Service Desk GOALS Providing a SPOC for customers Facilitating the restoration of normal operational service with minimal

business impact on the customer within agreed SLA levels and business priorities

Incident Management GOALS To restore normal service operation as quickly as possible and minimize adverse impact on business operations

Problem Management GOALS To minimize the adverse impact of incidents and Problems on the business that are caused by errors within the IT Infrastructure, and to prevent recurrence of incidents relating to those errors In order to achieve this goal, Problem Management seeks to get to the root cause of Incidents and then initiate actions to improve or correct the situation OBJECTIVES

Configuration Management GOALS To account for all IT assets, configurations and services within organization To provide accurate information and documentation on configurations and assets to other SM processes To provide a sound basis for incident, problem, change and release management To verify configuration record and correct exceptions OBJECTIVES To provide accurate configuration information To define and document processes and procedures To identify, label and record CI To control and store authorized specifications documentation and software To report on status and history of CIs To record changes to CI in a timely way To audit physical items and reconcile any differences between them and the CMDB To educate and train in control processes To produce metrics on CI, changes and releases To audit and report and exceptions to standards and procedures

Change Management GOALS To ensure standard methods and procedures are used for efficient and prompt handling of all changes To minimize the adverse impact of change upon service quality To assess the potential benefits of change to the organization against the risk and associated costs to the organisation

Release Management GOALS To plan and manage releases to the customer successfully To consider all technical and non-technical aspect of a release by taking a holistic view of implementing changes to IT services

OBJECTIVES To provide a single point of contact for Customers To facilitate the restoration of normal operational service with minimal business impact on the Customer within agreed service levels and business priorities

OBJECTIVES Restore normal service as quickly as possible Minimize the adverse impact if incident to the business Proactively identify enhancements to services Check accuracy of configuration details Minimize the risk of lost incidents Monitor for SLA compliance Collect management information

OBJECTIVES

OBJECTIVES To plan the successful roll-out of software and related hardware To design and implement efficient procedures for the distribution and installation of changes to IT systems To communicate and manage the expectations of the customer To ensure implementations are traceable, secure and that only correct, authorized and tested version are installed To agree the exact content and roll-out plan for the release, trough liaison with change mgt. To ensure that master copies of all software are secure and that the CMDB is updated To ensure that all hardware being rolled out or changed is secure and traceable, using the service of configuration management. PROCESS Release planning Release design build and configuration Release acceptance Roll out planning Communication Preparation and training Distribution and installation Release mgmt and CMDB

PROCESS This is a FUNCTION

PROCESS Detection and recording Classification and initial support Investigation and diagnosis Resolution and recovery Closure Ownership Monitoring tracking and communication

PROCESS Problem control Problem identification and recording Problem Classification Problem investigation and diagnosis RFC and Problem resolution and closure Error Control Error identification and recording Error assessment Record error resolution Close any open incidents and then Problem

PROCESS Planning Identification Control Status accounting Verification and auditing

PROCESS Initiating and logging Initial filtering Allocating initial priority Categorization Assessing impact and resource Authorizing and approving Scheduling Building Testing Implementing Reviewing ACTIVITIES Accept Changes Prioritize and classify changes Coordinate change impact assessment Coordinate approval of changes Coordinate scheduling of changes Coordinate implementation of changes Conduct post implementation reviews Provide management information about Change Management quality and operations

ACTIVITIES Receiving calls, first-line customer liaison Recording and tracking incidents and complaints Keeping customers informed on request status and progress Making an initial assessment of requests, attempting to resolve them or refer them to Monitoring and escalation procedures relative to the appropriate SLA Identifying problems Closing incidents and confirmation with the customers Coordinating second and third line support Highlighting Customer Education & Training Needs INPUTS

ACTIVITIES Incident detection and recording Classification and initial support Investigation and diagnosis Resolution and recovery Incident closure Incident ownership, monitoring, tracking and communication

ACTIVITIES Problem control Error control Proactive problem management Identifying trends Targeting Support Action Prevention of Inc&Problems Obtaining management information Major problems reviews

ACTIVITIES Planning Identification Control Status accounting Verification and auditing

ACTIVITIES Release Policy and planning Release design, build and configuration Release acceptance, sign-off for implementation Rollout Planning Extensive Testing Communication, preparation and training HW and SW audit prior to Implementation of Change Installation of new or upgraded SW Storage of Controlled SW Release, Distribution and the Installation of SW INPUTS Release definition Release Plans, Test plans & Acceptance Criteria Copies of Installation media and instructions

OUTPUTS CSF: Customer requirements and Business Needs have to be understood well Training of Customers and SD Staff Objectives, Goals and Deliverables defined Service Levels - defined, agreed upon and regularly reviewed Benefits accepted by the business

INPUTS Incident details sourced from Service Desk, networks or computer operations Configuration details from CMDB Response from Incident matching against Problems and Known Errors Resolution details OUTPUTS RFC for Incident resolution Updated Incident record (incl. resolution and/or Work-arounds) Resolved and closed Incidents Communication to Customers Management information (reports)

INPUTS Incident details CMDB details Incident Management workarounds

INPUTS

INPUTS RFCs CMDB FSC Forward Schedule of Changes

OUTPUTS Known errors RFCs Updated and Closed problems Updates to Incidents Management Information

OUTPUTS

OUTPUTS FSC RFCs CAB minutes and actions Change Management Reports

OUTPUTS Detailed Release & Build instructions Purchase orders, licences & warranties for 3rd party HW and SW Automated installation scripts and test plans Master copies of install. Media and install. Instructions (stored in DSL) Back-out procedures Tested Install procedures, Release Components, backout procedures Known errors tobe carried into live env.

Service Desk BENEFITS A prime deliverer of customer satisfaction with IT SPOC allowing improved accessibility Request dealt with faster and better Improved teamwork and communication Facilitation of proactive approach Reduced Business impact of failures Improved control and management of infrastructure Better usage of IT staff Increased Business productivity The provision of meaningful management information Improved customer perception and satisfaction

Incident Management BENEFITS Reduced advise business impact, increasing effectiveness Better staff utilization, greater efficiency Systems enhancements and amendments may be identified System of escalation minimizing detrimental effect on service availability More accurate CMDB information (verification of CIs by SD) Coordinated and improved MI Improved monitoring, allowing performance measurement against the SLA Elimination of lost or incorrect Incidents and Service Requests Reference to known errors and solutions, reducing reassessment of similar incidents Improved customer satisfaction

Problem Management BENEFITS A cycle of increasing IT quality Reduced number of avoidable incidents Reduced impact on service availability Quicker recovery Improved organizational learning Improved customer productivity Learn from past experiences Good reputation for IT department Greater control of IT services trough management information

Configuration Management BENEFITS accurate information on CIs and their documentation Controlling valuable CIs adherence to legal obligations financial and expenditure planning Making software Changes visible Contributing to contingency planning Supporting and improving Release Management Improving security by controlling the versions of CIs in use Enabling the organisation to reduce the use of unauthorised software Allowing the organisation to perform impact analysis and schedule Changes safely, efficiently and effectively Providing Problem Management with data on trends

Change Management BENEFITS Less adverse impact of changes on the quality of IT services and SLA A better assessment of the cost of proposed changes, before it is incurred A reduction in the number of changes that have to be backed-out, but an ability to be able to do this more easily An ability to absorb a higher level of change without difficulty Increased visibility and communication of changes to both business and service support staff Improved risk assessment Improved Problem and Availability mgt. trough the use of valuable management information relating to changes Increased productivity of key staff as less need for diversion from planned duties to implement urgent changes or back our erroneous changes PROBLEMS Implementing on over bureaucratic process attempt to bypass the process Paper based system bottleneck Cultural difficulties getting buy-in Contracts and third parties Scope of change is too wide Ownership of impact systems is unclear Lack of configuration management Inaccurate configuration detailes leading to poor impact assessment Lack of management commitment Poor sinchronisation of upgrades between platforms and across locations Back-out procedures are missing or un-tested Handling of urgent changes Progressing RFC is too manually intensive Complex distributed or mobile infrastructure Time-scales (too ambitious) Lack of resources (people, products) RESPONSIBILITIES CHANGE MNGR Receive, log and allocate priority to all RFCs. Rejects unapproprial RFCs Table RFCs for CAB meetings Decides meeting participants according to RFC nature Convene Urgent CAB or CAB/EC meetings for all URGENT RFCs Chair ALL CAB meetings Authorise acceptable Changes (according to CAB decisions) Issue FSC via Service Desk Liaise with all parties to Coordinate change building, testing and implementation Update Change log with progress Review implemented changes Review all outstanding RFCs waiting consideration or action Analyze Change records to identify trends or apparent problems that can occur Close RFCs Management reporting

Release Management BENEFITS Ability to cope with higher frequency of releases without sacrificing IT service quality Greater success rate of releases Consistency of releases Minimal disruption to service Known quality of hardware and software in live use Stability of test and live environment Ability to set expectation with publication of an advance release Schedule Reduction in Incidents caused by poor release Audit trail of changes to the live environment Reduced risk of unauthorized, illegal or malicious software Reduced time to release and fewer delays Fewer Releases to be implemented

PROBLEMS

PROBLEMS No visible management and staff commitment Lack of clarify about business needs Working practices not reviewed or changed Poorly defined service objectives No agreed customer service levels Lack of knowledge for resolving Incidents Inadequate training staff Lack of integration with other processes Lack of automated tools Resistance to change

PROBLEMS Ineffective Incident Management Process No reliable historical data for trend analysis Limited integration incidents, problems, errors Limited integration with development Insufficient time for proactive work Bypassing the service desk Inability to build effective knowledge base Inaccurate assessment of business impact Lack of management and staff commitment Cultural difficulties

PROBLEMS Wrong CI detail level adequate initial analysis and design Configuration Management implemented in isolation Lack of commitment to maintaining accuracy

PROBLEMS Resistance from staff Circumvention of procedures may be attempted Staff may keep using emergency fixes Reluctance to carry out a controlled build New versions are not installed on time at remote locations Unclear ownership and responsibilities Release management procedures seen as cumbersome and expensive Unavailable resources for adequate testing Unavailable machine and network resources A lack of understanding of the release Staff may be reluctant to back out from a release Poor testing environments and procedures may exist

Skills Customer-focused articulate and methodical trained in interpersonal skills multilingual (if required) able to understand the business's objectives able to understand and accept that the Customer's Problem affects the business without the Customer there is no support department the Customer is an expert in their own field genuinely wanting to deliver a first-class service. general interpersonal skills telephone techniques writing techniques (letter, email, voice) active listening and questioning stress and complaint management.

RESPONSIBILITIES IM Efficiency and effectiveness of IM process Producing management information Managing work Developing and maintaining IM system RESPONSIBILITIES SD Registering incidents Routing calls to support groups Initial support and classification Resolving and closing inc. at first contact Owning monitoring tracking and communicating Closing incidents with customer agreement RESPONSIBILITIES Specialists Handling service request Monitoring incident details Investigation and diagnosis Detecting possible problems and assigning them to problem management process Resolution and recovery of incidents Informing Service desk of progress

RESPONSIBILITIES PM Developing and maintaining the process Reviewing effectiveness and efficiency of problem cont. error cont. and proactive functions Producing management information Managing staff Allocating support effort Developing and maintaining tools RESPONSIBILITYES Support staff Identifying problems Investigating problems and solutions Raising RFCs Monitoring and managing progress on known error resolution Advise Incident management staff on best workarounds Assist in managing major incidents and problems Trend analyses Identifying source of potential Problems Raising RFC to prevent Problems Preventing Problems to be replicated Instigating major problem reviews

RESPONSIBILITIES CONF MNGR Works toward overall objectives agreed with the IT Service Manager; implements companys Configuration Management Policy and standards Evaluates existing ConfMngt systems and the design, their implementation, improvements; Planning resources, monitoring and reporting on progress against plan Proposes and agrees scope of Conf Mngt; items to be controlled, information to be recorded Develops (ConMngt) standards, plans and procedures Raises awareness for new ConfM procedures Recruitment and training of staff Evaluates Conf Mngt tools Directly or indirectly customizes tools Ensures that correct roles and responsibilities are defined in Conf Mngt plans and procedures Naming conventions proposal Proposes and/or agrees interfaces with Change Mngt, Problem, Release, Network, Operations Mngt Plans and executes population of CMDB Ensures regular housekeeping of CMDBprovides management reports Perform Configuration audits Actions to secure funds for infrastructure & staffing Assists auditors on audits

ROLES AND RESPONSIBILITIES MIXED WITH CHANGE, RELEASE AND TEST MANAGER Roles defined centrally as required for specific Releases Roles mixed depending on package, urgency, project ARCI Matrix (i.e. from RFC-Assessmentdevelopment-Testing-ImplementingAudit&Review-Closure-CMDB update)

Key Performance Indicators Ensure Long Term Customer Retention and Satisfaction: Percent Of Customers Given Satisfaction Surveys Customer Satisfaction Rating Of SD Percent Of Caller Hold Times Within Service Targets Percent Of Calls Responded To Within Service Targets Number Of Incident Records Not Yet Closed Number Of Calls Abandoned Assist In The Identification Of Business Opportunities: Number Of Calls Referred To Sales Organization Dollar Value Of Referred Calls To Sales Organization Reduce Support Costs By Efficient Use Of Resources and Technologies: Percent Of Calls Resolved At The Service Desk Without Escalation Staff Turnover Rate Overall Cost Per Call.

CRITICAL SUCCESS FACTORS Up-to-date CMDB Knowledge Base Automated Incident Management system Close link to SLM for SLA targets Key Performance Indicators Numbers of Incidents Mean time to resolution Percentage within agreed response time Average cost per Incident Percentage closed by Service Desk Incidents per SD workstation Percentage resolved without a visit

Key Performance Indicators Avoiding Repeated Incidents Number of repeat incidents Number of existing Problems Number of existing Known Errors Minimizing Impact Of Problems Average time for diagnosis of Problems Average time for resolution of KE Number of open Problems Number of open Known Errors Number of repeat Problems Number of Major Incident/Problem reviews

Key Performance Indicators Managing Configuration Item Information Number of Configuration Items logged and tracked Number of Configuration Items with attribute failures Number of changes to Configuration Item attributes Number of additional Configuration Items Number of deletions of Configuration Items Number and frequency of exceptions in configuration audits Providing Capability To Perform Risk Analysis Of Changes and Releases Number of incidents caused by inaccurate configuration data Percentage of Services tracked with Configuration Items versus known products and services

Key Performance Indicators Controlling Changes Number of RFCs processed Number of RFCs rejected Number of unauthorized changes detected Number of RFCs implemented on schedule Number of RFCs requiring reschedules Making Quick and Accurate Changes Based On Business Priorities Number of RFCs marked as URGENT Number of RFCs not tested prior to implementation Number of RFCs that failed Number of RFCs without business case Number of RFCs bypassing CAB or CAB/EC Protecting Services When making Changes Number of SEV1 incidents caused by RFC implementation Number of SEV2 incidents caused by RFC implementation Number of other incidents caused by RFC implementation Number of RFCs without a backup strategy

Key Performance Indicators Producing Operable Solutions Number of implementations bypassing CM Number of implementations utilizing nonstandard components Number of implementations utilizing nonlicensed components Number of implementations non-authorized Number of incidents caused by releases Number of failed Releases Controlling Releases Into Production Number of Releases implemented without a corresponding RFC Number of urgent releases Number of releases implemented but not adequately tested Number of releases implemented without operational assurance Implementing Releases Into Production On Time Number of Releases implemented Number of Releases implemented late

Generic Benefits Better alignment of IT Services to Business Needs Improved quality of service more reliable business support More justifiable services from business perspectives More Services uptime, less disruption to business Save $$ Effective and efficient use of resources Money invested in the right area

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