Escolar Documentos
Profissional Documentos
Cultura Documentos
Kashif Baig
ITIL is a Registered Trade Mark, and a Registered Community Trade Mark of the Office of Government Commerce, and is Registered in the U.S. Patent and Trademark Office. IT Infrastructure Library is a Registered Trade Mark of the Central Computer and Telecommunications Agency which is now part of the Office of Government Commerce.
Introduction
ITIL History What is ITIL? The ITIL Framework ITIL Certifications Benefits of ITIL Remember about ITIL
ITIL History
In the late 1980s, the British govt. asked the Central Computer and Telecommunications Agency (CCTA) to structure the IT organisations of the British government agencies. This resulted in the IT Infrastructure Library, a library of books describing best practices in IT management, and a detailed approach for the implementation of these best practices. The aims of the CCTA in developing the IT Infrastructure Library were: to facilitate the quality management of IT services. increase the efficiency with which the corporate objectives are met. to improve efficiency, increase effectiveness, and reduce risks. to provide codes of practice in support of total quality.
What is ITIL?
ITIL is a compilation of best practices in IT Service Management, developed by the OGC (Office of Govt. Commerce) and supported by publications, qualifications and an international user group.
ITIL defines the organisational structure and skill requirements of an information technology organisation and a set of standard operational management procedures to allow the organisation to manage an IT operation and associated IT infrastructure. ITIL does not set in stone every action you should do on a day-to-day basis as that is something which differs from organisation to organisation. Instead, it allows the IT Infrastructure Library to be utilised within organisations with existing methods and activities in Service Management. IT Service Management is concerned with delivering and supporting IT services that are appropriate to the business requirements of the organisation.
4
Service Support
describes the processes associated with the day-to day support and maintenance activities associated with the provision of IT services
Service Delivery
covers the processes required for the planning and delivery of quality IT services and looks at the longer term processes associate with improving the quality of IT services delivered
Application Management
describes how to manage applications from the initial business need, through all stages in the application lifecycle, up to and including retirement. It places emphasis on ensuring that IT projects and strategies are tightly aligned with those of the business throughout the application lifecycle, to ensure that the business obtains best value from its investment
Security Management
details the process of planning and managing a defined level of security for information and IT services, including all aspects associated with reaction to security Incidents. It also includes the assessment and management of risks and vulnerabilities, and the implementation of cost justifiable countermeasures
ITIL Framework
Service Desk Configuration Management Incident Management Problem Management Change Management Release Management
Planning to implement service management
Service Level Management Availability Management Capacity Management Financial Management for IT Services IT Services Continuity Management
Guidance on integrating the business perspective into every aspect of service management
Service management
Service support
The technology
The business
Service delivery
Security management
IT Infrastructure Security Management Security setup from the IT manager's point of view
Application management
What is the vision? Where are we now? Where do we want to be? How do we check our milestones? How do we keep momentum?
Manage the Business Value Align Service Delivery with Business Strategy Drivers and Organizational Capability Application Lifecycle Management Organization Roles and Functions Control Methods and Techniques
11
Service Management
Service Delivery
Availability Problem Capacity Change ITSCM Define what services and service levels will be supported and delivered Release SLM Ensure the agreed services are available at agreed levels Ensure agreed services have the required and agreed to capacity
12
Service Support
Incident
Service Desk
Single Point of Contact for users of IT Services Ensure standard methods and procedures are used from the RFCs to the PIR Manage major hardware and software releases as part of effective change management Manage technical information regarding the version, status, ownership and relationships among IT assets.
FMITS
Config
Ensure agreed-to services can recover after a disruption as a part of business continuity management
ITIL Certifications
ITIL accreditation demonstrates that an individual has met the standards in Service Management as set by an examination certification board comprising representatives of OGC, itSMF and the Examination Institutes
Official qualifications based on ITIL are currently offered by the following Examination Institutes : ISEB (The Information Systems Examination Board), a wholly owned subsidiary of the British Computer Society EXIN (the European Examination Institute for Information Science) in the Netherlands ITIL qualifications are recognised world-wide. Whether you passed your exam via ISEB or EXIN, the qualification is recognised by the industry
13
Practitioners Certificate
This is aimed at those who are responsible within their organisation for designing specific processes within the IT Service Management discipline, and performing the activities that belong to those processes
Managers Certificate
This is aimed at those who need to demonstrate a capability for managing ITIL-based solutions across the breadth of the Service Management subjects.
14
ITIL Certifications
Foundations
Essential (2 days)
Practitioners (9 certificates)
Change Manager (5 days)
Prerequisites form assessed by Examination Board In course assessment 3 hour examination (essay form)
Service Delivery (5 days) Service Support (5 days)
Service Manager
15
Benefits of ITIL
Adopting ITIL guidance can provide such benefits as: Continuous improvement in the delivery of quality IT services Reduced long term costs through improved Return On Investment through process improvement Demonstrable Value For Money to the business, the board and stakeholders, through greater efficiency Reduced risk of not meeting business objectives, through the delivery of rapidly recoverable, consistent services Improved communication and better working relationships between IT and the business The ability to absorb a higher rate of Change with an improved, measurable rate of success Processes and procedures that can be audited for compliance to best practice guidelines
16
ITIL does NOT claim to be a comprehensive description of everything within IT, but it instead contains best practices that have observed and accepted in the industry
17
Service Support
Service Desk Incident Management Problem Management Change Management Release Management Configuration Management
18
Service Support
19
Keeps Users informed of service events, actions and opportunities that are likely to impact their ability to pursue their day-to-day activities
Incident Management
Restore normal service operations as quickly as possible
Should interface closely with Problem Management, Change management and the Service Desk Incident priorities and escalation procedures need to be agreed as part of the Service Level Management process and documented in the SLAs
20
Requires the accurate and comprehensive recording of Incidents in order to identify effectively and efficiently the cause of the Incidents and trends
Liaises closely with Availability Management process to identify these trends and instigate remedial action
Change Management
Ensure standardized methods and procedures are used for efficient, prompt and authorized handling of all changes in the IT Infrastructure Close relationship with Configuration Management and Release Management
21
Configuration Management
Provide a logical model of the IT Infrastructure by identifying, controlling, maintaining and verifying the versions of all Configuration Items (CIs) Stores information in the CMDB of what CIs available, where are they available and how are they inter-connected
22
Service Support
Service Desk
Incident Management Problem Management Change Management Release Management Configuration Management
23
Service Desk
Service Desk acts as the Single Point of Contact (SPOC) between the users and the IT Services Organization
ITIL defines customers and users : Customers : People (generally senior managers) who commission, pay for and own the IT Services, sometimes referred to as "the business" Users : People who use the services on a day-to-day basis
24
It handles all incoming calls and only directs them through to the second or third tier support when necessary : for the customer, the advantage is that they dont have to ring around searching for the right person to solve their problem for IT personnel, it means that they only have to deal with issues that are related to their skills or area of responsibility
25
Call Centre
main emphasis on professionally handling large call volumes of telephonebased transactions
HelpDesk
manage, co-ordinate and resolve incidents as quickly as possible
Service Desk
not only handles incidents, problems and questions but also provides an interface for other activities such as change requests, maintenance contracts, software licenses, Service Level Management, Configuration Management, Availability Management, Financial Management and IT Services Continuity Management
26
All three functions share common characteristics : they represent the service provider to the Customer and the User (internal or external) they operate on the principle that customer satisfaction and perception is critical
27
28
29
30
31
32
33
34
investment is made in training for customers, support teams and Service Desk staff
service objectives, goals and deliverables are clearly defined service levels are practical, agreed and regularly reviewed
35
Service Support
Service Desk
Incident Management
Problem Management Change Management Release Management Configuration Management
36
Incident Management
An Incident is defined as any event which is not part of the standard operation of a service and which causes or may cause, an interruption to, or a reduction in, the quality of that service
The primary goal of Incident Management is to restore normal service operations as quickly as possible with the least possible impact on business operations, at a cost-effective price, thus ensuring that the optimum levels of service quality and availability are maintained In lay-man terms, Incident Management is similar to fire-fighting
Inputs for Incident Management mostly come from users (through the Service Desk), but can have other sources as well like Automatic Detection Systems or Release Management
37
38
39
40
Actions
record basic details of the Incident alert specialist support group(s) as necessary start procedures for handling the service request Outputs updated details of Incidents the recognition of any errors on the CMDB notice to Customers when an Incident has been resolved
41
43
45
46
47
48
49
50
Outputs
Incident details yet further updated, and a specification of the selection or required Work-around
51
52
resolved Incident
Actions the confirmation of the resolution with the Customer or originator close category Incident
Outputs
updated Incident detail closed Incident record
53
Actions
monitor Incidents escalate Incidents inform User Outputs management reports about Incident progress escalated Incident details; and Customer reports and communication
54
55
56
reduced business impact of Incidents by timely resolution, thereby increasing effectiveness the proactive identification of beneficial system enhancements and amendments the availability of business-focused management information related to the SLA.
For the IT organisation in particular: improved monitoring, allowing performance against SLAs to be accurately measured improved management information on aspects of service quality better staff utilisation, leading to greater efficiency elimination of lost or incorrect Incidents and service requests improved User and Customer satisfaction.
57
58
Service Support
Service Desk Incident Management
Problem Management
Change Management Release Management Configuration Management
59
Problem Management
A problem is a condition identified from multiple incidents exhibiting common symptoms, or from a single significant incident, indicative of a single error, for which the cause is unknown.
The goal of Problem Management is to minimize the adverse impact of incidents and problems on the business caused by errors within the IT Infrastructure, and to prevent reoccurrence of incidents related to these errors.
While Incident Management focuses on quick resolution of incidents, Problem Management analyses the root cause of the incidents.
60
Problem Management
Problem Definition
(contd..)
Many criteria can be used to define a Problem including : A number of related incidents
61
Problem Management
Problem
(contd..)
Repository of known errors for the benefit and utilisation of Incident Management
62
Problem Management
(contd..)
Problems can be identified from incidents. When a problem is defined, diagnosis takes place to find the root cause of the problem, and then a change request is entered to correct the problem
63
Problem Management
(contd..)
The "Funnel Effect" is shown below - multiple incidents are usually, after investigation, re-classified as a smaller number of problems, which are also reanalyzed and (usually) reclassified as yet a smaller number of known errors, which usually, after further investigation, end up resulting in a smaller number of RFCs
64
Problem Management
(contd..)
The primary functions of Problem Management are : Problem Control: identifying the real underlying causes of incidents in order to prevent future reoccurrences
65
Problem Management
(contd..)
Error Control : the processes involved in successful correction of Known Errors. The objective is to change IT components to remove Known Errors affecting the IT infrastructure and thus to prevent any recurrences of incidents
66
Problem Management
(contd..)
Common sense
Deduction
67
Problem Management
Trend Analysis
(contd..)
68
69
Problem Management
(contd..)
Problem Management reduces a Problem into an Error after it has successfully identified the root cause of the Problem. When a solution or a work-around is identified for this Error, it is transformed into a Known Error The Known Error DataBase is a repository containing all these Known Errors. The KEDB is essentially for the utilisation of the Incident Management process and to prevent Incidents from becoming Problems
70
71
Problem Management
(contd..)
72
Problem Management
(contd..)
Incident Management is the basis for defining Problems and information from Problem Management is made available for Incident Matching.
The differences between Incident & Problem Management are : Objectives are different
73
74
Problem Management
- Benefits
The benefits of Problem Management are : improved IT Service quality (by removing structural errors pro-actively) reduction in the number of incidents
75
76
Service Support
Service Desk Incident Management Problem Management
Change Management
Release Management Configuration Management
77
Change Management
A change is an event that results in a new status of one or more configuration items (CI's)
78
Change Management
The goal of Change Management is to ensure that standardised methods and procedures are used for efficient handling of all Changes, in order to minimise the impact of Change-related incidents and to improve day-to-day operations.
The main aims of Change Management are : Minimal disruption of services Reduction in back-out activities Economic utilisation of resources involved in the change
79
Change Management
Change Management Terminology
Request for Change (RFC) form used to record details of a request for a change and is sent as an input to Change Management by the Change Requestor
Forward Schedule of Changes (FSC) schedule that contains details of all the forthcoming Changes
80
Change Management
Change Categories
(contd..)
Category 0 : Is executed without prior contact. Used for workarounds/ temporary fixes
Change Priorities
Urgent: change is required now, in order to achieve the service levels High: as soon as possible, otherwise risk to current or future production
82
Change Management
Request for Change ( RFC)
(contd..)
It is a formal document sent to Change Management by the Change Requestor requesting for a change.
Every RFC runs through a number of stages before the change can be implemented
83
Change Management
Change Review
(contd..)
All implemented changes must be reviewed to establish whether: The change has had the desired effect and met its objectives There have been no unexpected or undesirable side-effects The resources used to implement the change were as planned
84
Change Management
(contd..)
85
Change Management
- CAB attendees
86
Change Management
Change Approval Process
Financial approval
(contd..)
Indicates costs are within budgetary limits or cost-benefit criteria are met
Technical approval Assurance that the Change is feasible, sensible and can be performed without serious interruptions to the business Customer approval To ensure that business managers are satisfied with the proposals and accept any impact to their requirements
87
88
Change Management
- Benefits
The benefits of Change Management are : increased visibility and better communication of changes improved risk assessment of changes
89
Ensure management commitment is present and let them set the example
Choose appropriate Project Management methodologies
90
Service Support
Service Desk Incident Management Problem Management Change Management
Release Management
Configuration Management
91
Release Management
Release Management undertakes the planning, design, build, configuration and testing of hardware and software to create a set of Release components for a live environment
Release Management takes a holistic view of a Change to an IT service and ensures that all aspects of a Release, both technical and non-technical, are considered
The input to the Release Management process comes from the Change Management process
92
Releases are categorised as : Major software Releases and hardware upgrades, normally containing large areas of new functionality, some of which may make intervening fixes to Problems redundant. A major upgrade or Release usually supersedes all preceding minor upgrades, Releases and emergency fixes Minor software Releases and hardware upgrades, normally containing small enhancements and fixes, some of which may have already been issued as emergency fixes. A minor upgrade or Release usually supersedes all preceding emergency fixes Emergency software and hardware fixes, normally containing the corrections to a small number of known Problems
93
94
95
96
97
98
99
Service Support
Service Desk Incident Management Problem Management Change Management Release Management
Configuration Management
100
Configuration Management
Almost every Service Management process depends upon accurate IT infrastructure information. Configuration Management : Provides accurate information on configurations and their documentation to support all the other Service Management processes Accounts for all the IT assets and configurations within the organisation Verifies the configuration records against the infrastructure and corrects any exceptions
101
Configuration Management
(contd..)
A configuration item (CI) is a component of, or directly related, to the ITinfrastructure. CI's include: hardware, software, documentation, processes and procedures
Examples of CIs : Personal computers, Network components, Service Level Agreements, Manuals, Applications, etc.
102
103
104
105
106
107
Naming conventions
Labelling CIs
108
Updating of CI records
Archiving of CIs and their associated records Protection of the integrity of configurations Updating of the CMDB after periodic checking
109
Status Accounting reports can be used to establish baselines and enable Changes between baselines and Releases to be traceable.
110
111
112
113
Change Management
- Benefits
The benefits of Configuration Management are : helps to minimize the impact of changes provides accurate information on CIs
114
115
Service Support
Configuration Management
Incident Management
Problem Management
Change Management
Release Management
Identification
Problem Control
Release Planning
Control
Error Control
Evaluate
Status Accounting
Test, Accept
Coordinate Implementation
Closure
116
117
Service Delivery
Capacity Management Availability Management Service Level Management IT Service Continuity Management Financial Management for IT Services
118
Service Delivery
119
Availability Management
Optimize the capability of the IT Infrastructure and supporting organization to deliver a cost effective and sustained level of availability to satisfy business objectives Service Level Management Maintain and improve IT service quality through a constant cycle of agreeing, monitoring, reporting and reviewing IT service achievements
120
121
Service Delivery
Capacity Management
Availability Management Service Level Management IT Service Continuity Management Financial Management for IT Services
122
Capacity Management
The objective of Capacity Management is to ensure the optimum use of IT resources for the performance agreed upon with the client
Capacity Management is needed to support the optimum and cost-effective provision of IT services by helping organizations to match their IT resources to the current and future demands of their business
123
124
125
126
127
Application Sizing (forecast for HW resources for new and changed applications)
Kashif Baig - Service Management, Bangalore
128
129
130
131
132
133
Service Delivery
Capacity Management
Availability Management
Service Level Management IT Service Continuity Management Financial Management for IT Services
134
Availability Management
A service is available when the service has been provided for an agreed number of direct users, within a maximum response time, maintaining the agreed functionality
Availability Management is concerned with the planning, and ongoing management activities, needed to ensure that the reliability and availability levels, as specified in the SLAs, are achieved and maintained
The goal of Availability Management is to optimise the capability of the IT Infrastructure, services and the supporting organisation to deliver effective and sustained levels of availability that enable the business to satisfy the business objectives
135
Reliability
Refers to the extent that an IT service is able to perform the expected functionality, over a certain period of time, under prescribed circumstances OR freedom from operational failure.
Maintainability
This indicates the ease of the maintenance of the IT service (preventative, inspective, corrective)
136
Resilience
The ability of an IT service to function correctly in spite of the incorrect operation of one or more subsystems
137
138
139
Availability = Host * Network * Server * Workstation = 0.98 * 0.98 * 0.98 * 0.975 * 0.96 = 0.8809 Total Infrastructure Availability = 88.09%.
140
141
142
Intangible costs
Loss of goodwill (customer dissatisfaction), loss of customers, loss of business opportunity (to sell, gain customers), damage to business reputation, loss of confidence, damage to staff morale
143
144
145
Single point for availability is established within the IT organization (process owner)
Levels of IT availability provided are cost-justified and support SLAs fully Shortcomings in provision of availability are recognized and coped with in a formal way
Mindset moves from error correction to service enhancement: from reactive to proactive attitude
146
147
Service Delivery
Capacity Management Availability Management
148
Service Level Management is the process of negotiating, defining, contracting, monitoring and reviewing the levels of customer service, that are both required and cost effective
Service Level Management helps to develop a better relationship between the IT Organisation and its customers
149
150
151
152
153
Demand and Supply for IT Services can be balanced by : Being aware of the business requirements
155
156
Support
Service Hours, Support, Change Procedures, Escalation
Delivery
Availability, Reliability, Throughput, Transaction Response Time, Batch Turn-around Times, Contingency & Security, Charging
157
158
The Service Catalogue contains : Relevant characteristics of services Relevant information of the use of the services
159
160
SLAs can be the basis for charging, and are the demonstration of what customers receive for their money.
161
162
Service Delivery
Capacity Management Availability Management Service Level Management
163
Customers demands
164
165
Continuity Plan
Creation Testing Improving Maintenance Reporting
166
167
168
IT infrastructure
IT infrastructure management and procedures for operation Staff Security
Continuity site
Return to original situation
Scope Hardware, Software, Networks, Terminals/PCs, Accommodation (for IT and users), Building facilities and Staff
169
170
171
172
Service Delivery
Capacity Management Availability Management Service Level Management IT Service Continuity Management
173
The reasons why an organization should implement Financial Management for IT Services are : Cost/profits awareness (make users aware of what services actually cost) Decision-making support Cost recovery
174
175
Charging
Budgeting
The process of predicting and controlling the spending of money within the enterprise and consists of a periodic negotiation cycle (usually annual) to set limits on budgets and the day-to-day monitoring of the current budgets. Budgeting enables an organisation to : Predict the money required for a given period Ensure that actual spending can be compared with predicted spending
177
178
179
180
181
182
Service Delivery
Availability Management
Capacity Management
Determine Requirements
Budget
Initiation
Verification of Feasibility
Account
Negotiate (Agreeing)
Charge (Optional)
Implementation
Establishment of Agreements
Operational Management
Investigate
183
184
Security Management
185
Security Management
Security Management is the process of managing a defined level of
security on information and IT services, including managing the responses to security incidents
The goal of Security Management is to counter risks of threats to one of the most important assets for business: information
Information is threatened in three main ways: Confidentiality Integrity (accuracy) Availability (accessibility)
186
Security Management
Confidentiality
- CIA
Availability Ensuring that information and vital IT services are available and accessible when required
187
Security Management
Security Management gets increasingly important, because... Public networks (Internet) are increasingly used Internal networks are opened to customers and business partners Internet usability is increasingly extended (e-commerce, online banking) Processes are controlled via networks
188
Security Management
Security organization
- Security Measures
With clear responsibilities and tasks Policies, codes of conduct Physical security measures Physical separation of the computer room Technical security measures Security in a computer system or network Procedural security measures How the staff are required to act in particular cases Work instructions
189
The section security in SLA is negotiated between customer and service provider
Show conformity with SLA Management without information is impossible Define processes, functions, roles, responsibilities Organization structure between sub-processes Reporting structure/line of command
Maintaining awareness - Security works only if disciplined and motivated Security incident handling responsiveness Security incident registration - measurement - classification - and reporting
190
Security Management
- Tasks
191
Security Management
Can only be qualified with difficulty
- Benefits
192
193