LECTURE 3 q q q SERVICE Transition SERVICE

LECTURE 3 q q q SERVICE Transition SERVICE Operation Continual SERVICE Improvement

Stage 3 – Service Transition § Build § Testing § User acceptance § Deployment § Bed-in

Good service transition § Set customer expectations § Enable release integration § Reduce performance variation § Document and reduce known errors § Minimise risk § Ensure proper use of services

S. Transition at a glance

Knowledge management § Vital to enabling the right information to be provided at the right place and the right time to the right person to enable informed decision § Stops data being locked away with individuals § Obvious organisational advantage

Data ► Information ► Knowledge ► Wisdom Data Information - who, what , where? Knowledge - How? Wisdom - Why? Wisdom cannot be assisted by technology – it only comes with experience! Service Knowledge Information Management System is crucial to retaining this extremely valuable information

Service Asset and Configuration § Managing these properly is key § Provides Logical Model of Infrastructure and Accurate Configuration information § Controls assets § Minimises costs § Enables proper change and release management § Speeds incident and problem resolution

Configuration Management System Service Management KB Asset and Configuration Info Change Data Release Data Application Data Document Definitive Media Library Configuration Management DB

Painting the Forth Bridge. . . § A Baseline is a “last known good configuration” § The CMS will always be a “work in progress” and probably always out of date. But still worth having § Current configuration will always be the most recent baseline plus any implemented approved changes

. . . just Some parts of a theoretical CMDB HARDWARE Specification Location Owner SOFTWARE Licenses Versions Financials USERS INCIDENTS CHANGES Applications Contracts Hardware Users Incidents Resolutions Equipment KNOWN ERRORS RELEASES Software APPLICATIONS O/S Users Equipment Hardware SLA Applications Users Contracts Applications Incidents INFRASTRUCTURE SOFTWARE e. g. Oracle SERVICES AVAILABILITY Applications STATISTICS PROBLEMS BCP Incidents DOCS Resolutions NETWORK Linkages Dependencies DEFINITIVE SOFTWARE LIBRARY DEFINITIVE HARDWARE STORE

Change Management § Respond to customers changing business requirements § Respond to business and IT requests for change that will align the services with the business needs & with the IT state of the art § Roles § Change Manager § Change Authority § Change Advisory Board (CAB) approving requested changes and assisting in prioritization § Emergency CAB (ECAB) the same, for emergency changes

Change Management … or what we all get wrong! § “Dad, my mobile went off !!! …” “… what did you change ? …” § 80% of service interruption is caused by operator error or poor change control (Gartner)

Change Types § Normal § Non-urgent, requires approval § Standard § Non-urgent, follows established path, no approval needed § Emergency § Requires approval but too urgent for normal procedure

Change Advisory Board § Change Manager (VITAL) § One or more of § § § Customer/User Manager Developer/Maintainer Expert/Consultant Contractor § CAB considers the 7 R’s § Who RAISED? , REASON, RETURN, RISKS, RESOURCES, RESPONSIBLE, RELATIONSHIPS to other changes

Release Management § Release is a collection of authorised and tested changes ready for deployment § A rollout introduces a release into the live environment § Full Release § e. g. Office 2007 § Delta (partial) release § e. g. Windows Update § Package § e. g. Windows Service Pack

Release test & deploy (1/2) § Release Manager will produce a release policy § Release MUST be tested and NOT by the developer or the change instigator § Deploy can be manual or automatic § Automatic can be push or pull

Release test & deploy (2/2) § Phased vs. big-bang deploy PREP-1 PREP-2 PREP § Consider: § § § Release preparation time Concurrent changes Interactions with other internal/external systems Test complexity Is the date your own choice? (… hardly ever !) § Phased generally less painful but more work

Stage 4 – Service Operation § Maintenance § Management § Realises Strategic Objectives and is where the Value is seen

Service Operation Balances A B Reactive Proactive Responsiveness Stability Cost Quality Internal External

Processes in Service Operation 1. 2. 3. 4. 5. Request Fulfilment Access Management Event Management Incident Management Problem Management

P#1 – Request Fulfilment § Information, advice or a standard change § Should not be classed as Incidents or Changes

P#2 – Access Management § Right things for right users at right time § Concepts § Access § Identity (Authentication, Auth. N) § Rights (Authorisation, Auth. Z) § Service Group § Directory

P#3 – Event Management § 3 Types of events § Information § Warning § Exception § Need to make sense of events and have appropriate control actions planned and documented

P#4 – Incident Management § Incidents are a subset of Events § IM deals with unplanned interruptions to IT Services or reductions in their quality § Failure of a configuration item that has not impacted a service is also an incident (e. g. Disk in RAID failure) § Reported by: § Users § Technical Staff § Monitoring Tools

Incident Management (1/3) An incident defined as an unplanned, unexpected or unexplained disruption in service (any event which is not part of the standard operation of a service and which causes or may cause an interruption to or a reduction in the quality of the service that is provided). § Objective is to restore normal service operation as quickly as possible and minimize the adverse impact on business operations. § The process responsible for managing the life-cycle of all incidents.

Incident Management (2/3) Incident Management input and output of the process, and its activities

Incident Management (3/3) ESCALATION = the mechanism that assists timely resolution of an Incident Levels of support are specific to technical expertise

P#5 – Problem Management § Don’t confuse a Problem (the cause) with an Incident (the effect) § Aims to prevent problems and resulting incidents § Minimises impact of unavoidable incidents § Eliminates recurring incidents § Proactive Problem Management § Identifies areas of potential weakness § Identifies workarounds § Reactive Problem Management § Indentifies underlying causes of incidents § Identifies changes to prevent recurrence

Problem Management (1/2) A Problem is defined as the unknown underlying cause • Problem Management aims to Stabilize IT services through: • Minimizing the consequences of incidents • Removal of the root causes of incidents • Prevention of incidents and problems • Prevent recurrence of incidents related to errors • Both reactive process and proactive process.

Problem Management (2/2) Problem Management takes time to identify the cause and eliminate it.

Functions in Service Operation § Service Desk § Technical Management § IT Operations Management § Applications Management

Service Desk (1/3) § Local, Central or Virtual § Single point of contact (POC) § “Call Centre” & “Help Desk”: particular instances of S. D. § Skills for operators § § § § Customer Focus Articulate Interpersonal Skills (patient!) Understand Business Methodical/Analytical Technical knowledge Multi-lingual § Service desk often seen as the bottom of the pile, but … most visible to customers so important to get right!

Service Desk (2/3) Change Management • Integrated function, not a process, to all of the “operational” process. • Serves an intended purpose • Single point of contact between service providers, customers and users. • Manages incidents and escalates according to agreed service levels. • Manage requests, incidents, service requests and communications with customer and users. Incident Management Release Management Service Support Service Desk Configuration Management Problem Management

Service Desk (3/3) single POC

Stage 5 – Continual Service Improvement § Focus on Process owners and Service Owners § Ensures that service management processes continue to support the business § Monitor and enhance Service Level Achievements § PDCA (Deming cycle: plan, do, check, act)

Service Measurement § Technology (components, MTBF etc) § Process (KPIs - Critical Success Factors) § Service (End-to end, e. g. Customer Satisfaction) § Why? § § Validation – Soundness of decisions Direction – of future activities Justify – provide factual evidence Intervene – when changes or corrections are needed

7 Steps to Improvement What should we measure? Corrective action What can we measure? Present and use info Gather data Analyse data Process data