SD Principles Flashcards
(183 cards)
1
Q
Purpose of SD
A
To Design IT Services together with the governing IT Practices processes and policies to realise the SPs strategy and facilitate the introduction of these services into supported environments ensuring quality SD, customer satisfaction and cost-effective service provision
2
Q
Purpose of SD
A
The how to Strategy plan
3
Q
Objectives of SD
A
“Getting it right first time”
To design services so effectively that Minimal improvement during lifecycle will be required.
Some areas using Dev-Ops/Agile
ITIL provides the process foundation for all of these things/frameworks.
4
Q
Scope of Service Design
A
Appropriate and innovative IT Services to meet current and future business needs
Identifying, defining & aligning the IT Solution with the business requirement
-Service Design packages
-Service Design Processes
-5 aspects of service design
5
Q
Service Design
Value to the Business
A
- Reduce total cost of ownership (TCO)
- Improve quality and consistency of services
- Ease the implementation of new or changed services
- Improve effectiveness of service mgmt and IT Processes
- Improve information and decision making
- improve alignment with customer values and strategies
- improve alignment and performance
- Improve IT Governance
6
Q
Service Design
Processes!
A
New Requirements from Customers Depending on scale--go through Service Strategy/protfolios Strategies & contraatins/warrantly and utility/available resources/ technologies/time -Analyse requirements -Design service solution -Evaluate alternative solutions -procure -Develop Service Design Packages
7
Q
Service Design
Processes
A
Service Catalogue Mgmt Design Coordination Service Level Mgmt Availability Mgmt Capacity Mgmt IT Service Continuity Mgmt Information Security Mgmt Supplier Mgmt
8
Q
Service Design
Comprehensive and Integrated SD
A
- Business and customer oriented, focused and driven
- Cost Effective
- Flexible and adaptable
- Increasing demand in volume and speed and change
- Business Demands for continuous operation
- Managed and operated to an acceptable level of risk
- Availability and capacity matched to business needs
- Matches security requirements
9
Q
Service Design
Four Ps
A
People, Process, Product, Partners
10
Q
Service Design
Four Ps
A
People
JDs training skill sets organisation
Processes
-to build transition, test, operate and support and improve the service
Product:
Infrastructure, hardware, software used to deliver and support the service
Partners:
-Contracts and partners both internal and external required to deliver the service.
11
Q
Service Design
Four Ps
A
Collaborative Practice Policies owners Service Improvement etc
12
Q
Service Design
Service Composition
A
Diagram Business Process Service Policy Strategy Governance SLA/SLR Environmental Data Applications Supporting Services OLAs & underpinning contracts Support Teams Suppliers Service Mgmt processes
13
Q
Service Design
Balanced Design
A
Strategy/Governance/Business Functionality
Functionality-the service or the product and everything that is part of the service and its provision
Resources-the people, technology, and money available for the effort.
Schedule-timescales for completion.
For any new business requirements the design of services is a delicate balancing act ensuring that not only the functional requirements but also the performance targets are met. In other words ensuring that all the required utility and warranty can be delivered to the service being designed. All of this needs to be balanced with regard to the resources available within the required timescale and the costs for the new services
14
Q
Service Design
Inputs to Service Design
A
Corp visions, strategies, objectives, policies and plans, business visions, including BCP
- Service mgmt visions, strategies, policies, objectives and plans
- Constraints & requirements for compliance with legislated standards and strategic plans
- Details of Business requirements
15
Q
Service Design
5 aspects of Service Design
A
- Service Solutions for new or changed services
- Mgmt information systems and tools -Service Portfolio/incl service catalogue
- Technology and mgmt architectures
- Processes
- Measurement methods and metrics
16
Q
Aligning to business requirements
A
See diagram.
17
Q
Service Design
1. Service Solution
Aligning to business requirements
A
See diagram.
Lifecycle of a service from the the initial or changed business requirement through the design, transition and operation stages of the lifecycle.
-effective transfer of knowledge at all stages between operational staff and project staff
SAC–service acceptance criteria
18
Q
Service Design
1. Service Solution
Areas to be considered
A
- Analyzing the agreed bus. req.
- Reviewiong the existing IT services and infrastructure
- Designing and documenting the service solutions
- ensuring that the contents of the SAC are incorporated
- evaluating and costing alternative designs
- agreeing the expenditure and budgets
- Agreeing the required timelines to complete design, develop, build test, and deploy the service.
19
Q
Service Design
2. Mgmt Information systems and tools
A
- Designing the service portfolio
- Other Systems
20
Q
Service Design
- Designing the Service Portfolio
A
Why should a customer buy these services
Why should they buy these services from us?
What are the pricing or chargeback models?
What are our strengths and weaknesses priorities and risks?
How should our resources and capabilities be allocated?
21
Q
Service Design4. Processes Required
A
Processes Generics
RACI
22
Q
Service Design
Designing the Service Portfolio
A
Requirements, Definition (SLR), Analysis, Approved, Chartered, Design, Development, Build, Test, Release, Operational/Live, Retiring, Retired
23
Q
Service Design
Other Systems
A
SKMS CMS CMIS--Capacity Mgmt AMIS--Availability SMIS Security Mgmt Information System SCMIS, Supplier and Contract Management IS
24
Q
Service Design
3. Tech and Mgmt Architectures
A
IT Infrastructures, environments, data, applications and external services
25
Service Design
| Process
```
Process activities
process procedures
process instructions
process metrics process roles
process impovements
```
26
Process enablers
Process resources
| process capabilities
27
Process
```
Process activities
process procedures
process instructions
process metrics process roles
process improvements
```
28
Service Design
| 5. Measurement methods and metrics
```
Methods and metrics should be:
fit for purpose
fit for use
meet their expected targets
effective and efficent from the perspctive and the customers
```
29
Service Design
| Capability and performance of processes
Progress
compliance
effectiveness
efficiency
30
Service Design
| Metrics etc
```
almost balanced scorecard
Vision
mission
goals
objectives
csf
kpi
metrics
measurements
```
31
CSF
something that needs to be achieved to meet the objecitve
| not normally measureable--KPI is the measurement piece
32
Alternative Solutions and Procurement
Document scope of service
33
Develop the solution
Turning the design into a plan for development
34
Design by constraints
brought in from strategic perspective
Utility tends to be the visual part to the customer
warranty--bcp, security, capacity, availability
35
External Influence
Governance Processes: CMMI, Cobit, SOX, ISO9001 EU 8th Directive
These should be considered at the Strategy stage!!
36
External Influence
Governance Processes: CMMI, Cobit, SOX, ISO9001 EU 8th Directive
These should be considered at the Strategy stage!!
37
SOA
Service Oriented Architecture
38
SOA
Trying to have that approach--common
39
SOA
Independent of vendors/products & technologies
40
Service Design Models
Design Model closely linked to delivery model and sholld review:
Business Drivers and rquirements
Targets and requirements of the new service
Capbility of the existing service providert unti and of external suppliers
Maturity of the organisation currently invovled.
...
41
Service Design Models (2)
```
INsourcing
outsourcing
co-sourcing or multisourcing
parntership
Busineses Process outsourcing BPO
Application Service Provision ASP
KNowledge Process outsourcing KPO
Cloud
Multi-vendor
```
42
Service Design Processes
```
Design Co-ordination
Service Catalogue Mgmt
Service Level Mgmt
Availabilty Mgmt
Capacity Mgmt
IT SC
Information Security Mgmt
Supplier mgmt
```
43
Design Coordination
| Scope
Assisting and supporting each project or other change
- Maintaining policies, guidelines, standards, budgets, models, resources and capabilitites
- Coordinating, prioritising, and scheduling or all service design resources
- PLanning and forecasting the resources needed
- Reviewing, measutinf and improving the performance of all service design activities and processes
- Ensuring that all requirements are appripriately addressed
- Ensuring the production of service designs and/or SDPs and their handover to Service Transition
44
Design Coordination
| Example Policies
Adherence to corp standards and conventions
- Explicit attention to governance and regualatory compliance in all design activities
- Standaards for elements of a comprehensive design for new or changed services such as:
- -Document templates
- -Documentaiotn and training plans
- -Communication and marketing plan
- -measurement and metric plans
- -testing and deplloyment plans
- -creiteria for resolving conflicting demands
- -standard cost models
45
CSI Approach to Design
What is the vision Business visiion, mission goals/objectives
where are we now baseline assessments
Where do we want to be measurable targets
How do we get there Meausurements and metrics
--How do we keep momentum going?
46
Design Coordination
| Scope
Assisting and supporting each project or other change
- Maintaining policies, guidelines, standards, budgets, models, resources and capabilitites
- Coordinating, prioritizing, and scheduling or all service design resources
- Planning and forecasting the resources needed
- Reviewing, measurement and improving the performance of all service design activities and processes
- Ensuring that all requirements are appropriately addressed
- Ensuring the production of service designs and/or SDPs and their handover to Service Transition
47
Design Coordination
| Example Policies
Adherence to corp standards and conventions
- Explicit attention to governance and regulatory compliance in all design activities
- Standards for elements of a comprehensive design for new or changed services such as:
- -Document templates
- -Documentation and training plans
- -Communication and marketing plan
- -measurement and metric plans
- -testing and deployment plans
- -criteria for resolving conflicting demands
- -standard cost models
48
Design Coordination
| CSI Approach to Design
What is the vision Business vision, mission goals/objectives
where are we now baseline assessments
Where do we want to be measurable targets
How do we get there Measurements and metrics
--How do we keep momentum going?
49
Design Coordination
| Purpose
To ensure the goals and objectives of the service design stage are met by providing and maintaining a single point of coordination and control for all activities and processes within this stage of the service lifecycle
50
Design Coordination
| Objective
Ensure the consistent design of the the 5 aspects of service design to meet current and evolving business outcomes and requirements
Coordinate all design activities across projects, changes, suppliers and support teams and manage schedules resources and conflicts where required
Plan and coordinate the resources and capabilities required to design new or changed services
Produce Service Design Packages based on service charters and change requests
51
Design Co-ordination
| Interfaces (2)
```
Strategy Mgmt for IT Services
Release and Deployment Mgmt
Service Validation and testing
Change Evaluation
Service Level Mgmt
Availability, Capacity, IT SC and information security Mgmt Processes
Supplier Mgmt
```
52
Design Co-ordination
| Challenges
Maintaining high quality designs and SDPs
| ...
53
Design Co-ordination
| Risks
Potential lack of skills and knowledge
Reluctance of the business to be involved
Poor direction and strategy
lack of information on business priorirites and impacts
poorly defined requiremnts and desired outcomes
54
Design Co-ordination
| Triggers
RFC
creation of new programmes and projects
revision of the overall IT Strategy
55
Design Co-ordination
| Inputs
```
Project schedule
Service Charters
Legal, regulatory
Governance
IT Strategy
Change Request
Change Records
Business information
Service Portfolio
Business Impact Analysis
```
56
Design Co-ordination
| Outputs
```
Comprehensive and consistent set of service designs and SDPs
Services Portfolio
Revised Enterprise architecture
revised mgmt systems
revised measurements and metrics methods
revised processes
service portfolio updates
updates to change records
```
57
Design Co-ordination
| Challenges
Maintaining high quality designs and SDPs
Ensuring that sufficient time and resources are devoted to design coordination activities
Developing common design practices that product the desired high-quality designs w/o introducing unnecessary bureaucracy
58
Design Co-ordination
| Risks
Potential lack of skills and knowledge
Reluctance of the business to be involved
Poor direction and strategy
lack of information on business priorities and impacts
poorly defined requirements and desired outcomes
reluctance of project managers to communicate
poor communication
lack of involvement from all relevant stakeholders
insufficient interaction with other lifecycle stages
trying to save time and money during the design stage
59
Design Co-ordination
| Value to the Business
Bus. value of services at acceptabal risk and cost levels
minimise rework and unplanned labour costs
Achievement of higher customer and user satisfaction
Conformity to a consistent architecture
Focus on service value as well as business outcomes
Develop improved efficiency and effectiveness of all service design activities and processes
Greater agility and better quality in the design of service solutions
60
Design Co-ordination
| Value to the Business
Bus. value of services at acceptabal risk and cost levels
minimise rework and unplanned labour costs
Achievement of higher customer and user satisfaction
Conformity to a consistent architecture
Focus on service value as well as business outcomes
Develop improved efficiency and effectiveness of all service design activities and processes
Greater agility and better quality in the design of service solutions
61
Service Catalogue
| Definition of Service Catalogue
Database or structured document with information about all live IT Services including those available for deployment
Only part of the Service Portfolio published to customer and is used to support the sale and deliver of IT Services
-INclude information aboutr deliverables, prices, contact points, ordering and request processes
62
Service Catalogue
| Purpose
To provide and maintain a single source of consistent information on all operational services and those being prepared to be run operaiotnally and to ensure that it is widely available to those who are authosied to access it
63
Service Catalogue
| Objectives
Manage the infomation contained within the Service Catalogue
| Ensure that the Service Catalogue is accurate
64
Service Catalogue
| Scope
Contribution to the definition of services and service packages
Development and maintenance of service and service package descriprions appropriate for the Service Catalogue
-Prodcution and mainteance of an accurate Service Catalogue
-Interfaces, dependencies and consistency between the Service Catalogue and the overall Service Portfolio
-Interface and depedencies between all services, supporting services, supporting services, suporting components, and CIs
65
Service Catalogue
| Example Policies
```
Related to what is recorded in the catalogue
Status for services
When a service is published
Responsibilities for update
Link with Service Portfolio
```
66
Service Catalogue
| defining services
Naming Conventions
What is a service
Supporting Services
Good starting point is how current services map onto the business
67
Service Catalogue
| Scope
Contribution to the definition of services and service packages
Development and maintenance of service and service package descriptions appropriate for the Service Catalogue
-Production and maintenance of an accurate Service Catalogue
-Interfaces, dependencies and consistency between the Service Catalogue and the overall Service Portfolio
-Interface and dependencies between all services, supporting services, supporting services, supporting components, and CIs
68
Service Catalogue
| defining services
Naming Conventions
What is a service
Supporting Services
Good starting point is how current services map onto the business
69
Service Catalogue
| Types of Service
Diagram
Customer facing services
Supporting Services
70
Service Catalogue
| Key Activities
Agreeing and documenting a service definitiion and description for each service with all relelvanty parties
-Interacing with service portfolio mgmt to agree the contents of the service portfolio
...
71
Service Catalogue
| uses of the catalogue
- Developing solutions for customers
- What the service provider can do for the customer
- How to interact with the service provider
- how supporting services underpin business capability
- how to place service requests
- pricing
- service level committments
- access to service information
- service continuity
72
Service Catalogue
| 3 service view
Diagram
73
Service Catalogue
| Value to the Business
Common understanding of IT Services and improved relationships between the customers and service provider
Improve service provider focus on customer outcomes
Improve efficiency and effectiveness of other service mgmt processes
Improve knowledge, alignment and focus on the business value of each service
74
Underpinning Contracts
Supplier
SLAs fo your customer
OLA internal
75
Service Level Management
| Purpose
To ensure that all current and planned IT services are delivered to agreed achievable targets
- Accomplished through a constant cycle of negotiating, agreeing, monitoring, reporting on and reviewing IT service targets and achievements and through instigation of actions correct or improve the level of service delivered.
76
Service Level Management
| Purpose
To ensure that all current and planned IT services are delivered to agreed achievable targets
- Accomplished through a constant cycle of negotiating, agreeing, monitoring, reporting on and reviewing IT service targets and achievements and through instigation of actions correct or improve the level of service delivered.
77
Service Level Management
| Objectives
Define document agree monitor meassure report and review the levle of IT Service provided
-Provide and improve the relationship and communication with the business in conjunction with BRM
-Ensure that specific and meaureable targets are developed for all IT services
Monitor and improve customer satisfaction
ensure s clear and unambigous expectation of the level of servcice delivered
-Ensure the levels of service delivered are subject to proactive cost-effectivce continual improvement
78
Service Level Management
| Scope (1)
Cooperation with teh BRM Processes
Negotiation and agreement of future reqs through SLR for all proposed new or changed services
...
79
Service Level Management
| Scope (2)
Proactive prevention of service failures reduction of service risks and improvement in the quality of service in conjunction with all other processes
-Reporting and management of all service level achievements and review of all SLA breaches
-Periodic review, renewal and/or revision of SLAs, service scope, and OLAs as appropriate
-Identifying and prioritising improvement opportunities for inclusion in the CSI register
Instigating and coordinating service improvement plans
80
Water melon metrics
Green on outside --red on inside
81
Service Level Management
| Scope (2)
Proactive prevention of service failures reduction of service risks and improvement in the quality of service in conjunction with all other processes
-Reporting and management of all service level achievements and review of all SLA breaches
-Periodic review, renewal and/or revision of SLAs, service scope, and OLAs as appropriate
-Identifying and prioritising improvement opportunities for inclusion in the CSI register
Instigating and coordinating service improvement plans
82
Water melon metrics
Green on outside --red on inside
83
Service Level Management
| Documents
SLA
OLA
Underpinning Contracts
84
SLM Process
Diagram
85
SLM
| Documents
...
86
SLM Process
Diagram...
87
Service Level Management
| Service Level Requirements (SLRs)
Customer requirements for an aspect of an IT service
88
Service Review and SIP
Periodic Reviews held on a regular basis with Customer to review achievements and preview any upcoming issues
Allocate remedial issues
Analysis of cost and impact of breaches provide input and justification to the SIP
89
Service Level Management
| Purpose compared between BRM and SLM
...
90
Service Level Management
| Interfaces
```
BRM
Service Catalogue Mgmt
Incident Mgmt
Supplier Mgmt
Availabitity, Capacity, ITSC & ISM
Financial Mgmt for IT Services
Design Coordination
```
Could be ANY of the service mgmt processes
91
Service Level Management
| Interfaces
```
BRM
Service Catalogue Mgmt
Incident Mgmt
Supplier Mgmt
Availabitity, Capacity, ITSC & ISM
Financial Mgmt for IT Services
Design Coordination
```
Could be ANY of the service mgmt processes
92
Service Level Management
| Triggers, inputs and outputs
...
93
Service Level Management
| Challenges
Identifying suitable customer represetnatives with who to negotiate
No previous experience of SLM
Staff at different levels within the customer community may have different objectives and perceptions
No past monitored data is available
94
Service Level Management
| Risks
Lack of accurate input, involvement and commitment
Lack of appropriate tools and resources
SLM process becomes bureaucratic
Lack of up-to-date CMS and SKMS
-Bypassing the use of SLM processes
-Measurement too difficult to measure and improve
-Inappropriate business and customer contacts and relationships are developed
High customer expectations and low perception
Poor and inappropriate communication with the business and customers
95
Service Level Management
| Value to the business
Provides consistent interface to the business for all service level related issues
Provides the business with the agreed service targets and the required management information to ensure that those targets have been met
Where targets are breached, provides feedback on the cause of the breach and details of the actions taken to prevent the breach from recurring
-Provides a reliable communication changeel and trusted relationship with the appropriate customer and business representative at at tactical level
96
Availability Mgmt
Hidden Process
not visible to customers...until it goes wrong
Non-availability mgmt! only when folks are interested.
Direct impact
97
Availability Mgmt
| Purpose
To ensure that the level of availability delivered in all IT services meets the agreed availability needs and/or service level targets in a cost-effective and timely manner
Availability Mgmt is concerned with meeting both the current and future availability needs of the business
98
Availability Mgmt
| Objectives
An appropriate and up-to date availability plan
Advice / guidance to all other areas of the business and IT on all availability related issues
Ensure service availability achievements meet or exceed all the agreed targets
Assist with the diagnosis and resolutions of availability related incidents and problems
Assess impact of all changes on the availability plan
Implement proactive, cost justified measures to improve the availability of the services
99
Availability Mgmt
| Scope
Design, implementation, measurement, management and improvement of IT service and component availability
Commences as soon as the availability requirements for an IT service are clear enought to be articulated. It is an on going process finishing only when the IT service is decommissioned or retired.
Reactive Activities
Proactive Activities
100
Availability Mgmt
| Availability Types
Service availability involves all aspects of service availability and unavailability, or the potential impact of component unavailabilty on service availability
-Component Availability involves all aspects of component availability and unavilability
101
Availability Mgmt
| Guiding Principles
Service availability drives customer satisfaction
- The way SPs react to failures is a key factor
- You can only improve availability AFTER you understand the business
- Availability is only as good as the weakest link
- Prevention is better than cure
- It is always more expensive to retrofit availability
102
Availability Mgmt
| Aspects of Availability
Availability Reactive Monitoring/Proactive design
Reliability--Internal Targets/OLA--how long does it continue to work before it falls over (Time) MTBF
Maintainability==Internal/OLA Time (Uptime)
-Measure of of time--how quick can we restore MTRS (MTTR-slightly diff metric--MTRS more precise includes customer. MTTR is more internal metric MTRS customer Friendly
Serviceability--3rd party outsource--all of the above captured in the Serviceability
103
Availability Mgmt
| Aspects of Availability
Availability Reactive Monitoring/Proactive design
Reliability--Internal Targets/OLA--how long does it continue to work before it falls over (Time) MTBF
Maintainability==Internal/OLA Time (Uptime)
-Measure of of time--how quick can we restore MTRS (MTTR-slightly diff metric--MTRS more precise includes customer. MTTR is more internal metric MTRS customer Friendly
Serviceability--3rd party outsource--all of the above captured in the Serviceability
104
Availability Mgmt
| Vital business functions
VBF is used to reflect the part of a business process that is critical to the success of the business
Less critical vs Vital
105
Availability Mgmt
| Availability Process
Diagram
106
Availability Mgmt
| Reactive Activities
Monitoring, measuring, analysing, reporting and reviewing service and componet availability
-Investigating all service and component unavailability and instrigating remedial action (including looking at events, incidents and problems involving unavailability)
Primarily conducted within service operation stage at of the service lifecycle and are linked into the monitoring and control activities and incident mgmt processes
107
Availability Mgmt
| Proactive Activities
Planning and esigning new or change d
| ...
108
Availability Mgmt
| Risk Assessment and Mgmt
```
Assets - Threats - Vulnerabilities
Risk ASsessment
->Risks
-> Countermeasures
Risk Mgmt
```
Score 0-5 on both risk above
109
Availability Mgmt
| Interfaces
SLM
Incident and Problem Mgmt
Capacity--way of enabling availability==takes the input from the Demand strategy--make sure availability is available at the right time
Change Mgmt
ITSC--right services available at right time
Information Security Mgmt--availability of the data--3 sub processes (?)
Access Mgmt
110
Availability Mgmt
| Risks
```
Lack of commitment from the business
Lack of senior mgmt commitment
Labour-intensive reporting process
Processes focus too much on the technology
AMIS is maintained in isolation
```
111
Availability Mgmt
| Value to the Business
Ensures that the availability of systems and services matches the evolving agreed needs of the business
Help Improve the ability of the business to follow an environmentally responsible strategy by using green technologies and techniques in Availability Mgmt
112
Availability Mgmt
| Challenges
To actually meet and manage the expectation of the customers , the business and senior mgmt
Having access to the right level of quality information on the current business need for IT services and its plans for the future
Integration of all the availability data into an integrated set of information (AMIS)
Convincing the business and senior mgmt of the investment needed in proactive availability measures
113
Capacity Mgmt
| Purpose
- Ensure that the capacity of IT Services and the IT infrastructure meets the agreed capacity and performance related requirements in a cost -effective and timely manner
- Concerned with meeting both the current and future capacity and performance of the business.
114
Capacity Mgmt
| Objectives
An appropriate and up to date capacity plan
-advice/guidance to all other areas of the business and IT on all capacity-related issues
-Ensure service capacity achievements meet or exceed all their agreed targets
-Assist with the diagnosis and resolution of capacity-related incidents and problems
-assess impact of all changes on the capacity plan
-implement proactive, cost justified measures to improve the capacity of services
"Just in time" --dont want too much--waste of an asset.
115
Capacity Mgmt
| Scope
- Should be the focal point for all IT performance and capacity issues
- Should encompass:
* All areas of technology, both hardware and software
* Space planning and environmental system capacity
* Human Resource Capacity
116
Capacity Mgmt
| Processes
```
Diagram
3 sub processes
Business Capacity Mgmt
Service Capacity mgmt
Component Capacity Mgmt
```
117
Capacity Mgmt
| Processes
```
Diagram
3 sub processes
Business Capacity Mgmt
Service Capacity mgmt
Component Capacity Mgmt
```
118
Capacity Mgmt
| Proactive and Reactive Activities
```
Proactive
pre-empting performance issues
pridcucingf trends
planning upgrades
modileeling and trending
improve service performance
prodcuing and maintinatng a capcaict plan
..
```
119
Capacity Mgmt
| Proactive and Reactive Activities
Reactive
120
Capacity Mgmt
| Sub Processes
Business Capacity--Strategic
| ..
121
Capacity Mgmt
| Design Related activities
Exploitation of new technology
| Designing Resilience in conjunction with Availability Mgmt
122
Capacity Mgmt
| Iterative Activities
Monitoring Analysis Tuning Implementation
MATI
CMIS
Service Excpeption Report/Resource Utilisation exception reports
..
123
Capacity Mgmt
Demand Mgmt
"Try to understand and streamline demand"
To influence user and customer demand for IT Services and manage the impact on IT resources
Information provided by the strategic demand mgmt processes
Short Term demand mgmt may occur where there has been a partial failure of a critical resource in the IT infratructure
Long term Demand Mgmt may be required when it is difficult to cost-justify an expensive upgrade
124
Capacity Mgmt
| Modelling and trending
Predicts the behaviour of IT services under a given volume and variety of work
Base Lining--1st stage in modelling is to create a baseline that reflects the current performance
Trend Analysis-resource utilisation and service performance info
Analytical modelling--uses data--just good enough
Simulation modelling--more expensive--better picture and more accurate
125
Capacity Mgmt
| Application Sizing
To estimate the resource requirement to support a porposed
126
Capacity Mgmt
| Application Sizing
To estimate the resource requirement to support a proposed change to an ...
127
Capacity Mgmt
Capacit Plan
Should be an annual document--refreshed
Should consist of:
Current levels of resource utilisation and service perforamnce
Forecasts of the future requirements for new IT resources to support the IT services that underpin the busines acitivites
Any assumptions made
Recommends quantified in terms of resource required, cost, benefits, impact
128
Capacity Mgmt
| Interfaces
- Availability Mgmt
- SLm
- ITSCM
- INcident and Prob Mgmt
- Demand Mgmt
129
Capacity Mgmt
| Challenges
Persuading the business to provide information on it strategic business plans
Combining all of the component Capacity Mgmt data into an integrated set of information
Huge amounts of data
Setting appropriate thresholds
130
Capacity Mgmt
| Risks
Lack of commitment from the business
Lack of appropriate information from the business
Lack of senior mgmt commitment
Service Capacity Mgmt and component Capacity mgmt performed in isolation
Processes become too bureaucratic or manually intensive
Processes ...
131
Capacity Mgmt
| Value to the business
Improving performance by helping to reduce capacity and performance related incident and problems
Ensuring required capacity and performance are provided in the most cost effective manner
Contributing to improved customer satisfaction
Supporting the efficient and effective design and transition of new or changed services
Improving the reliability of capacity related budgeting
Improving the ability of the business to follow an environmentally responsible strategy
132
Capacity Mgmt
| Value to the business
Improving performance by helping to reduce capacity and performance related incident and problems
Ensuring required capacity and performance are provided in the most cost effective manner
Contributing to improved customer satisfaction
Supporting the efficient and effective design and transition of new or changed services
Improving the reliability of capacity related budgeting
Improving the ability of the business to follow an environmentally responsible strategy
133
IT Service Continuity
| Purpose
To support the overall business continuity mgmt (BCM) by ensuring that by managing the risks that could seriously affect IT Services, the IT service provider can always provide minimum agreed business continuity related service levels.
134
IT Service Continuity Mgmt
| Objectives
Maintain a set of ITSC plans that support all BCM
Complete regular business impact analysis BIA exercises
Conduct risk assessment and mgmt exercises
Provide advice / guidance to other areas of the business
Ensure appropriate continuity mechanisms are in place
Assess the impact of all changes on the ITSC plan
Along with the supplier Mgmt, negotiate / agree contracts with suppliers to provide the necessary recovery capability to support the continuity process
135
IT Service Continuity Mgmt
| Scope
Focuses on those events that the business considers significant enough to be treated as a disaster
Primarily considers the IT assets and configurations that support the business process
Does not usually directly cover longer term risk or minor technical faults
136
IT Service Continuity Mgmt
| Process
```
Diagram
Business Continuity Mgmt ITSCM
Business Continuity Strategy
Business Continuity Plans
Ongoing Operation
Invocation
Requirements and Strategy
Implementation
Ongoing Operatoin
```
137
IT Service Continuity Mgmt
| Interfaces
```
Change Mgmt
Incident and Problem Mgmt
Availability mgmt
SLM
Capacity Mgmt
SACM
ISM
```
138
Information Security Mgmt
| Purpose
To align IT Security with business security and esnure that the confidentiality integrity of the organisatoins assets, information, data and IT services always matches the agreed needs of the business
139
IT Service Continuity Mgmt
| Objectives
For most organisations the security objective is met when information is:
Confidentiality
Integrity
Available and usable
Trusted
140
IT Service Continuity Mgmt
| System
like Deming!
Plan Implement evaulate Maintain
Control in the middle
141
IT Service Continuity Mgmt
| Security Controls
Threat Incident Damage Control
Prevention Evaluation/reporting
Detection/repression Evaluation/Reporting
..
142
IT Service Continuity Mgmt
| Interfaces
```
SLM
Access Mgmt
Change Mgmt
Incident and Problem Mgmt
Availability, Capactiy and ITSC
SACM
Financial Mgmt for IT Services
Supplier Mgmt
Legal and HR Issues
```
143
Information Security Mgmt
| Purpose
To align IT Security with business security and esnure that the confidentiality integrity of the organisatoins assets, information, data and IT services always matches the agreed needs of the business
144
Information Security Mgmt
| Objectives
For most organisations the security objective is met when information is:
Confidentiality
Integrity
Available and usable
Trusted
145
Information Security Mgmt
| System
like Deming!
Plan Implement evaulate Maintain
Control in the middle
146
Information Security Mgmt
| Security Controls
Threat INcident Damage Control
Prevention Evaluation/reporting
Detection/repression Evaluation/Reporting
..
147
Information Security Mgmt
| Interfaces
```
SLM
Access Mgmt
Change Mgmt
Incident and Problem Mgmt
Availability, Capactiy and ITSC
SACM
Financial Mgmt for IT Services
Supplier Mgmt
Legal and HR Issues
```
148
Supplier Mgmt
| Objectives
Obtain Value for money from suppliers and contracts
Ensure that contracts with suppliers are aligned to business needs and support and align with agreed targets in SLRs and SLAs in conjunctions with SLM
Manage relationships with suppliers
Manage Supplier Performance
...
149
Supplier Mgmt
| Scope
Implementation and enforcement of the supplier policy
Maintenance of a Supplier and Contract Mgmt Informatoin System SCMIS
Supplier / Contract categorization and risk assessment
Supplier and contract evaluation and selection
Development negotiation and agreement of contracts
Contract review renewal and termination
Mgmt of suppliers, sub, contracted supplier and supplier performance
Improvement opportunities for the CSI Register
Maintenance of standard contract, terms, conditions
Mgmt of contractual dispute resolution
150
Supplier Mgmt
| SCMIS
Defintiion of new supplier and contract requirements
Evaluation and set up of new suppliers and contracts
Supplier categorisation and maintenance of sthe SCMIs
Establishing new suppliers
Mgmt of suppliers and their performance and of the associated contracts
Contract renewal or termination
151
Technology Related Activities
| Requirements Engineering
Understanding and documenting the requirements of the business, users and all other stakeholders
Explicit/tacit Information
This is the approach to get all we can get from all stakeholders.
Then document it --requirements catalogue
validation and test against the reqs. Early life support/SAC
Not easiest thing to get reqs out of people--more about solutions
Explicit easier--tacit tougher
In peoples heads--everyone else knows it. So gets missed
152
Technology Related Activities
| Requirements Types
Functional Requirements
Management and operational requirements
Usability requirements
"what do we want in terms of reporting"
Capacity-availability,
153
Technology Related Activities
| Requirements Investigation
```
Interviews
Workshops
observation
protocol analysis
shadowing
scenarios analysing
Prototyping
```
154
Technology Related Activities
| Requirements Investigation
Interviews
Workshops
observation
protocol analysis--getting the users to perform a task and for them to describe each task
shadowing--follow a user
scenarios analysis--describe it
Prototyping--a way of showing how the new service may work and ways it can be used
155
Technology Related Activities
Requirement Catalogue
(who owns it ? BRM?)
-Central repository of the uses requirements
-Form part of the service
...
156
Technology Related Activities
| Prioritizing Requirements
MoSCoW
- Must have
- Should have
- Could have
- Wont Have
"Priority as per the above"
157
Technology Related Activities
| Prioritizing Requirements
MoSCoW
- Must have
- Should have
- Could have
- Wont Have
"Priority as per the above"
158
Technology Related Activities
| Classification and ownership data
C
159
Organising for Service Design
Alignment
RnR document at the back
How are we going to set this up?
With application data
| With Project Data
160
Organising for Service Design
Alignment
Application Development
Application Development
161
Organising for Service Design
Alignment
PM
Project Mgmt
162
Organising for Service Design
| Small organisations
```
Service Design Manager (Accountable for Everything)
Project Teams
--Project Mager
/Service Owner/Develope/Practictioner
Service Level Mgmt/BRM
```
163
Organising for Service Design
| Small organisations
```
Service Design Manager (Accountable for Everything)
Project Teams
--Project Mager
/Service Owner/Develope/Practictioner
Service Level Mgmt/BRM
```
164
Organising for Service Design
| Large organisations
HQ
Service Mgmt Office
ITSM programme Leader
Process Owners for ITSM
Service Design Manager--Architecture & Design
Global Programmes etc/Programmes and project managers
Other ITS Dept/teams--Practitioner for project assignment
PMO--PMO Director/Programme and Project Support
Then regional--EU/AP/Americas
See Diagram--hard to get questions on this
165
Technology Considerations
| Tools
```
Hardware and s/w design
Environmental Design
Process Design
Data Design
Service Lifecycle mgmt
```
166
Tool Selection
Identify Requirement
| Identify Products
167
Tool Selection
```
Identify Requirement
Identify Products
Selection Criteria
Evaluate Products
Short Listing
Scoring
Rank The Products
Select Product
```
168
Implementing Service Design
```
Where do we start?
How do we improve?
How do we know we are making progress?
Prioritized by?
-Business needs and business impacts
-Risks to the services and processes
```
Influenced by:
Reqs outlined in the SLRs
Agreements made in the SLAs
169
Implementing Service Design
Where do we start?
"Where is the pain? Where are you hurting?"
Address...
170
Implementing Service Design
| How do we improve?
```
What is the vision?
Where are we now?
Where do we want to be?
How do we get there?
Did we get there?
How do we keep the momentum going?
```
171
Implementing Service Design
| Process Maturity Framework
Diagram
The assessment should include a review of the capability and maturity of the service design processes as shown in this slide!
All aspects of the processes and their use should be examined including
Vision- steering, objectives and plans, process maturity, functionality, usage, application, effectiveness and efficiency together with ownership, mgmt and documentation
People--Roles, responsibilities, skills, & knowledge of the people, Products, including the tools and technology used to automate processes
Culture--The focus, attitudes and beliefs
Above framework can be used to provide consistency in the process assesment
-When Starting out it is important to build on the strengths of existing cultures and processes and rapidly identify and improve the weaknesses
172
Implementing Service Design
| Process Maturity Framework
Diagram
The assessment should include a review of the capability and maturity of the service design processes as shown in this slide!
All aspects of the processes and their use should be examined including
Vision- steering, objectives and plans, process maturity, functionality, usage, application, effectiveness and efficiency together with ownership, mgmt and documentation
People--Roles, responsibilities, skills, & knowledge of the people, Products, including the tools and technology used to automate processes
Culture--The focus, attitudes and beliefs
Above framework can be used to provide consistency in the process assesment
-When Starting out it is important to build on the strengths of existing cultures and processes and rapidly identify and improve the weaknesses
173
Organising for Service Design
| Small organisations
```
Service Design Manager (Accountable for Everything)
Project Teams
--Project Manager
/Service Owner/Developer/Practitioner
Service Level Mgmt/BRM
```
174
Implementing Service Design
| Process Maturity Framework
Diagram
The assessment should include a review of the capability and maturity of the service design processes as shown in this slide!
All aspects of the processes and their use should be examined including
Vision- steering, objectives and plans, process maturity, functionality, usage, application, effectiveness and efficiency together with ownership, mgmt and documentation
People--Roles, responsibilities, skills, & knowledge of the people, Products, including the tools and technology used to automate processes
Culture--The focus, attitudes and beliefs
Above framework can be used to provide consistency in the process assessment
-When Starting out it is important to build on the strengths of existing cultures and processes and rapidly identify and improve the weaknesses
175
Challenges, risks and KPIs of Service Design
| KPIs
Percentage of service design requirement specs produced on tome and to budget
Percentage of service design plans produced on time
% of SDPs completed on time
% of quality and acceptance criteria plans produced on time
Accuracy of SD e.g. was the correct infrastructure built to support the service
% accuracy of the cost estimates of the whole service design stage
Accuracy of the SLAs, OLA and contracts
examples...much more
176
Challenges, risks and KPIs of Service Design
| Service Design value to the business
Reduce the TCO
improve the quality and consistency of service
Ease the implementation of new or changed services
Improve service alignment and service performance
Improve IT Governance
Improve effectiveness of Service mgmt
Improve information and decision-making
Improve alignment with customer values and strategies
177
Challenges, risks and KPIs of Service Design
| Overcoming Challenges
Understanding the business requirements and business priorities
Understanding the people and the organisational culture
Effective communication
Involving as many people as possible in the design
Gaining commitment from senior mgmt as well as from all levels of staff
178
Challenges, risks and KPIs of Service Design
| Challenges (1)
Organisational Resistance to change
Unclear or changing requirements from the business
Lack of awareness and knowledge of service and business targets and requirements
Inefficient use of resources
LAck of knowledge and appreciation of the business impacts and priorities
Poor relationships, communication or lack of cooperation
Use of old technology and legacy system
Required tools are too costly or too complex
179
Challenges, risks and KPIs of Service Design
| Challenges (2)
Lack of information monitoring and measurements
Unreasonable targets and timescales previously agreed in SLAs and OLA
Poor Supplier Mgmt and/or performance
Lack of focus on service availability
Use of diverse and disparate technologies and applications
lack of adherence to operational aspects of security policies procedures
Ensuring daily operation is considered as part of the design
Cost and budgetary contraints
Difficulty ascertaining return on investments and realisation of business benefit.
180
Challenges, risks and KPIs of Service Design
| Risks (1)
If any of the CSFs for service design are not met, then the service design or service mgmt process will not be successful
If maturity levels of one process are low it will be impossible to achieve full maturity in other processes
Business reqs are not clear to IT staff
Business timescales mean insufficient time is given for proper service design
181
Implementing Service Design
Where do we start?
"Where is the pain? Where are you hurting?"
Address areas of greatest need first
Identify quick wins
Implementation priorities should be set against the goals of a service improvement plan.
"Which process do I implement first?" All of them!
If quick wins are implemented it is important they are not done at the expense of the long-term objectives.
Implementation priorities should be set against the goals of a SIP (slide 197)
182
Implementing Service Design
| How do we improve?
```
What is the vision?
Where are we now?
Where do we want to be?
How do we get there?
Did we get there?
How do we keep the momentum going?
```
Can be summarized as:
-Understand the vision by ascertaining the high level bus. objectives. The vision setting should set and align bus. and IT Strategies.
-assessing the current situation to identify strengths that can be built on and weakness that need addressing .
So where are we now is an analysis of the current position in terms of business, org, people and process.
Where do we want to be? is a development of the principles defined in the vision-setting, agreeing the priorities of improvement.
-Detailing the SIP to achieve higher quality service provision
Next measurements and metrics need to be put in place to show that milestones have been achieved and the the objectives/priorities have been met.
The process should show momentum for quality improvement is maintained.
183
Implementing Service Design
| Cultural Maturity Assessment
Diagram Slide 199
The review of the culture should include assessing it in terms of capability and maturity within the IT SP organization
IT Org Maturity vs Business Influence
The assessment should be based on the fact that each growth stage represents a transformation of the IT org and as such will examine:
Changes in people (skills and competencies)
Processes and ways of working
Tech and tools
Steering (visions goals results)
Attitude (values and beliefs)
Appropriate level and degree of interaction with the business customers users and other stakeholders
