service Requests, but they are
considering changing to a BMC product
- 2
nd
and 3
rd
level support staff use PVCS Tracker for Problem Management
- Change Requests are managed on spreadsheets
- There is no formal Release Management process
- Configuration management is done in an unstructured manner by each of the support teams in a
silo and hero-based manner. Spreadsheets are used by some of the teams.
Consequences:
- The standard method of finding out about an availability problemis via a call to the Service Desk
(users know before the IT team does)
- There are significant availability issues, and there was recently a significant downtime of core
banking services
- Data is manually entered from one ITSM tool to the next
- It is difficult to produce KPI reports, or understand the health of the IT services
- Users are highly dissatisfied with IT services
Weak /mi ssi ng pr oc esses c ont i nue t o be t he t op t en bi ggest
c hal l enges f ac ed by I T Or gani zat i ons
2002
1. Resource issues: including quantity, skill
levels.
2. Weak, missing processes.
3. User buy-in, communication issues with
user community, getting proper user
requirements.
4. Failure of strategy and lack of planning as
applies to entire ESM as well as Tivoli.
5. Total cost of solution concerns/budget (due
to global economy) creates uneasiness
about ESM solution.
6. Project management.
7. Low exploitation of solution/competitive
product issues.
8. Environmental maintenance not done,
creates snowballing effect of decreased
confidence and success.
9. Failure to completely deploy.
10.Stresses from organization demanding
delivery of more function and reporting in
less time.
2002
1. Resource issues: including quantity, skill
levels.
2. Weak, missing processes.
3. User buy-in, communication issues with
user community, getting proper user
requirements.
4. Failure of strategy and lack of planning as
applies to entire ESM as well as Tivoli.
5. Total cost of solution concerns/budget (due
to global economy) creates uneasiness
about ESM solution.
6. Project management.
7. Low exploitation of solution/competitive
product issues.
8. Environmental maintenance not done,
creates snowballing effect of decreased
confidence and success.
9. Failure to completely deploy.
10.Stresses from organization demanding
delivery of more function and reporting in
less time.
2003
1. Too few trained and dedicated
resources.
2. Lack of basic IT
processes.
3. No Project Management.
4. Deployed product is obsolete or
at end-of-life.
5. Weak or obsolete architecture.
6. No internal communication and
little to no organizational
commitment.
7. Failure to maintain Tivoli
solution.
8. Lack of focus and planning for
all of ESM including Tivoli.
9. Executives (generally new)
realizing little value in Tivoli/no
identifiable person responsible
for success of deployment.
10. Concerns about product quality.
(related to #4)
2003
1. Too few trained and dedicated
resources.
2. Lack of basic IT
processes.
4. Deployed product is obsolete or
at end-of-life.
5. Weak or obsolete architecture.
6. No internal communication and
little to no organizational
commitment.
7. Failure to maintain Tivoli
solution.
8. Lack of focus and planning for
all of ESM including Tivoli.
9. Executives (generally new)
realizing little value in Tivoli/no
identifiable person responsible
for success of deployment.
10. Concerns about product quality.
(related to #4)
2004
1. Resources: no formal Tivoli
training, cross training and
quantity of resources.
3. Lack of basic IT
processes.
4. Weak or undocumented
architecture.
5. Failure to upgrade product in a
timely manner.
6. No product level standardization
across environment (mainly TSM).
7. Unclear mission regarding Tivoli
due to lack of communication.
8. Inadequate hardware in place for
expansion.
9. Little to no testing before going to
production.
10. Code defects (ITM).
2004
1. Resources: no formal Tivoli
training, cross training and
quantity of resources.
3. Lack of basic IT
processes.
4. Weak or undocumented
architecture.
5. Failure to upgrade product in a
timely manner.
6. No product level standardization
across environment (mainly TSM).
7. Unclear mission regarding Tivoli
due to lack of communication.
8. Inadequate hardware in place for
expansion.
9. Little to no testing before going to
production.
10. Code defects (ITM).
2005
1. Inadequate staffing & lack of formal Tivoli training
and basic skills. (DB, UNIX, WinTel, Scripting)
2. Weak management/enforcement of
expectations through SLAs.
3. Inconsistent incident and problem
management.
4. Lack of overall ESM strategy with no Executive
support/direction.
5. Tivoli products not included in disaster recovery
plans/tests.
6. Need for proper test environment to manage
change.
7. Failure to upgrade products and properly
maintain environment. (Endpoints, Tuning)
8. No Project Management & evangelizing of ESM
9. Immaturity of process
implementation. (Focus on Capacity,
Change, Incident management)
2005
1. Inadequate staffing & lack of formal Tivoli training
and basic skills. (DB, UNIX, WinTel, Scripting)
2. Weak management/enforcement of
expectations through SLAs.
3. Inconsistent incident and problem
management.
4. Lack of overall ESM strategy with no Executive
support/direction.
plans/tests.
6. Need for proper test environment to manage
change.
7. Failure to upgrade products and properly
maintain environment. (Endpoints, Tuning)
8. No Project Management & evangelizing of ESM
9. Immaturity of process
implementation. (Focus on Capacity,
Change, Incident management)
2006
1. Poor management of expectations in
lack of SLAs.
2. Lack of formal Tivoli training, cross training &
recommended number of resources.
3. Haphazard product level standardization across
environment & inadequate hardware.
4. Underutilization of product functionality.
5. Inconsistent incident/problem
management, little use of metrics
and trending.
6. Failure to upgrade products & properly maintain
environment. (Endpoints, Tuning)
7. No proper test environment to manage change.
8. Weak or undocumented architecture.
plans/tests.
10. No Project Management & evangelizing of ESM.
2006
1. Poor management of expectations in
lack of SLAs.
2. Lack of formal Tivoli training, cross training &
recommended number of resources.
3. Haphazard product level standardization across
environment & inadequate hardware.
4. Underutilization of product functionality.
5. Inconsistent incident/problem
management, little use of metrics
and trending.
6. Failure to upgrade products & properly maintain
environment. (Endpoints, Tuning)
7. No proper test environment to manage change.
8. Weak or undocumented architecture.
plans/tests.
10. No Project Management & evangelizing of ESM.
(identified by the Tivoli Assessment Program)
Wi t h evol ut i on and i nc r easi ng c ompl ex i t y of t he managed
envi r onment , t her e i s i nc r easi ng need f or ef f ec t i ve I T pr oc esses
Business Processes
Business Applications
SAP
Oracle
Legacy
Middleware and IT Services
Infrastructure
Servers
Storage
Networks
Composite Applications and SOA
There has been a natural progression from
managing infrastructure resources to
systems, to IT services and business
services.
This requires a set of streamlined processes
to improve efficiency of service management
Transaction
Availability
Mgmt
Service
Level Mgmt
Release
Mgmt
Config
Mgmt
Change
Mgmt
Mainframe
Business
Service
User
J 2EE Appl
Linux
Transaction
Availability
Mgmt
Service
Level Mgmt
Release
Mgmt
Config
Mgmt
Change
Mgmt
Mainframe
Business
Service
User
J 2EE Appl
Linux
Management Processes
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pr ovi de a r oadmap f or i mpl ement i ng an I T Ser vi c e Management pr ogr am
Service Strategy
Establishes the overall strategy for providing IT
services. It consists of four main activities:
- Define the market
- Develop the offerings
- Develop the strategic assets
- Prepare for execution
Service Operation
Coordinate and carry out the activities and
processes required to deliver and manage services
at agreed levels to business users and customers
Manage the technology that is used to deliver and
support services
Continual Service
Improvement
Review and analyze Service
Level Achievement results
Identify and implement
improvement activities to
improve IT Service quality and
improve the efficiency and
effectiveness of ITSM processes
Service Design
Converts strategic objectives into
portfolios of services and service
assets
Develops policies, architectures,
portfolios
Design a new or changed service
for introduction into the live
environment
Service Transition
Guidance for the transitioning of
new and changed services into
the production environment
It focuses on the broader, long-
term change management role
and release practices
Objective is to ensure minimal
unpredicted impact on production
services, operations and support
organization
Service
Transition
Continual Service
Improvement
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I TI L v3 c over s a l i f ec yc l e of 5 phases and many pr oc esses
Service Strategy
Market Intelligence
IT Financial Management
Service Portfolio Mgmt
Demand Management
Service Portfolio Mgmt
Service Catalog Mgmt
Service Level Mgmt
Capacity Mgmt
Availability Mgmt
Service Continuity Mgmt
Information Security Mgmt
(ISO 27K, ISO 20K)
Supplier & Contract Mgmt
Change Mgmt
Service Asset &
Configuration Mgmt
Knowledge Mgmt & a
service knowledge system
Service Release &
Deployment Planning
Performance and Risk
Evaluation
Testing
Acquire, Build, Test
Release
Service Release,
Acceptance, Test & Pilot
Deployment,
Decommission and
Transfer
Monitoring & Event Mgmt
Incident Mgmt
Request Fulfillment
(standard changes)
Problem Mgmt
Access Mgmt
Measurement & Control
Service Measurement
Service Assessment &
Analysis
Process Assessment &
Analysis
Service Level
Management
Improvement Planning Risk Management
Processes
Functions
Service Desk
Infrastructure
Management
IT Operations
Facilities
Management
Organizational Change &
Communications
Strategy Design Transition Operation
Continual
Improvement
The question is often
Where do I begin?
Ser vi c e Oper at i on and Ser vi c e Tr ansi t i on ar e r ec ogni zed t o be
t he f oundat i on and pr e-r equi si t es f or ef f ec t i ve Ser vi c e
Management
In ITIL v2 most organizations started with the
Service Support book, implementing the
following functions/processes:
- Service Desk
- Incident Management
- Problem Management
- Change Management
- Release Management
- Configuration Management
In ITIL v3 the same processes exist, but the list
has been expanded to provide a more complete
view of the service lifecycle:
Service Operation:
- Service Desk
- Access Management
- Request Fulfillment
- Event Management
- Incident Management
- Problem Management
Service Transition
- Change Management
- Transition Planning and Support
- Knowledge Management
- Release and Deployment Management
- Service Validation and Testing
- Service Asset and Configuration Mgmt
The I T Ser vi c e Management f r amew or k shoul d be devel oped
usi ng an i nt egr at ed, hol i st i c appr oac h
Event Mgmt Console
Incident
Mgmt
Request
Fulfillment
Problem
Mgmt
Change
Mgmt
Release
Mgmt
Configuration Mgmt
Service Level Mgmt
www
Service Desk
Request Ful f i l l ment
Request Fulfillment is the initial support handling
of contact with IT users.
The purpose of the Request Fulfillment Process
is to receive service requests from users and
route each request to the appropriate process for
handling. Some service requests are handled by
the Request Fulfillment Process, whereas many
others are routed to other processes for
fulfillment. Request Fulfillment can be the
contact management process for an
implementation of an IT Service Desk (or
equivalent).
Sample KPIs
- User satisfaction with IT handling of
Incidents
Service requests
Requests for information
- Number of contacts handled
Percent handled by the first line of
support
- Time to completion of service goal
Incident
Mgmt
Request
Fulfillment
Configuration Mgmt
Service Level Mgmt
Service
Desk
I nc i dent Management
Incident Management provides rapid
response to possible service disruptions.
The purpose of the Incident Management
process is to focus on the restoration of a
service affected by any real or potential
interruption which has impact upon the
quality of that service.
Sample KPIs
- Number of incidents opened, closed, and
pending (by severity level)
- Percent of incidents closed with automated
responses against manual responses
- Percent of incidents closed using existing
documentation (known errors)
Event Mgmt
Console
Incident
Mgmt
Request
Fulfillment
Problem
Mgmt
Change
Mgmt
Configuration Mgmt
Service Level Mgmt
Service
Desk
Pr obl em Management
Problem Management identifies and
resolves the root causes of service
disruptions.
The purpose of the Problem Management
process is to resolve problems affecting
the IT service, both reactively and
proactively. Problem Management finds
trends in incidents, groups those incidents
into problems, identifies the root causes of
problems, and initiates change requests
(RFCs) against those problems.
Sample KPIs
- Number of known problems eliminated
- Status of change requests created to
eliminate known problems
- Historical number of incidents eliminated
through problem elimination
- Number of known errors (with workarounds)
added to the known error database
- Percent of incidents related to known
problems
Incident
Mgmt
Problem
Mgmt
Change
Mgmt
Configuration Mgmt
Change Management
The purpose of the Change Management
process is to achieve the successful introduction
of changes to an IT system or environment.
Success is measured as a balance of the
timeliness and completeness of change
implementation, the cost of implementation, and
the minimization of disruption caused in the
target system or environment.
The process also ensures that appropriate
details of changes to IT resources (assets, CIs)
are recorded.
Sample KPIs
- Customer satisfaction with the timeliness and
value of the change approval process
- Percent of emergency changes
- Percent of change requests needing revision
- Percent of approved changes completed as
planned and scheduled
- Number of Incidents due to Approved
changes and Non-approved changes
Incident
Mgmt
Problem
Mgmt
Change
Mgmt
Release
Mgmt
Configuration Mgmt
Service Level Mgmt
Rel ease Management
Release Management is the controlled
deployment of approved changes within
the IT infrastructure.
The purpose of the Release Management
process is to prepare and finalize
release packages that are fit for
deployment so that optimal business value
will be attained when deployment occurs.
Sample KPIs
- Customer satisfaction with the value and
quality of releases
- Percent of releases
Completed as planned and scheduled
Rescheduled or delayed
Needing revision
- Number of incidents caused by a release
Incident
Mgmt
Change
Mgmt
Release
Mgmt
Configuration Mgmt
Conf i gur at i on Management
Configuration Management identifies,
controls, and maintains all elements in the
IT infrastructure called Configuration
Items.
The purpose of the Configuration
Management process is to maintain the
integrity of the configuration item (CI)
employed in, or related to, IT systems and
infrastructure, and to provide accurate
information about CIs and their
relationships.
Sample KPIs
- Satisfaction of related processes with CMS
accuracy, completeness, and usefulness
- Percent of IT-controlled CIs represented in
the CMS
- Number of updates made to the CMS
- Number of inaccuracies discovered in CMS
data
Incident
Mgmt
Request
Fulfillment
Problem
Mgmt
Change
Mgmt
Release
Mgmt
Configuration Mgmt
I TSM I mpl ement at i on Chal l enges
Once you decide to implement an ITSM solution, the questions are:
- Where to begin?
- How to determine where you are?
- How to determine where you want to be?
- How to get to where you want to be?
How to determine your ITSMs "pain points" and gaps between theory and current
reality?
How to translate the ITIL framework and best practices into a design that can be
implemented?
How to customize ITIL best practices for your IT operational processes and
procedures?
How to train your staff to internalize ITSM and ITIL best practices?
How to learn from other customer successes and failures?
..
5 St eps t o Pl an f or I TSM I mpl ement at i on
The first two steps establish a basis for the I TSM design phases.
Awareness & Awareness &
Training Training
Assessment Assessment
Roadmap Roadmap
Planning Planning
Process Process
Design Design
Organization Organization
Design Design
Architecture Architecture
Design Design
Implementation Implementation
Detailed Detailed
Tool Tool
Design Design
Awareness
& Training
Strategy
& Plan
Design Detailed
Design
Implementation
A well defined process for ITSM assessment and planning, and les A well defined process for ITSM assessment and planning, and lesson learned from other implementations son learned from other implementations
can save you a lot of time and money. can save you a lot of time and money.
High Level Tool High Level Tool
Design Design
St ep 1: Aw ar eness and Tr ai ni ng
Understanding ITSM and ITIL processes is critical to the
assessment and planning of IT Service Management.
- ITSM concept, objectives, process definitions, activities,
terminologies, relationships, roles, and responsibilities.
- Advantages and benefits of using IT Infrastructure Library (ITIL)
and IBM Process Reference Model for IT (PRM-IT) process
models.
- Key success factors and considerations for the implementation of
ITSM based processes.
The IBM Tivoli Unified Process Composer is a customizable
process model that offers detailed content and tooling to
enable content customization, extension, and publishing.
Training Training
I n addi t i on t o I TI L t r ai ni ng, a w el l pl anned c ommuni c at i ons c ampai gn
hel ps i nst i l l aw ar eness and c ul t ur al c hange
St ep 2: I TSM Assessment
The success of every IT Service Management implementation
project is dependent on a combination of people, process, and
technology. Understanding the current organizational
capabilities, status and issues is critical to identify areas for
development.
This Assessment workshop draws inputs from executives,
managers and IT professionals to baseline the current
environment. It establishes the current status, the target and
the roadmap.
The results of benchmarking and reviews lead to identification
of gaps in terms of people, process and technology issues.
The ITSM assessment maybe based upon:
- ISO/IEC 20000
- COBIT
- ITIL Maturity Matrix
- ISM Adoption Model
Roadmap Roadmap
Planning Planning
Sampl e assessment r esul t s
6.5 Capacity Management
0%
20%
40%
60%
80%
100%
Plan
Do
Check
Act
Max Score Assessment Score
ISO/IEC 20000 Assessment Result
COBIT levels of maturity
St ep 3: Desi gn
Key requirements are first captured through collaborative
discussions, these include:
- Key Business Drivers
- IT Service Management Objectives
- IT Service Management Requirements
- Key Value Propositions
- Critical Capabilities
- Critical Success Factors
- Issues
Designs are then developed for the Process, Organization,
and Architecture.
At this stage, a high level design of the tool is also defined.
Process Process
Design Design
Design Design
Design Design
Design Design
I BMs Ser vi c e Management Ref er enc e Ar c hi t ec t ur e c an be used as a
desi gn gui de f or t he devel opment of t he I TSM t ool s ar c hi t ec t ur e
Process Runtime Environment
Process Execution
Capabilities
Common Process
Data Store
Process Reporting
Capabilities
Process
Management
Capabilities
P
r
o
c
e
s
s

M
a
n
a
g
e
m
e
n
t

A
d
m
i
n

P
o
r
t
a
l
Support Interface
Service Provisioning
Service Request Management
Service Management Foundation
Service Quality Management
Service Monitoring
Service Asset Management
Reporting & Dashboards
Presentati on
Capabi l i ti es
Templates&
Data
Data
Transformati on
Capabi l i ti es
Escal ati on
Capabi l iti es
User Contact Management
Communi cati on
Capabi l iti es
User Contact
Data
Ful fil l ment &
Routi ng
Capabi li ti es
UC Moni toring
& Anal ysi s
Capabi li ti es
Knowledge Management
Pl anni ng &
Mai ntenance
Capabi li ti es
Submi ssi on
and Structuring
Capabi l i ti es
Retri eve and
Publ ish
Capabi l i ti es
Structured
Knowl edge
Problem Management
Known
Errors
Root Cause
Anal ysi s
Capabil i ti es
Defi ni ti on &
Pri ori ti zati on
Capabil i ti es
Resolution
Planning
Capabi l iti es
Incident Management
Loggi ng &
Cl assi fi cati on
Capabi l iti es
Inci dent
Pol ici es &
Records
Di agnosis &
Resol ution
Capabi l iti es
Change Management
RFC
Assessment
Servi ce
Change
Schedul i ng
Capabi l iti es
Change
Impl ementati on
Capabi l iti es
RFC Audi t &
Review
Capabi l iti es
RFC Data
Financial Management
Cost
Management
Capabil i ties
Meteri ng
Capabi l i ti es
Bil l i ng &
Invoi ci ng
Capabil i ti es
Budget &
Pl anni ng
Capabil i ties
Usage
Data
Accounting
Capabil i ti es
Cost Model
& Rates
Rel ease Management
Release Testi ng Capabi l i ties
Release Packagi ng Capabil i ti es
Software
Di stri buti on
Capabi l i ti es
Pl atform
Capabil i ti es
Distributed
Software Library
Dist ributed
Hardware St ore
Patch Mgmt
Capabi li ti es
Capaci ty Management
Reservati on
Capabi l iti es
Forecasti ng
Capabi l i ti es
Demand
Management
Capabi l i ties
Business
Capacity
Service
Capacity
Resource
Capacity
Capacity
Data
Performance Management
Performance
Correlation &
Tuning Capabilities
Performance
Data
Service
Levels
Financials
Process
Capacity
Performance
Analysis
Capabilities
Service Continuit y Management
BIA
Capabi l i ti es
Conti nui ty
Planning
Capabi l iti es
SC Data
Recovery
Capabi l i ties
Availabi lity Management
Avail abil i ty
Anal ysi s
Capabil i ti es
Avail abil i ty
Pl anni ng
Capabil i ti es
Avai l abi l ity
Data
Business System Management
Correl ati on
Capabil i ti es
Business Health
Analysis
Capabilities
Modeling &
Decomposition
Capabilities
Bus System
Rules & Policies
Event Management
Detecti on &
Fil teri ng
Capabi l i ti es
Correl ation
Capabi l i ti es
Resol ution
Capabi li ti es
Historical
Event Data
Realtime
Event Data
Service Execution & Choreography
\
Servi ce Fl ow
Reposi tory
Schedul ing
Capabil i ties
Servi ce Fl ow
Development
Capabi li ti es
Servi ce Fl ow Executi on
Capabi l i ti es
Service Fulfillment Tasks
1 2 n
Service Flows
1 2 n
Asset Management
Inventory
Asset Auditing
Capabilities
Asset
Reporti ng
Capabil i ties
Asset Control
Capabilities
Discovery
Discovery
Data
Operational Monitoring Capabilities
Infrastructure
Moni tori ng
Capabi l i ties
Operati on/App
Moni toring
Capabi i ti es
Alerting
Capabi l i ti es
Monitoring
Data
Service Request
Service
Request
Project
Request
Incident
Logging
Standard
Change
Enti tlement
Capabi l i ties
Enrol l ment &
Subscripti on
Capabi l iti es
Customer
Profi l es
Service Catalog
Servi ce
Catal og
Offeri ng
Management
Capabi l i ties
Orderi ng
Capabi l i ti es
Resource Management
Batch & Job
Mgmt
Capabi l i ties
Load
Balancing
Capabi l iti es
Workl oad
Management
Capabi l iti es
Policies &
Profiles
Transacti on
Management
Capabi l i ties
Workl oad
Moni tori ng
Capabi li ti es
Service Level Management
Servi ce Level
Negoti ati on
Capabi li ti es
Servi ce
Contracts
SLAs
OLAs
UCs
Servi ce Level
Attainment
Capabi li ti es
Configuration Management
CMDB
CI Status
Accounti ng
Capabil i ti es
Confi gurati on
Control
Capabi l i ties
CI Audi ti ng
Capabi l i ti es
Di scovery
Capabi li ti es
Topol ogy
Management
Capabi l iti es
Data
Integrati on
Capabi l iti es
Report Creati on
Capabi l i ti es
Metri cs and
Measurement
Capabi l iti es
Proactive
Probl em
Capabil i ti es
Sampl e of Func t i onal Ar c hi t ec t ur e Desi gn
Sampl e Pr oc ess Desi gn (Wor k f l ow )
Operational workflow - Making ITIL Actionable
T
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St ep 4: Det ai l ed Desi gn
Detailed tools design will include the configuration of the tool,
the design of reports, and construction of interfaces.
Detailed tool integrations need to be addressed.
This phase will also incorporate system and user acceptance
testing.
This provides the basis for the next step of implementation.
Detailed Detailed
Tool Tool
Design Design
Ex ampl e of pr oc ess i nt egr at i on w i t h t ool s
Frame Relay DTE DLCI Status Change
Li nk Down
C
C
NetVi ew
NetView
Node Down
C C
NetView NetView Node Up
Link Up
Shutdown Noti fication
S
S
S
S S
Frame Relay DTE DLCI Status Change
Li nk Down
C
C
NetVi ew
NetView
Node Down
C C
NetView NetView Node Up
Link Up
Shutdown Noti fication
S
S
S
S S
Problem Notification
Root Cause Analysis
St ep 5: I mpl ement at i on
Implementation Planning prepares the organization and align
resources for the implementation and deployment. Typical
activities include:
- Mapping the process roles to the functional roles
- Training the staff on the new processes
- Tools training
User Acceptance Testing and sign-off for any new tools
Move to production
Monitor and report on the process KPIs
Management to conduct periodic reviews
Develop Service Improvement Programs for any areas where
KPIs / SLAs are not being met
I BMs Ac c el er at or Sol ut i ons f or Ti vol i del i ver s f ast er t i me-t o-
val ue
Training Training
Roadmap Roadmap
Planning Planning
Process Process
Design Design
Design Design
Design Design
Detailed Tool Detailed Tool
Design Design
Awareness
& Training
Strategy
& Plan
Design Detailed
Design
Implementation
Design Design
Accelerator fast-tracks design
and implementation
What does an Ac c el er at or have t hat i s not al r eady i nc l uded
i n t he sof t w ar e?
Project plan
Base code
validation
procedure
Technical
support
procedure
Maintenance
activity
review
Organization
change
management
considerations
Bill of
materials
Customized
code
Model
training
plan
Solution
documentation
Technical
support
Personalized
code
installation
Model
organization
communication
plan
Teach the
teacher
training
workshop
Completed
personalization
worksheet
Personalization
collection
workshop
Solution
architecture
Organization
considerations
planning
workshop
Putting things together
I n our ex per i enc e w e see f i ve c ommon phases t hat many
or gani zat i ons go t hr ough i n bui l di ng t hei r I TSM ar c hi t ec t ur e
1
Provide essential resource availability monitoring and basic event management
Implement system management tools and processes with basic event management
Basic Configuration information should exist to support component identification
Effectively manage IT services to the users
Implement Service Desk solution with Request Fulfillment, Incident Mgmt and
Knowledge Base with basic Problem, Change, Release and Configuration Mgmt.
2
Ensure that IT Configuration Items and Assets are managed
IT asset management, configuration management, advanced change
management & device auto-discovery functions
3
Provide enterprise-view of IT capacity and availability against SLAs
Implement an integrated IT dashboard for proactive operational monitoring
Advanced correlation of events to allow automated diagnosis and recovery
4
Provide integrated IT & business performance monitoring
Implement an integrated IT & business dashboard to support
management reporting of business-aligned KPIs and continuous
improvement
5
Progressively
implement
KPIs
Service Level
Agreements
leading to
continuous
improvement

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