\L “252948442” 1.3 IT Operations Management 252948442 \H 27 \L “252948443” 1.4 Technology Considerations 252948443 \H 30 \L “252948444” 2 Supporting documents 252948444 \H 33 \L “252948445” 2.1 Implementation Plan/Project Plan 252948445 \H 34 \L “252948446” 2.2 Service Desk Technology 252948446 \H 49 \L “252948447” 2.3 Terminology 252948447 \H 65 \L “252948448” 2.4 Service Desk Outsourcing Template 252948448 \H 67 \L “252948449” 2.5 Service Desk Metrics 252948449 \H 87 \L “252948450” 2.6 Communication Plan 252948450 \H 90 \L “252948451” 2.7 Business Flyers 252948451 \H 98 \L “252948452” 2.8 ITIL V3 Incident Management Process Flow Diagram 252948452 \H 103 \L “252948453” 2.9 Service desk objectives and goals 252948453 \H 104 \L “252948454” 2.10 Policies objectives and scope 252948454 \H 109 \L “252948455” 2.11 Business justification document 252948455 \H 116 \L “252948456” 3 Introduction 252948456 \H 124 \L “252948457” 4 Event Management 252948457 \H 132 \L “252948458” FURTHER READING 252948458 \H 168 \L “252948459” 5 Index 252948459 \H 169 Operational Support and Analysis Functions The term function in ITIL refers to the logical grouping of roles and automated measures that execute a defined process, an activity or combination of both.
The functions involved with Operational Support & Analysis are required to enable the effective and efficient delivery and support of IT services.
The functions are designed in such a way that aligned roles are grouped together so that it allows optimal application of resources, skills and knowledge of available staff.
When using functions in this way, clear definition of roles and responsibilities is essential for developing a high performing and coordinated approach to Service Operation. “Know your role, do your job” Team motto describing the goal for every player, coach and general staff member of the Kansas City Chiefs. The ITIL® Functions from Service Operation NOTE: These are logical functions and do not necessarily have to be performed by equivalent organizational structure.
This means that Technical and Application Management can be organized in any combination and into any number of departments.
The lower groupings (EG Mainframe, Server) are examples of activities performed by Technical Management and are not a suggested organizational structure. The Service Desk A Service Desk is a functional unit that acts as the primary point (first line) of contact for the end user community for all incidents, requests and general communication that arise.
It plays an essential and valuable role for any organization, contributing significantly to the satisfaction of users and the overall impression of the IT organization.
Depending on the type of business, services and technology supported, the exact size and physical organization of the Service Desk will vary from a small centralized team to a diverse range of teams in multiple locations and time zones. The Service Desk acting a ‘Single Point of Contact’ for the end user community Goal and objectives The primary goal of the Service Desk is to support the agreed IT service provision by ensuring the accessibility and availability of the IT-organization and by performing various supporting activities.
Other objectives include: To act as a single point of contact for all user incidents, requests and general communication To restore ‘normal service operation’ as quickly as possible in the case of disruption — Version: <
This person is responsible for the Incident Management process and all associated systems. However, it is important to understand the differences and common conflicts that can occur between the two roles, for example, the Service Desk Manager may be concerned with call volumes and answer times, whereas the Incident Manager may be concerned with percentage of resolution at first point of call. Conduct a review of activities that would currently be considered as an activity associated with this process.
Make notes and discuss the “re-usability” of that activity. Three key activities of the Service Desk are: Tracking, Monitoring and Coordinating of Incidents and Service Requests Incident Recording Incident Closure Create and gain agreement on a high-level associated process plans and a design for any associated process systems.
NOTE: the plan need not be detailed.
Too many initiatives get caught up in too much detail in the planning phase.
KEEP THE MOMENTUM GOING. Review the finances required for the Service Desk as a whole and any associated systems (expenditure including people, software, hardware, accommodation).
Don’t forget that the initial expenditure may be higher than the ongoing costs.
Don’t forget annual allowances for systems maintenance or customizations to systems by development staff. — What sort of reports are you looking for? At what level do reports need to be created for? Do you need to be able to stop the clock ticking on SLAs? Incident Management Does the tool need to log incidents? How do you want incidents registered? Will the tool automatically detect incidents? What time stamping is needed? At what levels should categorization take place? Severity, Priority, Urgency or Impact, or all? – ITIL uses Urgency and Impact to determine Priority. Does the tool need to automatically allocate these priorities? Based on what requirements? What warnings are needed? What information needs to be stored on the incident ticket? How do you expect numbering to work? Is there a need to record Configuration Items? Is there a need to record linked Changes, Problems and other tickets to an incident? Will an incident automatically escalate? Will incidents be resolved then closed? When closing an incident what notifications need to be sent? Do notifications need to be sent? What information do you want to capture during the resolution of an incident? What information do you want to capture during the closing of an incident? What information do you want to capture during the investigation of the incident? Who will have access to the incident tickets? What information will they need? Do different users of the system need to see different information? — Do you want users to be able to change the display? How do you see ownerships of tickets working? Does the tool need to be able to show related records based on contact, configuration item, categories, locations, etc? Do you want the tool to have the option for users to report an incident via mail? Are there any other methods to log an incident? Do you want to see SLA information on the incident ticket? What reports do you want for incident management? Do you want to record user input and user time stamps on the tickets? IE who did what and when and what they did or what they changed? Will a knowledge management database be linked to incident management? Problem Management Does the tool need to support the ITIL process “Problem Management”? Does the tool need to register problem tickets as being separate from Incident tickets? Do you see this as another category? Does the tool need to register Known Errors? Do you see Known Errors as just another category on an incident ticket? Do you see problem tickets and known error tickets being logged manually and / or automatically? What time stamping do you need on the ticket? How do you want problem, and known error tickets categorized? Do they need to be categorized in the same manner as incident tickets? Do you want the following information captured? Status of problem Function responsible for the solution of the problem Actions already taken Problem solution Work around Does the tool need to offer the option of dividing the total collection of problems into usable groups (EG equipment, network, data communications, work stations, etc.)? — Status? Service? Configuration Item? Time to solve a problem? Time expired for open problems? Expected time frames? Will the problem tickets show links to other tickets? Will a knowledge management database be linked to problem management? Service Asset & Configuration Management Does the management tool support the ITIL process of Configuration Management? Do you need the tool to have an integrated CMDB (Configuration Management Database)? How do you see the CMDB being populated? Who will maintain the CMDB? How do you see this working? What will the process be? Do you need the tool to be able to define a Configuration Item (CI), or will they be defined by a management tool? How do see the management tool defining a CI (EG hardware, software, network components, services etc.)? Do you want to capture relations between CIs? At what level? (This is where the strengths lie in Configuration Management tools and process) Do you need to see graphical representation of relationships? Do you need a status account for each CI? Do you want to record the lifecycle of the CI? At what level do you want to record CI? Do you need to record attributes of CIs? Do you have a list of key attributes? Will the management tool define the attributes or will a management tool do this? Do you want the tool to automatically create Asset IDs for CIs? Do you want to protect the CMDB from unauthorized use? Will only a select few people will have access to the CMDB? What levels of access will be needed to the CMDB? How do you see the CMDB relating to the other ITIL processes from a tool perspective? Do you expect to store associated documentation within the CMDB? Do you expect to manage licenses through the CMDB? Do you expect to record license information in the CMDB? Do you want the management tool to have the option to define and register a basic configuration and to save this separately (EG registration of the structure of (a part of) the IT infrastructure in a stable situation, so this can be consulted)? How do you see CIs being added or deleted? What naming conventions are needed? How will you determine the uniqueness of CIs? Does the tool allow unique identifiers? Do you need to capture model numbers, version numbers etc? What information do you see being captured against each CI? Should each CI form be different for each other CI? Will each CI form only show data that is needed for that CI? Will there be multiple CI forms? Is there an interface with the Incident, Change, Problem and Release tickets? Do you want cost information recorded? Do you want Maintenance information recorded? Will there be automatic alerts in the Configuration Management tool? What are the alerts that you want (EG changes, status changes, outages, maintenance schedules and tasks including responsibilities)? Will the CMDB be integrated into the tool? Change Management Does the management tool need to support ITIL processes? Does the management tool need a separate Change Management proposal? Does the management tool need to offer a standard change proposal that can be used by all employees within the organization? How do you want to classify Changes? Does the tool need to have a Forward Schedule of Changes? How do you see an FSC working within the tool? Do you need the tool to automatically save changes to the CMDB? Do you need to associate CIs to the RFC? Do you need to distinguish between different types of changes? Does the tool need to have different types of RFC forms for different changes? Does the tool need to have electronic signatures or a way for people to approve and disapprove changes? Some changes need multiple tasks carried out to achieve the change, how do you see this working in the management tool? Do you need the tool to register the causes of the change at such levels as, service levels, infrastructure, and organization? Do you expect to be able to record service levels against each RFC? What alerts do you see as needed in the tool? How do you see alerts being sent? What reports do you need to generate for Change Management? — The criticality of an application The names of applications installed The version number of all applications installed License numbers of all applications installed Number / amount of spending necessary for a fallback Input of people and resources, specified by activity Developments and expectations for the future Deviations from the planning and budget? How easy should it be to adapt or develop reports? Do reports need to be transparent to other applications? Which other links do you require from Release Management to other ITIL processes? Availability Management Does the management tool need to support the ITIL processes? Should the tool offer an interface into the Service Level Management module? Should the management tool automatically generate a warning, should the agreed availability not be met? Do you need this warning to be sent to multiple process owners? Does it need to be sent to business management? How else do you see people being notified about a lack of availability? Does the management tool need to link to an incident or problem? Do you want the unavailability of (part of) the infrastructure to be linked to an event? Does the tool need to be proactive in determining possible availability levels in the future? Do you want to capture the following information? Name of the system Time period in which the measurements are performed Total realized availability per defined system Data and times on which the defined system was not available Causes for the temporary unavailability of the defined system Solutions for availability of the define system What reports do you want out of the tool? Which automatic links do you need in the tool? How will the tool integrate with other tools? Do you see this linking to the Configuration Management module? What information would you like to see passed between the modules? Capacity Management Does the management tool need to support the ITIL process? Does the management tool need to offer the option to generate the following information? Name of the transaction processing system Start and closing times Total number of process transactions Total period of time the CPU was in use Total number of I/Os Average memory capacity Total paging rate Total swapping rate Breakdown of above mentioned information. Should the tool offer an interface into the Service Level Management module? Should the management tool automatically generate a warning, should the agreed capacity not be met? Do you need this warning to be sent to multiple process owners? Does it need to be sent to business management? How else do you see people being notified about a lack of capacity? Does the management tool need to link to an incident or problem? Do you want the capacity of (part of) the infrastructure to be linked to an event? Does the tool need to be proactive in determining possible capacity levels in the future? What reports do you want out of the tool? Which automatic links do you need in the tool? How will the tool integrate with other tools? Do you see this linking to the Configuration Management module? What information would you like to see passed between the modules? Financial Management Does the management tool need to support the ITIL process “Financial Management”? To what detail level do you want the structure of costs per SLA to be rendered? Where do you expect to see costs captured? Against which records in the tool do you see cost being captured? Do you see cost as being automatically calculated in the tool? Do you expect to capture charge rates for resources? Do you expect to associate charge rates for resources? What links do you see Financial Mgt having with other modules in the tool? Will there be penalties associated with breach of SLA and do you see the tool automatically capturing and calculating this? Do you expect to capture costs against Configuration Items? IT Service Continuity Management Does the management tool need to support the process of IT Service Continuity Management? How do you see a tool supporting the process of IT Service Continuity Management? Does the tool need to account or capture information regarding inadequate IT Continuity endangering the continuity of one or more business processes (not IT processes)? What links are needed from this process to the other ITIL processes? What other information do you see being captured?” Other Requirements The tool vendor is to explain the functionality of the above processes as much as possible, in case the functionality are not handled by the above questions. General Do you expect that a knowledge management tool well be integral to the overall tool? At what level should there be search screens? Do users need the ability to tailor / change the output of the searches (EG can they add or remove extra columns of information)? Do you need users to be able to create their own searches? List all and any module you believe need to be in the tool. Do you want to be able to determine how tickets are numbered? What sort of flexibility in ticket numbering do you expect? Does the management tool need to offer the option of “job scheduling”? How do you see job scheduling notification working? — They are designed to be displayed in staff rooms. Note, they are examples, and your input is required to complete the flyers. Remember, the important thing is to ensure that the message delivered in the flyer is appropriate to the audience that will be reading it. So think about how and where you will be distributing the flyers. ITIL V3 Incident Management Process Flow Diagram Service desk objectives and goals IT Services Detailed Objectives/Goals Function: Service Desk Status: In draft Under Review Sent for Approval Approved Rejected — Such steps lead to immediate results in not having to solve the same problem multiple times, as staff learn how to search for any occurrence of the problem as well as how to record incidents to allow for easier faster searching. The reporting structure that will be designed with the new function allows more meaningful information to be delivered. Such reporting has more of a business focus, rather than a traditional focus on reporting the number of calls received or resolved at first point of contact. With this new business focus managers are much more empowered to justify the costs of running their areas of responsibility, as they can know demonstrate real business returns. IT Service Management (ITSM) Capability Assessment Based on ITIL® Version 3 Service Operation Questionnaire Introduction This document is one part of a broader assessment model enabling you to establish the extent to which your organization has adopted the good practice guidance for IT Service Management (ITSM) based on the Information Technology Infrastructure Library (ITIL) version 3. The assessment scheme is composed of a simple questionnaire which enables you to ascertain which areas should be addressed next in order to improve the overall quality and performance of ITIL processes.
The assessment is based on the generic capability levels defined by the Capability Maturity Model Integrated (CMMI) framework, which recognizes that there are a number of characteristics which need to be in place for effective process management.
In general, CMMI provides guidance for efficient, effective improvement across multiple process disciplines in an organization. To establish where a particular organization stands in relation to the process capability framework, a variable number of questions should be answered.
The questions are weighted, IE those which are deemed as having a slightly higher significance are considered mandatory for a ‘Yes’ answer at each level of capability.
These questions are denoted by a ‘M’ symbol in the ‘No’ column, (indicating that a ‘Yes’ answer is required if the level is to be achieved). The assessment is used to establish a baseline of current practices in the organization and to assist in the development of improvement initiatives for processes that can be used when they: Decide what services they should be providing, define standard services, and let people know about them Make sure they have everything they need to deliver a service, including people, processes, consumables, and equipment Get new systems in place, change existing systems, retire obsolete systems, all while making sure disruption to existing services and customers is minimized Set up agreements, take care of service requests, and operate services Make sure they have the resources needed to deliver services and that services are available when needed—at an appropriate cost Handle what goes wrong—and prevent it from going wrong in the first place if possible Ensure they are ready to recover from potential disasters and get back to delivering services if the disaster occurs Although it is conceptually feasible to improve all processes, it is not economical to improve all processes to level 5.
Therefore the results of the capability assessment should be analyzed in conjunction with the defined business objectives and stakeholders’ priorities for improvement. Scoring model for assessing process capability There are five levels defined within the CMMI framework, as predictability, effectiveness and control of an organization’s processes are believed to improve as the organization moves up these five levels. Capability Level — implementation 8, 11, 35, 38, 40, 43, 45-6, 65, 117-18, 146 Incident Management 20, 52, 54, 66, 108, 137, 139-44, 146, 151 Incident Manager 18, 20-1, 36, 107, 141, 144 incident records 139-40, 143 incident tickets 53-4, 139 incidents 5, 9, 13, 19-23, 42, 52-4, 60-1, 66, 88-9, 92-3, 107-8, 133-4, 136, 139-44, 146-7, 149-50 Information Security Policy 157, 162-5, 167 infrastructure 15, 24, 29, 57-8, 60-1, 65-6, 97, 121, 132, 135, 139, 146, 167 interfaces 57, 59, 61, 146, 160 IT Service Management (ITSM) 24, 30, 51, 123-4, 131 ITIL (Information Technology Infrastructure Library) 4-5, 53, 123-4 K Key Performance Indicators (KPIs) 23, 26 known errors 12, 40, 142-3, 147, 149, 151 L licenses 17, 32, 57, 59 links 2, 55, 58-62, 108 M management 7, 56, 58, 62, 66, 69, 72, 77, 115, 131, 166 material 70, 72, 74, 77
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