Process Driven Service Delivery An Overview of Service

Process Driven Service Delivery An Overview of Service Management Processes

Introduction Walter “Bubba” Mullen State of Tennessee Director of IT Project Management 2

Introduction to Process Improvement l l l CQI TQM TQI PSCI LOVM l l l 3 BPM BPI Balanced Scorecard Kaizan Six Sigma Lean Manufacturing

Introduction to ITIL l l l 4 ITIL – Information Technology Infrastructure Library Developed by the Office for Government Commerce (OGC) in England Better practices focused on the management of IT service processes

ITIL Service Management (ITSM) Two main components: l Service Support – five processes that provide support for day-to-day operation of IT services l Service Delivery – five processes that focus on longterm planning and improvement of IT services These two components are linked together through the Service Desk – a function that provides a single point of contact that focuses on rapid restoration of normal service operations to users 5

ITIL Service Management Change Management Incident Management Service Support Configuration Management 6 Service Level Management Release Management Availability Management Problem Management Service Delivery IT Service Continuity Management Service Desk Financial Management Capacity Management

ITIL Service Management Goals l l 7 Ensure that IT services are aligned to the needs of customers and users Improve availability and stability of services Improve communication within IT and with users Improve efficiency of internal processes

ITIL Processes Each ITIL process has associated: l Definitions l Goals l Activities 8

Service Support Change Management Incident Management Configuration Management 9 Service Support Release Management Problem Management

Change Management Definition l Change is an action that results in a new status for one or more IT infrastructure Configuration Items (CI). Goal l To ensure that standardized methods and procedures are used for efficient and prompt handling of all changes to minimize the impact of any related incidents upon service. 10

Change Management Activities l Accept, record, authorize, plan, test, implement and review Requests for Change (RFCs) l Provides reports of changes to the infrastructure l Provides updates to the Configuration Management Database (CMDB). 11

Configuration Management Definition l A Configuration Item (CI) is a component of the infrastructure. l Configuration Management Database (CMDB) is a database which holds a record of all configuration items associated the IT infrastructure. Goal l To provide a logical model of the IT infrastructure (hardware, software and associated documentation) by identifying, maintaining and verifying the version of all configuration items. 12

Configuration Management Activities l Plan, design and manage a Configuration Management Database (CMDB) l Identify CIs for entry into CMDB and their relationships to each other l Verify CMDB accuracy 13

Incident Management Definition l An incident is any event which causes, or may cause an interruption to, or a reduction in, the quality of a service. Goal l To restore normal service operation as quickly as possible and minimize the adverse impact on users and the organization. 14

Incident Management Activities l Detect, classify, record, and provide initial support of incidents l Prioritize incidents based upon impact and urgency Service Desk is responsible for Incident Management 15

Problem Management Definition l A problem is the unknown, underlying cause of one or more incidents. l A known error is when the root cause of a problem is known and a temporary workaround or alternative has been identified. Goal l To minimize the adverse impacts of incidents and to prevent recurrence of incidents. Problem Management seeks to get to the root cause and initiate action to remove the error. 16

Problem Management Activities l Analyze incidents to identify underlying problems l Record, classify and diagnose problems l Transfer problems into “known errors” l Generate Requests for Changes (RFCs) to resolve problems and errors Problems are identified and managed separately from incidents (although linked) 17

Release Management Definition l A release is a collection of authorized changes to an IT service and is defined by the RFC that it implements. Goal l To coordinate service providers and vendors involved with a significant release of hardware, software and associated documentation across a distributed environment. 18

Release Management Activities l Plan and oversee successful rollout of new and changed software, hardware and documentation l Collaborate with Change Management l Verify that all release items are entered into the CMDB l Manage customer and user expectations. l Maintain Definitive Software Library (DSL) and Definitive Hardware Store (DHS) 19

ITIL Service Desk Change Management Incident Management Service Support Configuration Management 20 Service Level Management Release Management Availability Management Problem Management Service Delivery IT Service Continuity Management Service Desk Financial Management Capacity Management

Service Desk Definition l A Service Request is a request that is not due to disruption. Goal • A single point of contact that provides advice and guidance and rapid restoration of normal service operations to users 21

Service Desk Activities l Manage the Incident and Service Request life-cycle, including closure l Communicate with customers concerning request status and progress l Provide initial assessment and attempt to resolve incidents working with appropriate IT staff l Provide reports and recommendations to management for service improvement 22

Service Delivery Service Level Management Availability Management Service Delivery IT Service Continuity Management 23 Financial Management Capacity Management

Service Level Management Definition l Service Level Agreement (SLA) is a written agreement with the customer. l Operational Level Agreement (OLA) is an agreement between two internal areas. Goal l To maintain and improve IT Service quality through a constant cycle of agreeing, monitoring and reporting to meet the customers’ objectives. 24

Availability Management Definition l Availability is the ability of an IT service or component to perform its required function at a stated instant or over a stated period of time. Goal l To optimize the capability of the IT infrastructure, services, and supporting organization to deliver a cost effective and sustained level of availability enabling IT to meet their objectives. 25

Capacity Management Definition l The ability to provide available service support and delivery adequacy in satisfying business requirements. Goal l To ensure that all the current and future capacity and performance aspects of the business requirements are provided cost effectively. 26

Financial Management Definition l The ability to provide management information in order to ensure all IT services are run efficiently and economically. Goal l To provide cost-effective stewardship of the IT assets and resources used in providing IT services. 27

IT Service Continuity Management Definition l A crisis is an unplanned situation when one or more IT services is unavailable and when the outage exceeds the expectations of the customer. Goal l To ensure that the require IT technical and service facilities can be recovered within required and agreed timeframes 28

What does all this really mean? l In reviewing the processes we use to “run our business of IT” we found: – – 29 Out dated processes Sometimes no written process Hard to follow process No existing measurements or standards

What are we trying to accomplish? l l 30 A comprehensive and measurable improvement in the services that the Office of Information Resources (OIR) delivers and supports. This initiative is known as OIR’s Process-Driven Service Delivery initiative (PDSD).

How are we going to accomplish this? 31 A. Document the processes B. Establish Targets C. Implement Continuous Feedback Loop

How do we establish targets? – SLAs outline performance metric targets for these services l – – 32 For example, with virtual servers, we commit to provisioning a new server within 5 business days; the old metric was 30 days SLAs outline OIR’s responsibilities in providing the service SLAs also outline an agency’s responsibilities

How do we improve the processes? l l l 33 Where processes exist, we improve them to meet the SLA’s target metrics. If processes do not exist, we create them to meet the SLA’s target metrics. We decompose a service into its underlying processes. (process-mapping) We leverage ITIL’s better practices where appropriate to create / improve the underlying processes. We engage in further process-improvement activities to improve the processes.

What is our continuous feedback loop? l l l 34 Embedded in each process are automatic data measurements where possible. This measures whether the process is meeting the SLA’s target metrics. The measurements are linked to a dashboard that puts management attention on services that fail to meet the SLA’s target metrics. Immediate “mid-course” correction can address processes that are causing SLA breaches. We are using Remedy’s Workflow functionality as an automated tool to capture measurements.

What have we accomplished? l l 35 The top 10 services in need of the PDSD initiative were identified internally by OIR management in August. Six SLAs have already been developed with underlying processes created / improved to meet their target metrics.

What have we accomplished? l l 36 By mid-2006, we will have completed the list of 10 services targeted for PDSD. Remember, the goal is a measurable improvement in the services that OIR delivers and supports.

What are the benefits to the agencies? l l l 37 Agencies should experience an increase in quality of services provided by OIR – less errors, improved “done once, done right” results. Agencies should experience less time troubleshooting services provided by OIR. Agencies should experience a quicker turnaround when requesting services from OIR.

Pre-Conditions to Continuous Improvement You must have l Proclaimed a mission, objectives, strategy and tactics (MOST) l Mapped the core processes l Promulgated the tactical procedures and tasks l Selected and trained a capable workforce in strength l Collected current state data for processes l An executive vision for quality including improvement l Marshaled the resources and personnel l Selected and trained a continuous improvement workforce l Prepared to reward success 38

Warning To Be As Is Valley of Despair 39

Thanks for your time Contact information Email Walter. L. Mullen@state. tn. us Office 615 253 - 2354 40

Credits l. University of Kansas - Jerree Catlin, Sue Silkey & Thelma Simons l. American Management Association – Stu Syme 41