ITIL-ITSM SERVIOCS TI EN POWER POINT.ppt

Notas del editor

• #5: Unplanned Downtime To pick up on the last point, if we now look at the unplanned application downtime chart, we can see that 40% of it is caused by operator errors. This is far higher than most people imagine. And the obvious conclusion is that training, procedures, and the right skills are every bit as important as the technology itself.
• #6: In fact, most IT organizations are waking up to the fact that poor service delivery has as little to do with the technologies IT is or is not using, as it does with poorly designed or "missing" critical IT processes, along with poorly defined roles, responsibilities and metrics, and the underlying culture. In fact, technology investment represents only 15% - the tip of the iceberg – of total IT spend. It is the people, process, and technology that enables an IT Department to operate in an efficient and effective manner in meeting the business needs of it's clients. IT Service Management is now recognized as one of the top key focus areas for CIOs as a means to reduce and/or control IT costs, improve the quality of service delivery, and improve IT's real and perceived value to the business.
• #9: How will IT organizations with distributed heterogeneous environments evolve to service level management? Service levels to end users reflect the interworking of many components, services, and frequently, management domains. The end result reflects the ability of the infrastructure to deliver service, but also depends on the requirements of the business application, the design of the application, and the other services being delivered by shared resources. Wishful thinking by either those delivering or consuming the service will not guarantee availability levels. As a synchronization exercise, IT organizations should consider five points of availability when discussing service levels with business managers. The first level is the desire from business managers. This expectation is frequently padded with uncertainty and a margin of safety, and not be tied to the cost of delivery. The real need may fall somewhat lower than the desire, but still may fall above what can be delivered. From the IT department’s point of view, there is the current reality of what can be delivered, given the infrastructure in place, other demands on resources, and the maturity of the organization. Service level goals should be improved through targeted process improvements and investments, however guarantees to business managers should be set slightly below what can be delivered. This approach helps synchronization by forcing businesses to more carefully understand their needs, and by using business justification to fund improvements in what IT can deliver. Action Item: IT organizations should strive to understand what can be delivered, then set service level guarantees slightly below that level, and goals slightly above.
• #10: In 1999, there is a frenzy among vendors to deliver solutions to help measure and manage service levels. Weeding through the hype however, is not easy. Business applications make use of many shared resources, and it is not easy to always track which resources come together to provide the service. While many vendors claim to have service level management tools, no vendor solves the whole problem. Tools are available to monitor individual component service levels, but do not correlate service levels to a topology of components making up a service, or relate to the actual user performance seen. The correlation issue is particularly bad when working with tools from different vendors. Enterprises need tools that can correlate components with services and users, then diagnose user problems to predict when degraded components will effect users. Some enterprises have already build this process manually, using tactical tools and business interviews to determine application topology, then using visual correlation across tools, along with event management systems, to discover probable root causes. Success with these techniques is best in less complex and bounded service environments. The good news is the emergence of end-user response time tools. Service operation staffs now have a way to discover service issues more quickly, which should lead to faster mean time to repair.
• #12: Key points: The CIO is between the proverbial rock and a hard place. He has the line of businesses on one side facing increasing pressure to deliver quality and to deliver quickly on the new initiatives that business is waiting for. The line of business people are usually not happy because of issues. The other side of it is the IT operations teams—the traditional people within IT who are simply saying my server is running fine, everything is fine. The CIO has to sit between those two worlds.
• #13: The Business Perspective book will cover a range of issues concerned with understanding and improving IT service provision, as an integral part of an overall business requirement for high quality IS management. These issues include: Business Continuity Management partnerships and outsourcing surviving Change transformation of business practice through radical Change. The Service Delivery book looks at what service the business requires of the provider in order to provide adequate support to the business Users. To provide the necessary support the book covers the following topics: Capacity Management Financial Management for IT Services Availability Management Service Level Management IT Service Continuity Management Customer Relationship Management. The Service Support book is concerned with ensuring that the Customer has access to the appropriate services to support the business functions. Issues discussed in this book are: Service Desk Incident Management Problem Management Configuration Management Change Management Release Management. The ICT Infrastructure Management book includes: Network Service Management Operations Management Management of Local Processors Computer Installation and Acceptance Systems Management. (covered here for the first time).
• #14: To clarify how the concepts within ITIL work together, OGC produced a set of process models to describe the makeup of ITIL - a high-level process model for Service Support can be found at Appendix F. These process models have been used in practice and enhanced since first produced and now form the cornerstones of the ITIL core books. The process elements for management of services can be defined precisely. However, in practice, when analysing the processes in more detail, elements overlap. This situation illustrates the need for both consistency across the guidance, and advice on how to deal with management problems that may arise. The cause of these management problems may be the result of boundaries drawn that perhaps have more to do with the span of control than with logical grouping of related processes
• #17: Introducing the HP IT Service Management Reference Model To help its customers, HP invested considerable time and energy to develop an IT Service Management model that could be used as an enterprise reference for corporate IT organizations. Based on IT Infrastructure Library (ITIL) best practices, the HP IT Service Management Reference Model functions as a high-level, fully integrated IT process relationship map. This model has proven to be invaluable to companies around the world as they seek to understand their “people, process, and technology” problems and consider possible solutions. The HP ITSM Reference Model development team adopted all of the ITIL best practices that could be applied to the enterprise and integrated them into the HP ITSM Reference Model. In addition, the team leveraged the extensive experience of HP consultants who have developed and implemented IT service management solutions within HP and for HP customers around the world. This includes over eight years of experience developing and implementing ITSM-based IT processes represented in the model. As a result, the model is backed up by a broad range of client-tested methodologies for training, defining roles and responsibilities, as well as documents such as detailed process guides, process flow diagrams, and RACI matrices. (As a result, our consultants typically start consulting engagements with 80 percent of what any company needs to transform a specific process, and have to customize only 20 percent to fit their unique needs, environment, and culture. This unique “Directed Design” approach to process implementation dramatically accelerates progress and reduces costs). Additionally, while many ITIL terms and definitions are used throughout the model, HP has added others to reflect HP experience and perspective. The result is a common glossary of terms, definitions, and concepts that are used globally and designed to improve organizational communication. Note: RACI = responsible, accountable, consulted, informed. RACI matrix is a tool for assigning cross-functional responsibilities.
• #27: Here are just some benefits your customers will realize by implementing ITSM best practices.
• #29: To prove that ITSM is the real deal, let’s look at how HP used ITSM in its own organization. This slide shows HP’s results from the recent merger activity. Both pre-merger companies have been helping customers make their enterprises more adaptive by increasing business agility for years. However, the merger made it a matter of survival for the new HP. So, we applied the experience and intellectual property of both companies to this challenge—on a scale others will probably never face. Here is a snap shot of what we have been able to achieve in just nine months. The new HP has: A combined workforce which operates as one company (QoS) The ability for customers to interact with us as one company—24x7 (mitigate risk) Reduced overall IT costs by 24% (reduce costs) Deployed the largest HR PeopleSoft application in the world across 4 legacy companies (agility) The fact that we could do this in such a short time is an example of HP’s new agility. But even more important, HP’s Adaptive Enterprise has also been a business enabler, allowing us to Increase market share in all key segments Register 3,000 new patents Introduce 367 new products ranging from $49 ink jet printers to performance leading Itanium 2 Superdome servers