Satisfy Business objectives Achieve sustained level of availability Ensure cost effectiveness Optimize the capability of services and

components determining the Availability requirements from the business for a new or enhanced IT Service and formulating the Av ailability and recovery design criteria for the IT Infrastructure in conjunction with ITSCM determining the vital business functions and impact arising from IT component failure defining the targets for Availability, reliability and maintainability for the IT Infrastructure components establishing measures and reporting of Availability, Reliability and Maintainability that reflects the business, User and IT support organisation perspectives monitoring and trend analysis of the Availability, Reliability and Maintainability of IT components reviewing IT Service and component Availability and identifying unacceptable levels investigating the underlying reasons for unacceptable Availability producing and maintaining an Availability Plan which prioritises and plans IT Availability improvements. Business availability requirements Business impactassessment Availability, Maintainability and Reliability requirements Impact assessment for Vital Business Functions Incident and problem data Configuration and monitoring targets Service Level Targets Availability and recovery design criteria Agreed targets of availability, rel., maintainability Reports on achieved A.R.M Availability monitoring Availability improvements plans A single point of accountability for availability is established within the organization IT Services are designed to meet the IT Availability requirements of the business the levels of IT Availability provided are cost justified the levels of Availability required are agreed, measured and monitored to fully support Service Level Management shortfalls in the provision of the required levels of Availability are recognised and appropriate corrective actions identified and implemented a business and User perspective of IT Service Availability is taken to ensure optimal usage and performance of the IT Infrastructure is achieved to deliver maximum benefit the frequency and duration of IT Service failures is reduced over time IT support organisation mindset moves from error correction to service enhancement; from reactive to proactive attitude the IT support organisation is seen to 'add value' to the business. Defining availability levels that are meaningful to the business Managing internal and external providers is made difficult by lack of agreed availability targets Assessing achievable and cost-effective levels of IT service availability New services are implemented without full consideration of availability requirements Loss of business and reputation due to unstable IT services Lack of accountability Av ailability - Ability of an IT Service or CI to perform its required function at a stated instant or over a stated period of time Reliability - freedom from operational failure. Rel. of an IT service is determined by rel. of each component delivering the s erv ic e. Maintainability - ability of a CI to be kept in, or to be restored to an operational state. Serviceability - describes contractual arrangements made with 3rd party IT service providers to assure Av ail., Rel. and Maintainab. of IT services and their CIs . Resilience - capacity of an IT service to allow continued operation of IT despite the failure of one or more sub-systems. Vital Business Function - business critical element ofbusiness process. Security - deals with confidentiality, integrity and availability of data. AMDB - record & s tore info reqd. for support of key activities: reporting, analysis and availability forecasting... Service Window - period in which maintenance can be completed on a service to be accountable for the deployment of the AM process and associated methods and techniques to be responsible for ensuring the AM process is regularly reviewed and audited, and that all of these are subject to cont. improvement and remain fit for purpose to be responsible for determining the Av. requirements from the business for new or enhanced IT Services to be responsible for the creation of A and recovery design criteria to be applied to new or enhanced Infrastructure design to be responsible for ensuring the levels of IT A. required are cost justified defining the targets of A. required for the IT Infrastructure and its components that underpin a new or enhanced IT Service as the basis for an SLA establishment of measures and reporting that reflect business, User and IT support org. requirements responsible for the monitoring of actual IT A. achieved vs. targets and to ensure shortfalls are addressed to be responsible for the production and maintenance of an A. Plan which prioritises and plans IT A. improvements to promote AM awareness and understanding within the IT support organisation to maintain an awareness of technology advancements and IT best practice, e.g. ITIL. - Input from AM is details of the planed maintenance regime - input to AM is schedule of planned maintenance activities - provide information what is availability of the system for SLA - SLR provide availability requirements - input to FM is cost of non-availability - output from FM cost associated with proposed upgrades to the infrastructure - output from ITSCM is business impact assessment - Input from AM is the availability and design criteria tom maintain "business as usual" by preventing or minimizing impact of failure by use CFIA - input from AM is completed CFIA - input from CM is capacity plan Redundancy and resilience Component Failure Impact analysis (CFIA) Fault tree Analysis (FTA) CCTA Risk Analysis & Management Method (CRAMM) Service Outage Analysis (SOA) Technical Observation Post (TOP) Incident Lifecycle Management Continuous Improvements The goal for ITSCM is to support the overall Business Continuity Management process by ensuring that the required IT technical and services facilities can be recovered within required, and agreed, business timescales GOALS Initiate BCM Business impact analysis Ris k as s es s ment Business Continuity Strategy Organizational and implementation planning Implement stand-by arrangements Develop Recovery Plans Implement Risk reduction Measures Develop Procedures Initial testing Education and awareness Review and audit Testing Change Management Training Assurance Do nothing - Few, if any, organisations can function effectively without IT Services. Ev en if there is a requirement for stand-alone PC processing, there is still a need for recovery to be supported. Manual Work-arounds - manual Work-arounds can be an effective interim measure until the IT Service is resumed wherever they are practical and possible. Reciprocal arrangements - Entering into an agreement with another organisation using similar technology. Benefits can exist, in maintaining some reciprocal arrangements, for example, in the off-site storage of backups and other critical information. Gradual Recovery (cold standby) - up to 72 hours, without a re-establishment of full IT facilities. Accommodation fully equipped with power and local network cabling Infrastructure, telecom connections. Fixed or portable facility. When opting for a gradual recovery, consideration must be given to highly customised items of hardware or equipment that will be difficult, if not impossible, to replace. Intermediate Recovery (warm standby) 24 to 72 hour period. It is usually far away (logistics) and shared with 20 to 30 other companies. Use 6-12 weeks. Can be portable, in a trailer. Immediate Recovery (hot standby ) provides for immediate restoration. Application systems and communications already available and data mirrored from the operational servers. In the event of a system failure, the Customers can immediately switch to the backup facility with little or no loss of service. System can be used as backup and reporting resource. The annual spend on ITSM can be controlled Cost justifiable risk reduction measures can be implemented The ability to recover in a controlled manner All staff aware of their role relating to ITSCM Potential lower insurance premiums Meetings regulatory requirements Better business relationships Positive marketing of contingency capabilities Organizational credibility Competitive advantage IT infrastructure, comprising the replacement system, plus contracts/agreements necessary for recovery IT Infrastructure Management and operating agreements/procedures during a disast r e Personnel - details of those needed at contingency site plus accommodation required Security instructions, emergency contacts and items for home site Contingency site: location, people, facilities, security and transport arrangements Return to normal - dependencies affecting the return Percentage of Vital Business Functions covered by IT Service Continuity Plans Percentage of Vital Business Functions covered by annual IT Continuity tests Number of annual IT Service Continuity Plan testing failures Number of 3rd party recovery support contracts not agreed Number of audits performed on IT Service Continuity Plan Number of business issues logged against IT Service Continuity. Ensuring IT Service Recovery Within Agreed Timescales CSFs Develop and manage the ITSCM Plan to ensure that, at all times, the recovery objectives of the business can be achieved. Ensure that all IT Service areas are prepared and able to respond to an Invocation of the Continuity plans. Maintain a comprehensive IT testing schedule. Undertake quality reviews of all procedures and ensure that these are incorporated into the testing schedule. Communicate and maintain awareness of ITSCM objectives within the business areas supported and IT Service areas. Undertake regular reviews, at least annually, of the Continuity plans with the business areas to ensure that they accurately reflect the Business processing Environment . Negotiate and manage contracts with providers of third party recovery services. Co-ordination with the crisis control team Invocation of the appropriate recovery facilities Resource management, direction and arbitration Recovery site management. - Provides historical data - Customer liaison SD, IM, PM ChM DEFINITIONS Manage the IT Service delivery during times of crisis including: R E S PONSIBILITIES ITSC Manager PROCESS OBJECTIVES GOALS To manage the financial aspects of IT assets and resources cost-effectivel y To account fully for the total spend on the provision of IT Services and to attribute the cost to the services delivered To advise management on IT investment matters by providing detailed business c as es Budgeting Setting the budget IT Accounting Building a Cost Model Charging Setting the Price Pricing methods Differential Charging Billing Cost Model: by service, location, customer (for charging) Cost Types: HW, SW, People, Ac c ommodation, Ex ternal s erv ic es , Transfer costs Cost Elements: Sub elements of Cost Types, like HW = NW, Server, Office Cost Category Capital or Operational Direct/Indirect - Identifies the core infrastructure SLM - understands the obligations of IT service provision - ensure business requirements are fully supported trough the appropriate IThardware resources - delivers risk reduction measures to maintain business-as-usual CfgM Fixed/Variable INTERFACES Notional (Invoiced, not paid), Communication of Info (customer informed of charges to be aware), Pricing Flexibility (Rates charged annually) CHARGING Cost Plus - cost + profit rate Going Rate - comparable to other dept services To ensure that cost-justifiable IT capacity always exist and that it is matched to the current and future identified business needs or Having the appropriate IT capacity and making best use of it Business Capacity Management Service Capacity Management Resource Capacity Management Monitoring Analysis Tuning Implementation Storage of Capacity Management data - the CDB Demand Management Modeling Application sizing Production of the capacity Plan Technology SLA, SLR and Service Catalogue Business plans and strategy IS/IT plans and strategy Operational schedules Deployment and development plans and programs Forward schedule of change Incidents and problems Service reviews SLA breaches Budget Capacity plan CDB Baselines and profiles Thresholds and alarms Capacity reports (regular,at hock and Exception) SLA and SLR recommendations Costing and Charging recommendations Proactive changes and service improvements Revised operational schedul e Effectiveness reviews Audit reports Minimize risk of failing to meet SLAs and SLRs More confident forecasting Value to the applications lifecycle Increased efficiency Cost savings and costavoidance Timely enhancements and upgrades Unrealistic expectations Vendor influence - business data - technical data - cost provision impacts service..; Lack of accurate information Distributed environments Level of monitoring to be implemented - timely production of forecasts - accurate forecasts if trends in resource util. - incorporation of business plans into cap. plan - ability to monitor perf and throughput - impl. Of new tech. in line with business requirements (time cost functionality) - use of old technology does not result in breached SLA due to problems - a reduction in panic buying - not significant over-capacity - accurate forecasts ofplanned expenditure - reduction in lost reduction in the incidents due to poor performance - reduction in lost business due to inadequate capacity - new services are implemented which match SLR -recommendation made by capacity mgt. are acted upon Accurate business forecasts knowledge of IT strategy and plans, and that the plans are accurate an understanding of current and future technologies an ability to demonstrate cost effectiveness interaction with other effective Service Management processes an ability to plan and implement the appropriate IT Capacity to match business need ensures that appropriate levels ofmonitoring of resources and system performance are set, and that the information recorded in a CBD is kept up-to-date and used by all parts of the Capacity Management process produces Capacity Plans in line with the organisation's business planning cycle, identifying Capacity requirements early enough to take account of procurement lead times documents the need for any increase or reduction in hardware based on SLRs and cost constraints produces regular management reports which include current usage of resources,trends and forecasts sizes all proposed new systems to determine the computer and network resources required,to determine hardware utilisation, performance service levels and cost implications recommends resolutions to performance-related Incidents and Problems recommends to IT management when to employ Demand Management, to dampen Customer demands on systems carries out ad-hoc performance and Capacity studies on request from IT management is represented on the CAB,assessing and authorising Changes ensures that regular and ad hoc audits are carried out on the Capacity Managementprocess IM- scripts for diagnostics - performance counters PM- scripts for diagnostics - performance counters ChM- assist in CAB assessing business impact - raise RFC if needed RM- helps with distribution strategy (network bandwidth,..) - after distribution capacity audits CfgM- gets information about CIs - stores capacity information in CMDB SLM - Perf. And capacity targets - assist SLM drafting OLAs FM - cost summary as part of capacity plan - resource utilization basis for charging ITSCM - capacity needed for recovery options used - maintain ITSCM capacity requirements in line with production AM - Share common goal slow performance is effectively the same as unavailability INTERFACES CSFs Plan and implement the appropriate IT capacity to match business needs Planning annual: Cos t effec tiv enes s KPIs ELEMENTS of fin. management Technology Breakdown of cost types (HW/ server/ NT/ HR server) Cost Elements: Budgeting Accounting Charging Budgeting (agree overall expenditure) IT Ac counting (Es tablish standard unit cost for each IT resource) Charging (Establish Pricing policy, Publish price list) Fin Management Cycle Operational monthly: Budgeting (take actions to manage budget expectations or charged costs) IT Accounting (Monitor Expenditure by cost-centre) Charging (Compile and issue bills) Resource forecast s CM, AM: - Supplied with cost of meeting cap. and avail. - some data shared - e.g. Machine data sharing PROBLEMS SLM : - Supplied with cost of meeting current and new requirements INTERFACES CfgM: - manages assets and cost information BENEFITS Charging: RESPONSIBILITIES Accounting: OUTPUTS Budgeting: CSFs INPUTS KPIs ACTIVITIES PROBLEMS PROCESS - sub-processes GOALS Pricing Method/Policy Market Price - match external supplier price Negotiated Contract Price Increased Confidence in budgets Accurate information supplied for investment and TCO purposes Increased professionalismand efficiency BENEFITS Warning over or under usage of service Sound business method of balancing IT service provision with business requirements The cost of doing or not doing a Change Lack of understanding leading to inefficient, overlay expensive or over-complex syst m e s Monitoring tools inaccurate or too expensive Delay in obtaining, or inaccurate, information Difficulty in recruiting staff with accountancy and IT skills Unable to respond to changes quickly enough Lack of managementunderstanding and support Overall cost ofdelivery per customer Percentage of IT costs not accounted for Dollar value of budget variances/adjustments Percentage of IT financial objectives met IT Service Headcount Effective stewardship over IT finances Establishing Process Planning Implementation Operational Managing change Managing variances manage the IT organisation budget prepare budget forecasts and assist Customers in preparing IT elements of their budgets report regularly to IT managers and Customers on conformance to budgets select suitable tools and processes for gathering Cost data develop suitable cost models agree suitable IT Accounting policies, e.g. Depreciation assist in developing cost-benefit cases for IT investments advise senior management on the cost-effectiveness of IT solutions identify methods of charging within the organisations charging policy provide justifications and comparisons for charges prepare regular bills for Customers prepare a price list of Services, if required Absorbed/Unabsorbed Indirect KPIs BENEFITS Stage4 - Operational Management RESPONSIBILITIES SLMgr Stage3 - implementation PROCESS Stage2 - Requirements and Strategy Stage 1- Initiation CSFs AM methods and techniques CM ITSCM FM INTERFACES SLM ChM PROBLEMS BENEFITS Service Catalog Contents Customer and ITservice provider have a clearer view of requirements and responsibilities Commitment on both sides Specific targets to aim for Week areas will be identified Supports supplier management (internal and external) Demonstrable performance indicators Gradual improvements in service quality Better forward planning / both customers and IT Will show where customer/user actions are causing difficulty and identify where working practice need to be improved IT service will be defined to meet Service Level Requirements SLAs can be used as a basis for charging Improved communication between IT and customers RESPONSIBILITIES (A. Manager) Better value for money ensuring targets are achievable (use existing achievements if known) verifying targets prior to agreement (prior monitoring, pilot SLAs) Monitoring of actual achievement (only agree what can be monitored) Inadequate resources and time (process must be properly staffed and resourced Lack ofunderstanding (educations) Differences in perceptions within the customer community (need to agree relevant targets at all levels) Not enough seniority (give Service Level Manager the appropriate authority) SLA may not be supported by adequate underpinning agreements/contract s (review OLAs and contracts) what number or percentage of Services are covered by SLAs are Underpinning contracts and OLAs in place for all SLAs and for what percentage? are SLAs being monitored and are regular reports being produced? are review meetings being held on time and correctly minuted? is there documentary evidence that issues raised at reviews are being followed up and resolved (e.g. via an SIP) KPIs what number or percentage of Service targets are being met and what is the number and severity of service breaches? are service breaches being followed up effectively? are service levelachievements improving are Customer perception statistics improving? are IT costs decreasing for services with stable (acceptable but not improving) service level achievement ? s are SLAs, OLAs and underpinning contracts current and what percentage are in need of review and update? Meeting Customer Needs And Priorities Adherence To Service Levels Providing Services Cost Effectively Controlling Service Delivery Maintaining Recognized Industry Ac ceptance For IT Quality Maintaining An IT Service Culture creates and maintains a catalogue of existing Services formulates, agrees and maintains an appropriate SLM structure (SLA, OLA, Contracts, accommodating service improvement plan within SLM) negotiates, agrees and maintains the Service Level Agreements with the Customer negotiates, agrees and maintains the Operational Level Agreements with the IT provider negotiates and agrees with both the Customer and IT Provider any Service Level Requirements for any proposed new/developing services analyses and reviews servi e c performance against the SLAs and OLAs produces regular reports on servi e c performance and achievement organizes and maintains the regular Service Level review process initiates any actions required to maintain or improve service levels conducts annual(as appropriate) reviews of the entire Service Level process and negotiates, agrees and controls any amendments necessary acts as co-ordination point for any temporary Changes to service levels required Specific- Measurable- Achievable- Realistic - Time based SMART Customer Based - With a customer group Service Based - For customers of a s erv ic e (e-mail) Corporate Level- cover generic SLM issues Multi-Level SLAs Recovery Types Customer Level Service Level Meeting Customer Needs and Priorities: Customer satisfaction score/rating ; Average time to implement SLA requests ; Number of SLAs in renegotiation ; Number of SLAs requiring changes (targets not attainable, etc.) ; Number of SLA issues logged Adherence To Service Levels: Number of SLA targets missed ; Number of SLA targets threatened Prov iding Serv ic es Cos t Effec tiv ely : Current cost per customer for delivery of services ; Percentage improvement in delivery costper customer Controlling Service Delivery: Number of OLA issues logged ; Number of Underpinning Contractissues logged Maintaining Recognized Industry Ac ceptance For IT Quality: Number of ITs articles/white papers published ; Percentage IT Operations staff in industry (i.e.; itSMF) programs ; Percentage progress towards industry certification (i.e.; ISO9000) ; Dollars spent on external communications activities DEF Service Catalog: defines services with default levels and options. Gives a profile of IT service provider to org. and overview of services provided to users. PROCESS Implement SLAs BENEFITS GOALS High quality, cost effective, value-adding IT services that underpin the organization's business needs Play a key role in ascertaining the business requirement s OBJECTIVES SLA is written agreement between the customer and the IT service provider, defining key targets and responsibilities on both sides Initial Planning activities and Implementation To maintain and gradually improve IT service quality trough a constant cycle of agreeing monitoring and reporting upon IT service achievement and instigation of actions to eradicate poor service OUTPUTS INPUTS ACTIVITIES GOALS

Established Function

Compile a service catalogue Establish SLA structure Establish overview of Service Level Requirements (SLRs) Plan UCs and OLAs Draft and agree SLAs Monitor and report SLA achievements PROBLEMS Manage The Ongoing Process Review SLA achievements Identify Service improvements (SIP) Periodic Reviews Review and update SLAs, UCs and OLAs Review SLM process for efficiency and effectiveness

Availability Management

SLR-Service Level Requirements: list of clients reqs. OLA-Operational Level Agreements: Between 2 intern IT departments DEFINITIONS UC-Underpinning Contract: With an external supplier. SLA SIP-Service Improvement Program: SLM with PM and AM starts a formal project focusing on user satisfaction Version number, date created, date amended; TOC; Foreword from CIO; IT Service provider profile; Service times and accessibility of IT Service Provider; Ov erv iew of s erv ic es and produc ts ; Customer focused service/product description; Specs; Deliverables; Service times; Maintenance times; Support times; Delivery times; Quality targets (availability, usability, reliability, priority); Requirements; Request & Change procedure; Contingency policy; Pricing & Charging; Index & Definitions

Service Level Management

ITIL Serv ice Deliv ery

SLA STRUCTURES

IT Service Continuity Management

Maintaining an IT Service Culture: Percentage of IT Operations staff ITIL-aware ; Number of IT Operations staff ITIL certified ; Number of IT Operations staff with advanced ITIL certification ; Number Of Agreed SLAs Not Supported By OLAs /UCs General details

Contingency Plan

Service hours Roles and responsibilities Availability, Reliability, Maintainability & Serviceability Service Performance Customer Support Example incident targets SLA Content Printing IT Service Continuity Security Change management Procedures Charging Quality / Customer perception Administration (Reporting, service reviews,..) To provide cost-effective stewardship of the IT assets and resources used in providing IT Services

- Ensures the on-going accuracy of continuity plans

CM AM

F i n ancial Management for IT services

Capacity Management
Cost types:

Hardware, Software, Employment, Accommodation, External services and Transfer

RESPONSIBILITIES

ITIL_Service_Delivery.mmap - 9/7/2010 - Drago