1. Integrated IT Service Management
The Foundation for Ongoing
IT and Business Alignment
Presented by:
Moses Onitilo
Vice President - ITSM Practice
Principle Technologies
This presentation provides an overview of the basic service management processes and the relationships between them.
NOTICE:
This material shall not be used, reproduced, copied, disclosed, transmitted, in whole or in part,
without the express written consent of Principle Technologies, Inc.
© 2003 Principle Technologies, Inc. © All rights reserved

2. What is IT Service Management?
“The principals and practices of
designing, delivering and maintaining IT Services,
to an agreed level of quality
in support of a customer activity.”
- From “A dictionary of IT Service management Terms, Acronyms and Abbreviations”
Originally called ITIMF.
Global activities controlled by an International board drawn from national chapters.
Over years moved from solely volunteers to professional staffing.
Further chapters coming on line:
Czech Republic
Hungary
France
Scandinavia
Much interest in
Hong Kong, Japan, Venezuela
Some from
Mexico, Spain, Argentina, Brazil, China, India

3. Service Management Maturity Model
Source: The Gartner Group
Objective: “Mature as quickly as possible to the Value Phase.”
Value
IT and Business Metric Linkage (Maximum ROI)
Service
Capacity Planning and
Service Level Management
Proactive
Performance, Change, Problem, Configuration and Availability Management; Process Automation; Job Scheduling
Reactive
The following are 2 slides which majority of you are familiar with, the state of chaos which a lot of IT organization are today, but most will rather say they are reactive. Most of the tools in the market today are sold with the sole objective of getting you to the value phase which majority of companies who buy this tools never get to, proactive if anything at all after spending thousands or millions of dollars on tools and services.
Fault Management (Red Light - Green Light); Single Console; Trouble Tickets
Fire Fighting
Multiple Help Desks, Minimal Operational Standards, Users Report Problems

4. What is ITIL? Information Technology Infrastructure Library…
Literally, a library of IT-specific books
Result of years of analysis and research
THE de facto global standard of IT Service Management best practices
ITIL is Vital! It’s not a question of whether you’re doing ITSM or not… it’s a question of how well or poorly you’re doing it!
ITIL is open, non-proprietary, publicly available, and growing in influence around the world.
As it has been eloquently stated… “ITIL is VITAL!” in today’s fast changing environment.

5. ITIL Service Management Philosophy
The three key objectives of Service Management are:
To align IT services with the current and future needs of the business and its Customers
To improve the quality of the IT services delivered
To reduce the long-term cost of service provision
“IT is the business” and “The business is IT”
It has been widely utilised for decades but more recently the Internet has demonstrated that that for many e-business based organizations: “ IT is the business” and “The business is IT”.
It is essential therefore to recognise the absolute dependence of most business upon the Information and communications Technology (ICT) infrastructure and the quantity, quality and the availabilty of the information that such an infrastructure provides and supports. Page 4 OF BOOK CONTINUES.

6. ITIL Service Management Disciplines
- Service Delivery -
- Service Support -
Service Level Management
Capacity Management
Availability Management
IT Service Continuity Management
Financial Management for IT Services
Service Desk
Configuration Management
Problem Management
Change Management
Release Management
Incident Management
These core IT Service Management Disciplines are at the heart of what ITIL and ITSM is about. EVERY company does them whether they realize it or not. EVERY consulting company has some or all of them in their proprietary model. The goal is to first be aware of them… then begin to improve on one’s ability to deliver on them.

7. Integrated Service Management
Each block in the Service Management Process Model represents a service management process. Each process (except for the organization management process) is described in a module of the IT Infrastructure Library (ITIL).
The arrows indicate the major integration points between the processes.

8. Organization Management
Mission
To provide information about:
Customers
Providers
Suppliers
The organization management process provides information about the service provider organization, its customers, and its suppliers to the other processes.
The information consists of the internal service provider organization structure, its employees and locations, and also the contact information of its external customers and suppliers.
This information is normally extracted automatically from, for instance, the Human Resource database (in case of internal customers), or from the billing system which contains information about external customers.

9. Configuration Management
Mission
To provide information about the infrastructure
Configuration management enables service provider organizations to manage the entire life cycle of all relevant components that make up the infrastructure that the service provider uses to provide its services to its customers.

10. Configuration Management
Process
Register assets
Register relations
Maintain information
The configuration management process is, like the organization
management process, there to provide up to date and accurate
information to the other service management processes.
The process itself consists of the following three phases:
registration of information about the configuration items that make up the infrastructure,
registration of the relationships between the configuration items,
maintenance of this information so it can be used effectively by the other processes.

11. Configuration Management
Populating the CMDB
Manual entry
Data conversion
Automated entry and update
The initial population of the Configuration Management Database
(CMDB - this is an ITIL term) can be done in three ways (or
combinations between them):
by hand; simply entering the information using the CMDB’s user interface,
by means of data conversion; importing data from existing databases into the CMDB,
By means of automated entry and update from Network/System Management Software like HP OpenView NNM, HP OpenView DTA, Microsoft SMS, etc.

12. Service Level Management
Mission
To formalize and maintain the agreements between the service provider and its customers.
A service provider organization provides services to its customers.
Today, customers demands a certain levels of service from its service provider. This is what they pay the service provider for.
The level of service is to be measured in units that mean something to the customer; not in technical terms.
A customer (e.g. an organization) is willing to pay more for a particular service depending on how important the service is to the core business of the organization.
Incidents reported by a customer should prioritized based on the Business Importance Level (BIL) of the affected service.
Also, reporting to customers should be done by service, rather than by infrastructure component, to ensure that customers receive information that they can understand.
In addition, reporting by service also allows problem management to identify instabilities affecting a service more easily.

13. Service Level Management
A service is a logical grouping of functionality
Examples of services are:
Word processing service
service
Ticket reservation service (travel)
ATM service (banking)
Billing service (telecom)
WWW access service
A service is defined as a “Logical grouping of functionality”.
For instance, a word processing service would allow the end-user to: Create, Store, Retrieve, Edit and Print documents.
Certain services are more important than others for the core business of a customer organization. The Business Importance Level (BIL) should be defined for each service that a customer obtains from the service provider to ensure that incidents are prioritized using business rules.

14. Service Level Management
Process
Define services
Agree on level of service
Monitor level of service
The service level management process is responsible for registering the Services that the service provider organization provides, developing service level agreements (SLAs) between the service provider organization and its customers, and monitoring the actual levels of service provided.

15. To get customers back to being productive as quickly as possible
Help Desk Management
Mission
To get customers back to being productive as quickly as possible
The mission of the help desk management process is focused on making sure that the customer (either a person or an organization) can get back to work as quickly as possible, thus minimizing the impact on the customer organization’s business.
It is therefore fine for a help desk administrator to resolve a support request of an end user whose PC has ‘frozen’ by asking him/her to reboot the PC.
This is fundamentally different from the mission of the problem management process which we shall discuss in a little while.

16. Help Desk Management Process Help Desk Administrator Group Coordinator
The help desk management process is basically the same in any organization:
A support request is registered at the help desk,
The request is prioritized based on impact and SLA details (specifically the BIL),
If the help desk cannot resolve the request they pass it on to a specialist group,
The group coordinator passes it on to an available specialist, who in turn resolves it,
The help desk is notified automatically that the request has been resolved and calls back the customer with the following question: “Are you satisfied with the solution provided?”,
If so, the request is closed.
Group
Coordinator
Specialist

17. Unskilled Skilled Expert
Help Desk Management
Types of Help Desks
Unskilled
Skilled
Expert
Depending on the skill level of the help desk administrators, ITIL
distinguishes 3 different types of help desks:
An unskilled help desk, where all support requests are received by a receptionist without technical knowledge; all support requests are passed on to the specialist groups.
A skilled help desk forms a shield between the customers and the specialists. The skilled help desk administrator knows a little bit about all services provided by the service provider organization. The skilled help desk administrator’s key performance indicator is the percentage of incoming requests that he/she was able to resolve without the help of a specialist. The skilled help desk administrators continuously learn from the resolution information provided by specialist (knowledge base).
An expert help desk will be manned by the specialists themselves, thus ensuring that the customers are guaranteed of a solution as quickly as possible. This type of help desk is seldom seen because of the high cost involved with manning a help desk with experts. It is only seen in extremely critical situations where every second of downtime results in huge costs to the customer or service provider. Most of the requests handled by these experts will be simple issues in most cases (e.g. requests from people who have forgotten their password), but if a serious incident arises they are ready to resolve it.

18. Help Desk Management Types of Support Requests
Request for incident resolution
Request for information
Request for change
Request for support improvement
We can distinguish several types of support requests:
Incidents = disruptions of the service provided to the customer; something is not working the way it was intended to work.
RFI = request for information or questions like “How can I ....?”,
RFC = request for change (e.g. “Can you upgrade me to Windows 2000?”),
RFT = request for training (e.g. “Can you sign me up for the next available Access training?”)
RFD = request for documentation (e.g. “Can send me the manuals for ...?”),
etc.

19. Customers Specialists Network and system management tools
Help Desk Management
Support Request Sources
Customers
Specialists
Network and system management tools
A support request can originate from several sources:
The customer (either an end-user or an organization); these support requests are normally submitted by telephone or and now, more and more, via an inter/intranet interface.
By the specialists working for the service provider and who might spot incidents that could potentially result in service disruptions (e.g. a back-up procedure did not run successfully).
By Network/System Management Software (like HP OpenView IT/O, BMC Patrol, IBM NetIQ, etc.) that detect component failures or threshold violations. This last source is becoming more and more important as it will not only allow faster detection of a service disruption (without relying on customers to detect it), but enables pro-active problem management by configuring these systems to notify the appropriate specialist group when a service is about to be disrupted (e.g. a notification is send when the network bandwidth utilization in a certain network segment exceeds 75% of its capacity, or when the processor capacity utilization of a server exceeds 85%). This allows service providers to respond (e.g. add more capacity) before the customer experiences any service disruptions (e.g. downtime or slow response times).

20. Operational support staff Internal developers Supplier support staff
Service Management
Specialists
Operational support staff
Internal developers
Supplier support staff
The specialists are:
the internal operational support staff (e.g. the people who install new PCs, resolve incidents on site, etc.),
the in-house development department to which all support requests are passed on regarding the software and documentation that they have developed.
the third party support staff (the support engineers of the organization’s suppliers),

21. To create a stable environment
Problem Management
Mission
To create a stable environment
This is where we get back to the difference between the help desk management and problem management processes.
While the help desk management process focuses on getting the customer back to work as soon as possible (ensuring that they can be productive again), the problem management process focuses on creating a more stable environment, ensuring that the number of incidents reported at the help desk decreases.

22. Identify instabilities Establish root causes Propose changes
Problem Management
Process
Identify instabilities
Establish root causes
Propose changes
Problem management performs its mission by:
using the information recorded at the help desk to identify instabilities. A problem coordinator does this by querying the support request information looking for reoccurring incident or incidents which are expected to reoccur, of which the root cause has not been removed (e.g. where a workaround was offered to solve the incident).
after having identified the problem, the problem coordinator asks a specialist to determine the root cause of the problem.
having established the root cause, the specialist proposes the best way to remove the root cause,
the problem coordinator then passes the proposed solution on to the change coordinator who will treat it as a request for change.

23. Change Management Mission
Implement changes with a minimum impact on the users,
in the most cost effective manner
The change coordinator receives the problem information and progresses it through the change management process, ensuring that the change gets implemented at minimal risk or impact to the end-user community and, of course, in the most cost effective manner.
The change process itself consists of 3 phases:
1. the risk & impact analysis phase .
2. the approval phase.
3. the implementation phase.

24. Assess the risk & impact of implementing proposed changes
Change Management
Risk & Impact Analysis
Assess the risk & impact of implementing proposed changes
Within the Risk & Impact analysis phase the change coordinator asks specialists to assess the potential risks and impact of the proposed change and looks for ways to minimize this risk and impact.
The change coordinator uses the information from the specialists to develop an implementation plan that takes account of the identified risk and impact.

25. Change Management Approval
Approve, delay or reject proposed changes based on the outcome of the risk & impact analysis
Having planned the implementation of the change in such a way that the risk and impact is acceptable, the change coordinator can now take the proposed change forward for approval.
Normally, the change manager, the service provider, and the representatives of the customers using the service that is to be changed, need to approve the proposed change.
Often proposed changes are presented for approval to some form of Change Advisory Board (CAB - another ITIL term) which consists of, for instance, the change manager, customer representatives, the service provider.
They review each proposed change and either approve them, delay them (if, for instance, the next version of the software no longer has the problem), or reject them (if the cost of implementing the change is so high that it is cheaper to let the problem remain in the infrastructure).

26. Change Management Implementation
Assign responsibility for each step of the change implementation process and monitor progress
Having obtained approval, the change coordinator can assign the steps of change implementation plan to a specialist. Each step has a target date at which it should be completed.
The change coordinator monitors the progress of the change until completion.
After the change has been implemented, the CMDB and service level management information are updated to reflect the new situation.

27. New Business Requirements
Change Requests
Changes are also requested through service level management to satisfy new requirements from the business
Changes are not only implemented to remove root causes, for the creation of a more stable environment, they are also implemented to satisfy new business requirements.
It is very important to remove root causes efficiently, as this will free up time of the specialists which they can subsequently spend on adding/changing services for the customers of the service provider organization.
New services or changes to services are continuously demanded by customers as their business changes. This is what allows them to stay competitive in the market place. What is seen today is that the pace at which new services or changes to services are needed is continuously increasing.
The more stable the infrastructure, the less time specialists have to spend resolving incidents, the faster new services can be provided to customers, thus improving the support of the core business processes of the customer organizations.
Being able to meet new business requirements more efficiently than the competition is what determines the success of today’s organizations!

28. Integrated Service Management
Continuous Improvement
Together, these processes ensure the continuous improvement of the efficiency with which the services are provided
Thus, allowing more time to focus on the improvement of services based on business requirements
Measure
Current
Analyze
Improved
Together the service management processes ensure the continuous improvement of the level of service provided to the customers, thus ensuring improved support of the core business processes and ultimately an improved competitive advantage and business results.
It is achieved by starting from the current infrastructure (as registered in the CMDB), monitoring the feedback (Help Desk Management), analyzing the feedback (Problem Management), and based on the results of the analysis, stabilizing the infrastructure (Change Management).
With the help of Service Level Management all this work is done in a prioritized fashion based on the business importance of the services.
The more stable infrastructure will result in less incident being reported at the help desk, thus freeing up time of the specialists to implement new services or improving the functionality of existing services.
Improve

29. Integrated Technology
What does IT Service Management take?
“ITSM is not simply an issue of
People, Process, & Technology.
It is using
Integrated Technology
which is designed around, embeds and Integrates Processes
to support, enable and help
Integrate People
to better perform their jobs.”
- Ken Wendle, itSMF
There is no “key” to unlocking successful ITSM. It is a “combination” lock, a blending of the right technology, processes, and people solutions
Ken Wendle is considered by many to be one of the foremost leaders in the IT Service Management field, drawing upon a broad background in areas ranging from expert systems development to project management to systems and application administration. Since the early ‘80s, he has worked within IT organizations of corporations like Blue Cross Blue Shield, Monsanto, Ralston Purina, and Anheuser-Busch, where he was instrumental in automating their corporate, brewery, and distributor IT support. For the past dozen years he has been involved in and focused on the Help Desk and Service Management field.
Ken is an OpenView Certified Consultant and has earned the “Certificate in IT Infrastructure Management” (a.k.a., the “ITIL Master Certificate”). He is a member and past officer of the Gateway Solutions chapter of the Help Desk Institute (HDI), a member of the faculty for the 2003 HDI Conference, as well as an officer and board member of the IT Service Management Forum USA”.
Currently a Senior Solution Architect within the HP OpenView software organization, he has spoken internationally on the practical “people, process, and technology” aspects of Service Management.

30. Service Management benefits
Improved quality of service - more reliable business support
IT Service Continuity procedures more focused; more confidence in the ability to follow them when required
Clearer view of current IT capability
Better information on current services (and possibly on where Changes would bring most benefits)
Greater flexibility for the business through improved understanding of IT support
More motivated staff; improved job satisfaction through better understanding of capability and better management of expectations
It is important to consider the benefits for the organisation of having a clear definition of the Service Management function. Some of the benefits that could be cited include:ABOVE
The importance and level of these will vary between organisations. An issue comes in defining these benefits for any organisation in a way that will be measurable later on. Following ITIL guidance can help to quantify some of these elements.

31. Service Management benefits
Enhanced Customer Satisfaction as service providers know and deliver what is expected of them
Increased flexibility and adaptability is likely to exist within the services
System-led benefits, e.g. improvements in security, accuracy, speed, availability as required for the required level of service
Improved cycle time for Changes and greater success rate.

32. Why Implementations may fail?
Lack of staff commitment and understanding
Lack of training
The staff given the responsibility for implementation are not given sufficient authority to make the required decisions
Loss of the Service Management 'champion' (the person driving the implementation)
Loss of impetus after the initial hype
Lack of initial funding and lack of quantifiable long term cost benefits
Over-focus on tactical, isolated 'solutions' rather than a strategic solution, i.e., addressing individual elements of Service Management rather than the overall picture
This question has been asked many times in the past. If we examine the causes for failures at the highest level a pattern appears. Simply designing and implementing a new or updated process does not guarantee success. A number of factors could result in the process not realising its objectives. In most cases failure is caused by lack of attention to the 'process enablers'. It is not enough for management to provide the funds for the implementation process and then sit back expecting everything to work. Management should be committed during the entire 'plan-do-check-act' cycle, and should also address all aspects of the Service Management framework. Other common reasons for failure include:AND GO THROUGH POINT ON SLIDE

33. Why Implementations may fail?
Overly ambitious expectations of immediate benefits or try to do everything at once
Unrealistic implementation timetable
No one accountable
Difficulties of changing the culture of the organisation
Tools unable to support the process, requiring tailoring of the process or of the tool
Inappropriate approach taken to implementation - not under Project Management controls
Inappropriate scoping of the process
Lack of appreciation for the hard work and discipline required to implement Service Management.

34. Integrated Service Management
Questions?