dlm 12 itil service design

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Service Management – ITIL

Service Design

Univ.-Prof. Dr.-Ing. Wolfgang Maass

Chair in Economics – Information and Service Systems (ISS)

Saarland University, Saarbrücken, Germany

WS 2011/2012

Thursdays, 8:00 – 10:00 a.m.Room HS 024, B4 1


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Univ.-Prof. Dr.-Ing. Wolfgang Maass25.01.12 Slide 2

General Agenda

1. Introduction

2. Service Strategy

3. New Service Development (NSD)

4. Service Quality

5. Supporting Facility

6. Forecasting Demand for Services

7. Managing Demand

8. Managing Capacity

9. Managing Queues

10. Capacity Planning and Queuing Models

11. Services and Information Systems

12. ITIL Service Design

13.

IT Service Infrastructures

14. Summary and Outlook


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ITIL Service Lifecycle (ITIL V3)

Last

lecture

Today

(OGC, 2011)

Service Design

•

Design of new or changed servicesf o r i n t r o d u c t i o n i n t o l i v e

environment

•

Guidance for designing and

developing services

•

Converting strategic objectives

into service portfolios and serviceassets; or improve existing services

•

Development of design capabilities

for service management


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Service Composition


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ITIL Service Design

Key processes in ITILService Design

① Design coordination(Providing and maintaining

single point of coordination

and control of all design

activities)

Service catalogue

management③ Service level

management

④

Availability

management

⑤ Capacity management⑥

IT service continuity

management⑦ Information security

management

⑧

Supplier management

Input Output

Design ofservice

solution

Keyservice

design processes

(OGC, 2011)


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Service Design – 2. Service CatalogueManagement

• Purpose

• Providing and maintaining a single source of consistent information on all operational services

(service catalogue) and those being prepared to be run operationally• Gaining common understanding of IT services of service provider between diverse stakeholders

• Contribution to definition of services and service packages and specification of interfaces and

dependencies between service catalogue and service portfolio

Definition of services and servicepackages

•

Types of services in servicecatalogue

a) Customer-facing services –support customers business(seen by customer)

b) Supporting services – supportcustomer-facing services (notseen by customer); also calledinfrastructure or technical

services•

SLA = Service Level Agreementbetween service provider andcustomer (assures level ofservice quality (warranty))

Service package of customer ii

( O G C ,2 0 1 1 )


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Service Design – 2. Service CatalogueManagement

• Structuring service catalogue

• Depends on audiences to be addressed –

views for diverse audiences• Minimum: 2 different views – (1) business/

customer, and (2) technical / supporting service

catalogue view

• Further opportunity: 3 views, e.g., (1)

wholesale, (2) retail, and (3) supporting service

catalogue view

Service catalogue example

Customers(understand

portfolio of service

provider)

Users(which services are

available; how to place

service requests)

Staff members(how supporting

services and service

provider assets

support business

activity)

Used by !

(OGC, 2011


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Service Design – 3. Service LevelManagement

• Purpose

• Agreeing on and documenting service level targets and

responsibilities within SLAs and Service Level Requirements

(SLR) for every service and related activity

• Service level targets have to be appropriate and reflectrequirements of business

Service Level Management(SLM)① Designing SLA Frameworks

②

Determining, documenting andagreeing requirements for newservices / Producing SLRs

③ Negotiating, documenting andagreeing SLAs for operationalservices

④ Monitoring service performanceagainst SLA

⑤

Producing service reports⑥ Conducting service reviews

instigating improvements withinoverall service improvementplan

⑦ Collating, measuring andimproving customer satisfaction

⑧ Review and revise SLAs and

OLAs, underpinningagreements and service scope

⑨ Develop contracts andrelationships

⑩ Handling complaints andcompliments

Designing SLA Frameworks• Operational Level Agreement (OLA) =

agreement between IT service provider and partof same organization that supports delivery ofservices, e.g., facility department (OLA targetsunderpin those of SLA)

• Underpinning contracts = contracts withexternal partners/suppliers

• Types of SLAs:

a) Service-based SLAs covering 1 service

b)

Customer-based SLAs covering all services ofindividual customer group

• Multi-level SLAs: (1) corporate level with generic SLM issues; (2) customerlevel with customer-/business-unit-specific SLM issues; (3) service level with

service-specific SLM issues with regard to customer (OGC, 2011


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Service Design – 3. Service LevelManagement

Determining, documenting andagreeing requirements for newservices / Producing SLRs

•

Starts during service strategy phase• Service level requirement (SLR) =

customer requirement for an aspect ofIT service

• SLRs used to negotiate service leveltargets

• SLRs relate primarily to warranty ofservice, e.g.,

a)

How available does the service need to be?

b) How secure?

c) How quickly must it be restored if it shouldfail?

③ Negotiating, documenting andagreeing SLAs for operationalservices

•

Targets in SLAs originate from specifiedSLRs

• Only measurable targets, e.g., 99,5%availability of service

④ Monitoring service

performance

against SLA

⑤ Producing service

reports

• e.g., service levelagreement monitoring

(SLAM) charts

(OGC, 2011)


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Service Design – 4. AvailabilityManagement

Purpose

•

Ensuring that level of availability delivered in all IT services meets the

agreed availability needs and servicelevel targets in cost-effective and timelymanner

• Availability = ability of service to perform its agreed

function when required

• Reliability = how long service can perform agreed function

without interruption -- mean time between service incidents

(MTBSI) and mean time between failures (MTBF)

• Maintainability = how quickly and effectively a service can

be restored to normal working after failure (mean time to

restore service (MTRS))

• Serviceability = ability of third-party supplier to meet termsof its contract (OGC, 2011


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Brainteaser

• A 24 x 7 service has been running for a period of

5020 hours with two breaks, one of six hours andone of 14 hours.

• Calculate the availability, reliability (mean time

between service incidents and mean time between

failures) and maintainability of the service.

• Papers will be collected.

10Minutes

S i D i 4 A il bilit


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Service Design – 4. AvailabilityManagement

Reactive activities, e.g.,

Investigating all service and component

unavailability and instigating remedial action

•

e.g., via expanded incident lifecycle

• Minimizing impact of incidents

• Mapping of total IT service downtime for any

given incident against major stages of

incident progress (lifecycle)

Proactive activities, e.g.,Planning and designing new or changed services

•

e.g., component failure impact analysis (CFIA)•

Predict/evaluate impact on IT services arising fromcomponent failures

• M=alternative component available but needs manualintervention to be recovered

• A=alternative component available

•

X=failure of component causes inoperative service

• blank= failure of component does not impact service

( O G C ,2 0 1 1 )


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ITIL Service Design

Key processes in ITIL ServiceDesign

① Design coordinationService catalogue management

③

Service level management

④

Availability management

⑤ Capacity management(ensures that capacity of IT services / IT

infrastructure meets agreed capacity- andperformance-related requirements in cost-effective and timely manner)

⑥

IT service continuity management(ensures that IT provider can always provideminimum of agreed service levels)

⑦ Information security management(ensures confidentiality, integrity, availabilityof organization assets, information, data

etc.)

⑧ Supplier management

(OGC, 2011)

S i D i 8 S li


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Service Design – 8. SupplierManagement

Purpose

• Obtain value for money from suppliers to provide seamless quality of IT service to business

•

Ensuring that all contracts and agreements with suppliers support needs of business

Categorization of suppliers

•

Strategic suppliers = significant “partnering”relationships; managed at senior management level

• e.g., worldwide network organization

•

Tactical suppliers = significant commercial activityand business interaction; managed at middlemanagement

• e.g., hardware maintenance organization

•

Operational suppliers = operational products andservices; managed at junior management

•

e.g., internet hosting service provider

•

Commodity suppliers = low-value products/services

• e.g., supplier of printer paper(OGC, 2011)


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Real Life Examples

Procter & Gamble

•

Started using ITIL in 1999•

6% to 8% cut on operating costs

• Help desk calls reduced by 10%

Caterpillar

• Started using ITIL in 2000

• Rate of achieving target response time for incidentmanagement on web-related services jumped from

60% to 90%

Capital One

• Started using ITIL in 2001

• 30% reduction in system crashes and software-

distribution errors

• 92% reduction in “business-critical” incidents(Kaiser, 2007


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Critique

•

Assumption: Many IT enterprises are looking for a magic bullet to end their IT chaos

- But: Success with ITIL is largely dependent on determining how best, and when, to apply the processesin the IT organization

•

Assumption: Often claimed "ITIL compliance" gives false impression that ITIL is an IT standard

- But: ITIL is a set of best practices; ISO 20000 is an international standard “based” on ITIL

•

Assumption: Interactive and integrative nature of ITIL processes implies the entire frameworkhas to be implemented in an „all or nothing“ manner

- But: Many organizations benefit from implementing only one or two ITIL processes such as change

management or incident management

•

Assumption: ITIL consists of a series of books that describe best practices in IT service areas

an can be implemented out of the book

- But: ITIL provides WHAT to do, not HOW to do it; it is not an instructional manual for IT leaders toimprove IT services and operations

(Khan, 2008


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A Handful of IT Service Management


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A Handful of IT Service ManagementFrameworks

enhanced Telecom Operations Map (eTOM)

•

Published by TeleManagement Forum

•

Defines most widely used and accepted standard for

business processes in telecommunications

industry

•

Relation to ITIL:

• eTOM seen as addition to ITIL

•

Contrary to ITIL, eTOM offers data model for eachdetailed process because telecommunication

companies often need to interchange data -- focus on

delivery of transparent services throughout several

companies

Vendor frameworks based on ITIL•

e.g., MS Operations Framework (MOF) as basis of

MS System Center Service Manager [1]

• e.g., HP ITSM services based on ITIL [2]


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Outlook

1. Introduction

2. Service Strategy

3.

New Service Development (NSD)

4. Service Quality

5. Supporting Facility

6. Forecasting Demand for Services

7. Managing Demand

8.

Managing Capacity

9. Managing Queues

10. Capacity Planning and Queuing Models

11. Services and Information Systems

12. ITIL Service Design

13. IT Service Infrastructures

14. Summary and Outlook


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Literature

• Kaiser, T. "ITIL: What is it? Why you should use it? How to use it?", PPT, 2007.

• Khan, I. A. "Myths and Realities about ITIL", PPT, 2008.

•

Office of Government Commerce (OGC), ITIL Service Design, The Stationery Office (TSO), London, 2011.• Spaulding, G. "What’s New in ITIL v3", PPT, 2007.

Web:

• [1] http://www.microsoft.com/germany/technet/datenbank/articles/495298.mspx

• [2] http://www8.hp.com/de/de/services/services-detail.html?compURI=tcm:144-809129&pageTitle=ITSM-

Services?404m=rt404mb,newcclltow1en#


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Chair in Information and Service Systems

Saarland University, Germany

dlm 12 itil service design

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