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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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Univ.-Prof. Dr.-Ing. Wolfgang Maass25.01.12 Slide 3
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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Univ.-Prof. Dr.-Ing. Wolfgang Maass25.01.12 Slide 4
Service Composition
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Univ.-Prof. Dr.-Ing. Wolfgang Maass25.01.12 Slide 5
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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Univ.-Prof. Dr.-Ing. Wolfgang Maass25.01.12 Slide 6
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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Univ.-Prof. Dr.-Ing. Wolfgang Maass25.01.12 Slide 7
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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Univ.-Prof. Dr.-Ing. Wolfgang Maass25.01.12 Slide 8
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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Univ.-Prof. Dr.-Ing. Wolfgang Maass25.01.12 Slide 9
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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Univ.-Prof. Dr.-Ing. Wolfgang Maass25.01.12 Slide 10
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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Univ.-Prof. Dr.-Ing. Wolfgang Maass25.01.12 Slide 11
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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Univ.-Prof. Dr.-Ing. Wolfgang Maass25.01.12 Slide 12
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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Univ.-Prof. Dr.-Ing. Wolfgang Maass25.01.12 Slide 13
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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Univ.-Prof. Dr.-Ing. Wolfgang Maass25.01.12 Slide 14
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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Univ.-Prof. Dr.-Ing. Wolfgang Maass25.01.12 Slide 15
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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Univ.-Prof. Dr.-Ing. Wolfgang Maass25.01.12 Slide 16
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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Univ.-Prof. Dr.-Ing. Wolfgang Maass25.01.12 Slide 18
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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Univ.-Prof. Dr.-Ing. Wolfgang Maass25.01.12 Slide 19
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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Univ.-Prof. Dr.-Ing. Wolfgang Maass25.01.12 Slide 20
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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Univ.-Prof. Dr.-Ing. Wolfgang Maass
Univ.-Prof. Dr.-Ing. Wolfgang Maass
Chair in Information and Service Systems
Saarland University, Germany
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