Lean Itil Event Management
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The document discusses applying Lean principles to optimize the ITIL V3 event management process. It describes analyzing current event monitoring and alerts to identify waste, including 32% of alerts that required no action and 24% that were redundant. The goals are to reduce manual efforts, clean up the monitoring system interface, and ensure only genuine alerts are addressed in order to improve efficiency. A case study on optimizing event monitoring for a service desk showed reducing costs and efforts by 44% through automating manual tasks and removing redundant alerts.
Lean Itil Event Management
- 1. Applying LEAN to the ITIL V3 Event Management Process itSMF UK Conference 2008 – Driving Real Value Rohit Nand I Subbarao Chaganty
- 2. Agenda 1 1 ITIL V3 Event Management & Lean Principles 1 2 Event Management Process & Business Case 1 3 Approach for Waste Reduction 1 4 Waste Reduction Scope and Benefits Summary & Other Opportunities within IT Service 1 5 Management 2
- 3. Agenda 1 1 ITIL V3 Event Management & Lean Principles 1 2 Event Management Process & Business Case 1 3 Approach for Waste Reduction 1 4 Waste Reduction Scope and Benefits Summary & Other Opportunities within IT Service 1 5 Management 3
- 4. Event Management gets its due with ITIL V3 • I monitor my servers. What else do I need to do? • Isn’t this a part of the Incident Management process? Questions before ITIL V3 • I support and manage Applications. Does this still concern me? • Whose ownership and responsibility is it? • Where can I find best practice guidance on Event Management? • Impact of proactive event monitoring and management on IT Outcome stability Areas • Key enabler for proactive Service Desks • Improve efficiency through Automation Event Management is the backbone of IT Service Management playing a significant role in Service Operations and Assurance 4
- 5. LEAN originated with the Manufacturing industry but its principles are now being successfully applied to Services The complete elimination of waste so all activities create value for the customer Our initiative focused on elimination of waste in Event Management to reduce manual efforts by ~ 44% 5
- 6. We mapped the Lean Principles of Waste Reduction to Event Management to achieve optimization… 1. Inventory Waste 2. Processing As-Is To-Be Waste Mapping the redundancies Building an and duplication existing in optimized Event 3. Waste due to the current Event Management Waiting Time Monitoring and Alert system scenarios 4. Transportation Waste 5. Waste of 7. Waste due to 6. Waste from Motion Product Defects Over-Production 6
- 7. Agenda 1 1 ITIL V3 Event Management & Lean Principles 1 2 Event Management Process & Business Case 1 3 Approach for Waste Reduction 1 4 Waste Reduction Scope and Benefits Summary & Other Opportunities within IT Service 1 5 Management 7
- 8. The Event Management process in question mainly depended on pre- configured Alerts which needed to be responded to and resolved … XXXXXX XXXXXX XXXXXX XXXXXX XXXXXX XXXXXX XXXXXX XXXXXX Alert volumes and over crowded monitors are distracting for the analysts and challenge the analysts focus Risk of missing a critical alert while dealing with such a huge number of alerts Cleanup the monitoring system and ensure only genuine alerts Hot Spots for Waste Reduction 8
- 9. Case study – Business Case & Drivers Service Desk operations involved A focused initiative was kicked off to significant efforts towards monitoring analyze the alerts and reconfigure and alerts triggered by specific application cleanup to ensure following outcomes: related events: Reduce cost of monitoring Batch jobs activities Log files for key words Optimize Service Desk monitoring System and database space Ensure accurate priority Key business processes classification File arrivals Automate manual activities Improve team moral • Non-value adding monitoring • Reduced monitoring efforts efforts • Ability to detect & address critical • Probability of missing critical alerts alerts • Crowded alert interface • Cleaner alert interface We applied waste reduction practices from LEAN on Event Management to improve efficiency and reduce costs 9
- 10. Agenda 1 1 ITIL V3 Event Management & Lean Principles 1 2 Event Management Process & Business Case 1 3 Approach for Waste Reduction 1 4 Waste Reduction Scope and Benefits Summary & Other Opportunities within IT Service 1 5 Management 10
- 11. A data collection drive followed by intensive analysis and validation with the application support groups strengthened the business case… Phase Analysis Business Case Implementation • Establish 2 week baseline • Develop the business • Setup implementation team period case (Effort/$aving$) • Recalibrate the baselines Key Activities • Collect/download alert • Determine 2 weeks (retrofit changes) reports implementation • Implement identified • Categorize alerts into requirements resolution waste and identify • Identify risks and • Validate the reduction resolutions mitigation goals for each category • Validate redundancies • Seek agreement and go- with application groups ahead from Leadership Deliverables 1. Analysis report 3. Business Case 5. Recalibrated baselines 2. Waste categories 4. Implementation plan 6. Realized benefits The Solution enables the Service Desk to continually remove alerts they believe to be redundant & aid in further optimization of the process 11
- 12. Agenda 1 1 ITIL V3 Event Management & Lean Principles 1 2 Event Management Process & Business Case 1 3 Approach for Waste Reduction 1 4 Waste Reduction Scope and Benefits Summary & Other Opportunities within IT Service 1 5 Management 12
- 13. Inventory Waste – 32% of alerts warranted “No Remediation Action” Significant number of alerts configured to prompt manual activities like releasing space, kicking off processes and/or jobs manually Notification or informational alerts Prioritization & classification of alerts (Informational, Minor, Major & Critical) Alerts as triggers for manual processes Automate manual tasks to Revisit prioritization and alert on exception only clearing of informational alerts Automation of manual activities significantly reduced this waste. Alerts should be configured to trigger specific ACTION 13
- 14. Processing Waste – 24% of alerts were “Redundant” in nature !! Alerts for same or related events, e.g. Both Parent and Child jobs triggering alerts within embedded batch job scenarios. Redundant alerts for embedded jobs Different monitoring systems creating duplicate alerts Lack of co-relation between related events Co-relate alerts and Identify relation patterns remove duplicates within events and alerts Redundancies identified and eliminated such that ONLY meaningful alerts appear in the system 14
- 15. Waste due to Waiting Time – 13% of alerts were performing “Reminder Service” Alerts that are prime candidates for automation – move from a “Reminder Service” mode to “Alert on Exception only” mode Lack of Service Desk empowerment Log file alerts & file arrival alerts Reminder service alerts for manual jobs Eliminate manual task Automate manual tasks and reminder alerts configure exception alerts Empower Service Desks; Move towards “Exception Based Alerting” 15
- 16. Few other categories of Alert wastes were identified and marked for either reconfiguration or decommissioning • Misfired alerts – sent • Alerts created by to wrong teams / new or changed configured to wrong functionality teams • Missing alerts for key • Lack of proper changes training or event • Lack of release handling procedures management & coordination • Orphan alerts – no clear resolution defined • Lack of clear event handling procedures • Crowded alert radars • Duplicate alerts due to – capturing incorrect configuration insignificant events • Alerts configured for and alerts scheduled downtime 13% of the total alerts eliminated belonged to this category. Periodic review of Alerts is a critical activity to maintain optimum alert levels 16
- 17. Agenda 1 1 ITIL V3 Event Management & Lean Principles 1 2 Event Management Process & Business Case 1 3 Approach for Waste Reduction 1 4 Waste Reduction Scope and Benefits Summary & Other Opportunities within IT Service 1 5 Management 17
- 18. By addressing the waste types to remove redundancies and duplication – we were able to achieve effort reduction by 44% (~USD 600,000) Event Mgmt Efforts reduced by 44% Some practical considerations Develop Ability to detect redundant Build and maintain a continuous improvement alerts for analysts program Identify opportunities for automation Consider breaking up vertically aligned support and integration and moving towards a shared services model 18
- 19. Potential areas within IT Service Management where LEAN based Waste Reduction can be applied to considerably optimize VALUE Service Transition Service Operations Change Management Event Management Configuration Management Incident Management Transition Planning Problem Management Knowledge Management Access Management Testing & Validation Service Request Fulfillment Release & Deployment Mgmt Strategy Service Portfolio Financial Service Design Management Continual Service Improvement Service Catalog Management Demand Management Service Measurement Capacity Management Service Reporting Availability Management 7 Step Improvement Process Service Continuity Mgmt Security Management Supplier Management 19
- 20. Lessons from Economics and Psychology in managing the “Change” … Look within the organization Build Partnerships for Positive Variance Self-funding of Continuous Measure and Improvement initiatives Communicate Success Assign Ownership Design Incentives 20
- 21. Thank you “The contents of this document are proprietary and confidential to Infosys Technologies Ltd. and may not be disclosed in whole or in part at any time, to any third party without the prior written consent of Infosys Technologies Ltd.” “© 2008 Infosys Technologies Ltd. All rights reserved. Copyright in the whole and any part of this document belongs to Infosys Technologies Ltd. This work may not be used, sold, transferred, adapted, abridged, copied or reproduced in whole or in part, in any manner or form, or in any media, without the prior written consent of Infosys Technologies Ltd.”