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ITIL - 7 Service Operation

Terms in this set (108)

7 Service Operation

The Service Operation lifecycle phase
is primarily focused on the management of IT Services that ensures effectiveness and efficiency in delivery and support.
7 Service Operation

7.1 Objectives
The primary objective of Service Operation is to enable effectiveness and efficiency in delivery and support of IT services
7 Service Operation

This lifecycle phase provides guidance on:
• How to provide stability in Service Operations, allowing for changes in design, scale, scope and service levels.
• Service Operation process guidelines, methods and tools for use in two major control perspectives; reactive and proactive. Managers and practitioners are provided with knowledge allowing them to make better decisions in areas such as managing the availability of services, controlling demand, optimizing capacity utilization, scheduling of operations and fixing problems.
• Supporting operations through new models and architectures such as shared services, utility computing, web services and mobile commerce.
7.2 Major Concepts

Achieving the Balance
One of Service Operation's key roles is dealing with the conflict between maintaining the status quo, adapting to the changing business and technological environments and achieving a balance between conflicting sets of priorities.
7.2 Major Concepts

Internal IT View VS External Bussiness View
Focuses on the way in which IT components and systems are managed to deliver the services

Focuses on the way in which services are experienced by its users and customers.
7.2 Major Concepts

Stability VS Responsiveness
Service Operation has to ensure that the IT infrastructure is stable and available as required.

Service Operation must recognize that the business and IT requirements change.
7.2 Major Concepts

Cost of Service VS Quality of Service.
An organization with an extreme focus on cost is out of balance and is in danger of losing service quality because of heavy cost cutting. The loss of service quality leads to a loss of customers, which in turn leads to further cost cutting as the negative cycle continues.

The goal should be to consistently to deliver the agreed level of IT service to its customer and users, while at the same time keeping costs and resource utilization at an optimal level.
7.2 Major Concepts

Reactive VS Proactive
An organization that is extremely reactive is not able to effectively support the business strategy.
Service Management can ultimately increase the effort and cost of reactive activities and further risk stability and consistency in services.

An extremely proactive organization tends to fix services that are not broken, or introduce services that are not yet needed, resulting in higher levels of change, costs and effor
7.3 Service Operation Functions

Functions
Refer to the people (or roles) and automated measures that execute a defined process, an activity or combination of both. VER PÄGINA 118, pero en serio verla :P
7.3 Service Operation Functions

These are logical functions and
do not necessarily have to be performed by equivalent organizational structure.
7.3.1 The Service Desk

Goal
To support the agreed IT service provision by ensuring the accessibility and availability of the IT organization and by performing various supporting activities
7.3.1 The Service Desk

Terminology

SERVICE DESK TYPES:
Relates to the skill level and first-time resolution rate for service calls.
7.3.1 The Service Desk

Terminology

Call Centre:
Handling/logging of large volumes of calls. Low first-time resolution rate for calls and requests.
7.3.1 The Service Desk

Terminology

Help Desk:
Manage and co-ordinate incidents. Medium first-time resolution rate for calls and requests.
7.3.1 The Service Desk

Terminology

Service Desk:
A wide variety of services offered. High first-time resolution rate for calls and requests.
7.3.1 The Service Desk

Terminology

SERVICE DESK STRUCTURES:
Relates to the physical organization of the service desk.
7.3.1 The Service Desk

Terminology

Local
The Service Desk is situated in the same physical location (or time zone for international organizations) as the user groups that it serves.
7.3.1 The Service Desk

Terminology

Central
A centralized Service Desk serves multiple user groups from different physical locations.
7.3.1 The Service Desk

Terminology

Virtual
A Service Desk that has no physical structure, but instead relies on technology to coordinate call resolution across disparate Service Desk staff and to provide a centralized Knowledgebase.
7.3.1 The Service Desk

Terminology

Follow-the-Sun:
Utilizing multiple Service Desks across different time-zones in order to provide 24x7 availability of the Service Desk. Typically there will still be a centrally managed Knowledgebase to enhance the quality of support delivered.
7.3.1 The Service Desk

Service Desk Skills
• Communication Skills (Most important)
• Technical Skills
• Business Understanding
7.3.1 The Service Desk

Service Desk Skills

Communication Skill
as the primary role of the Service Desk is to provide a Single Point of Contact between the end-users and the IT organization. Because of this, they will need to be able to deal effectively with a wide-range of people and situations
7.3.1 The Service Desk

Self-Help
Many organizations find it beneficial to offer "Self Help" capabilities to their users. The technology should therefore support this capability with some form of web front-end allowing web pages to be defined offering a menu-driven range of self help and service requests - with a direct interface into the back-end process-handling software
This reduces the amount of calls into the Service Desk and is often used as a source for improvements to efficiency.
7.3.1 The Service Desk

tools, systems and other technology components in order to provide effective and efficient support
• Computerized service desk systems;
• Voice services (adv. menu systems, voicemail, SMS);
• Web and email (access, notification, updates);
• Systems that contain linkages to SLAs, CMDB;
• Access to availability monitoring tools;
• Self help for customers using technology.
7.3.1 The Service Desk

Key Performance Indicators for the Service Desk
• Number of calls to Service Desk;
• Number of calls to other support staff (look to decrease escalations over time);
• Call resolution time;
• Customer satisfaction (surveys);
• Use of self help (where exists).
7.3.1 The Service Desk

Staff Retention
To ensure a balanced mix of experienced and newer staff, Service Desk Managers should use a number of methods and incentives to retain quality staff and to avoid disruption and inconsistency in the quality of support offered.
7.3.1 The Service Desk

Staff Retention methods:
• Recognition of staff achievements contributing to service quality.
• Rotation of staff onto other activities (projects, second-line support etc.).
• Team building exercises and celebrations.
• Promote the Service Desk as a potential stepping stone for staff to move into other more technical or supervisory roles (after defined time periods and skills achieved).
7.3.2 Technical Management

GOAL
To help plan, implement and maintain a stable technical infrastructure to support the organization's business processes.
7.3.2 Technical Management

To help plan, implement and maintain a stable technical infrastructure to support the organization's business processes through:
• Well designed and highly resilient, cost effective topology;
• The use of adequate technical skills to maintain the technical infrastructure in optimum condition;
• Swift use of technical skills to speedily diagnose and resolve any technical failures that do occur
7.3.2 Technical Management

Roles and Responsibilities:
• Custodian of technical knowledge and expertise related to managing the IT Infrastructure. Provides detailed technical skills and resources needed to support the ongoing operation of the IT Infrastructure.
• Plays an important role in providing the actual resources to support the IT Service Management lifecycle. Ensures resources are effectively trained and deployed to design, build, transition, operate and improve the technology to deliver and support IT Services.
7.3.3 IT Operations Management

GOaL!! :**:
To perform the daily operational activities needed to manage the IT Infrastructure. This is done according to the performance standards defined during Service Design.
7.3.3 IT Operations Management

IT Operations Management
In many senses, the function performs many of the logistical activities required for the effective and efficient delivery and support of services (e.g. Event Management).
7.3.3 IT Operations Management

Roles and Responsibilities:
• Maintenance of the 'status quo' to achieve stability of the organization's day to day processes and activities.
• Regular scrutiny and improvements to achieve improved service at reduced costs, whilst maintaining stability.
• Swift application of operational skills to diagnose and resolve any IT operations failures that occur.
7.3.3 IT Operations Management

Roles and Responsibilities:

IT Operations Management has two unique functions, which are usually organized into two groups:
IT Operations Control
Facilities Management
7.3.3 IT Operations Management

Roles and Responsibilities:

IT Operations Control
Generally staffed by shifts of operators and ensures that routine operational tasks are carried out..
Also provides centralized monitoring and control activities, usually using an Operations Bridge or Network Operations Centre. Event Management is a process carried out by IT Operations Control.
7.3.3 IT Operations Management

Roles and Responsibilities:

Facilities Management
Management of the physical IT environment, usually data centers or computer rooms. In some organizations many physical components have been outsourced and Facilities Management may include the management of the outsourcing contracts.
7.3.4 Application Management

Goal
To help design, implement and maintain stable applications to support the organization's business processes.
7.3.4 Application Management

Application Management
is usually divided into departments based on the application portfolio of the organization allowing easier specialization and more focused support.
7.3.4 Application Management

Roles and responsabilities:
• Managing Applications throughout their lifecycle;
• Supports and maintains operational applications, and plays an important role in design, testing and improvement of applications that form part of IT Services;
• Support the organization's business processes by helping to identify functional and manageability requirements for application software;
Assisting in the decision whether to build or buy an application;
• Assist in the design and/or deployment of those applications;
• Provide ongoing support and improvement of those applications;
• Identify skills required to support the applications.
7.4 Service Operation Processes
• Event Management.
• Incident Management.
• Problem Management.
• Request Fulfillment.
• Access Management.

VEr pagina 127!!
7.4.1 Event Management

GOAL
The goal of Event Management is to provide the capability to detect events, make sense of them and determine the appropriate control action. Event Management is therefore the basis for Operational Monitoring and Control.
7.4.1 Event Management

Event Management
should be utilized to detect and communicate operational information as well as warnings and exceptions, so that input can be provided for reporting the service achievements and quality levels provided.
7.4.1 Event Management

Event
a change of state that has significance for the management of a configuration Item(including IT Services). This can be detected by technical staff or be automated alerts or notifications created by the CI monitoring tools.
7.4.1 Event Management

Alert:
A warning that a threshold has ben reached or something has been changed. (An event has occurred).
7.4.1 Event Management

Trigger:
An indication that some action or response to an Event may be needed.
7.4.1 Event Management

Different types of events:
Events that signify regular operation (e.g. A scheduled backup occurred successfully).
• Events that signify an exception (e.g. A scheduled backup failed).
• Events that signify unusual but not exceptional operation. These are an indication that the situation may require closer monitoring (e.g. No backup initiated within last 72 hours).
7.4.1 Event Management

Activities
-Event ocurrs
-Event Detection
-Alert
-Event Filtering
-Significance of events
-Event correlation
-Trigger
-Response selection
-Review Actions
-Close event
7.4.1 Event Management

Event Management initiall focus
will be on providing the foundation for service operation with input to Incident and Problem Management
7.4.1 Event Management

other possible interfaces that are appropriate include
• Configuration Management, with events providing information on the current (real-time) and historical status of CIs.
• Service Design processes such as Information Security, Capacity and Availability Management. Where thresholds have been set in the design of a service and associated components, Event Management should be utilized to generate events and response actions
• Service Level Management, where Event Management can enhance the capabilities to safeguard SLAs and reduce the business impact of any failures as soon as possible.
7.4.2 Incident Management

Goal
To restore normal service operation as quickly as possible and minimize the adverse impact on business operations, thus ensuring that the best possible levels of service quality and availability are maintained.
7.4.2 Incident Management

Normal service operation is defined as
operating within the agreed Service Level Agreement (SLA) limits.
7.4.2 Incident Management

Incident Management
is not concerned with the root cause, only addressing the symptoms as quickly as possible.
7.4.2 Incident Management

What is an incident?
1. An unplanned interruption to an IT service.
2. A reduction in the quality of an IT service.
3. Failure of a CI that has not yet affected service, but could likely disrupt service if left unchecked. This can be raised by internal IT staff.
7.4.2 Incident Management

Major concepts:

Categorization:
Categorization is the unemotional/statistical aspect of prioritization.
7.4.2 Incident Management

Major concepts:

PRIORITY =
IMPACT + URGENCY
7.4.2 Incident Management

Major concepts:

Impact
Degree to which the user/business is affected
7.4.2 Incident Management

Major concepts:

Urgency
Degree to which resolution can be delayed
7.4.2 Incident Management

Major concepts:

Escalation
Escalation is the human element of Incident Prioritization. It helps us identify incidents that may need to be moved up or down the priority list due to changing factors or priorities. Escalations can also be combined.
7.4.2 Incident Management

Major concepts:

Functional
• Based on knowledge or expertise.
• Also known as "Horizontal Escalation".
7.4.2 Incident Management

Major concepts:

Hierarchical
• For corrective actions by authorized line management.
• Also known as "Vertical Escalation" .
• When resolution of an incident will not be in time or satisfactory.
7.4.2 Incident Management

Activities
Ownership, monitoring, tracking, and comunication.
Incident identification / Loggin
Categorization & initual support, prioritization
investigation & diagnosis
resolution & recovery
incident closure
7.4.2 Incident Management

Activities

Ownership, Monitoring, Tracking & Communication
• The Service Desk typically OWNS/accountable for ALL Incidents.
• Monitor progress, escalation of Incidents.
• Advise user and IT management.
7.4.2 Incident Management

Activities

Incident identification and Logging
• Update/confirm Incident and user details
7.4.2 Incident Management

Activities

Categorization, Prioritization (Most critical activity) & Initial Support
• Categorize so the exact type of call is recorded e.g. Incident (E.g. Desktop, Network, Email).
• Assess urgency and impact to assign correct priority.
• Match against existing Problems/Known Errors.
• Match multiple Incidents and create new Problem record (if necessary).
• Provide initial support based on evidence already gathered (such as currently known issues).
7.4.2 Incident Management

Activities

Investigation and Diagnosis
• Assess the Incident details and provide workaround (if available).
• Escalate to support areas (Functional) or IT management (Hierarchical).
7.4.2 Incident Management

Activities

Resolution and Recovery
• Resolve the Incident or raise a RFC.
7.4.2 Incident Management

Activities

Incident Closure
• Update details of actions taken and classification of Incident.
• Confirm closure with User.
7.4.2 Incident Management

Major Incidents
The highest category or impact defined for an incident. A major incident results in significant disruption to the business.

A separate procedure, with shorter timescales and greater urgency, must be used for 'major' incidents.

This often leads directly into Problem Management, to ensure that the root-cause of the Incident is removed and the incident never occurs again.
7.4.2 Incident Management

Roles and Responsibilities:
Incident Manager
Service Desk
1st, 2nd, 3rd line support groups
7.4.2 Incident Management

Roles and Responsibilities:

Incident Manager
• Drive effectiveness & efficiency of process.
• Manage incident management team.
• Ensure SLA targets for Incident resolution are met.

Skills:
• Analytical.
• Technical.
• Business understanding.
• Communication.
• Calm under pressure.
7.4.2 Incident Management

Roles and Responsibilities:

Service Desk
• Log/record Incidents.
• Incident classification and categorization.
• Provide initial support.
• Match to existing Incident or Problem records.
• Manage communication with end-users.
7.4.2 Incident Management

Roles and Responsibilities:

1st, 2nd, 3rd line support groups
Including Technical and Application Management

• Incident classification.
• Investigation and resolution of Incidents.
7.4.2 Incident Management

Key Performance Indicators for Incident Management
• Total number of incidents;
• Percentage of Incidents handled within agreed response time (Incident response-time targets may be specified in SLAs, for example, by impact code);
• Average cost per Incident;
• Percentage of Incidents closed by the Service Desk without reference to other levels of support;
• Number and percentage of Incidents resolved remotely, without the need for a visit.
7.4.3 Problem Management
Problem Management is responsible for managing lifecycle of all problems.
7.4.3 Problem Management

primary objectives of Problem Management are
• To prevent problems and resulting incidents from happening.
• To eliminate recurring incidents.
• To minimize the impact of incidents that cannot be prevented.
7.4.3 Problem Management

Defined as two major processes
1. Reactive Problem Management.
2. Proactive Problem Management * * Initiated in Service Operation but generally driven as part of Continual Service Improvemen.
7.4.3 Problem Management

Terminology

Problem
Unknown underlying cause of one or more Incidents (The investigation).
7.4.3 Problem Management

Terminology

Known Error:
Known underlying cause. Successful diagnosis of the root cause of a Problem, and workaround or permanent solution has been identified
7.4.3 Problem Management

Terminology

KEDB:
Known Error Database, where Known Errors and their documented workarounds are maintained. This database is owned by Problem Management.
7.4.3 Problem Management

Terminology

Workaround
The pre-defined and documented technique in which to restore functionality to the user with the required functionality. A workaround is NOT a permanent (structural) solution, and only addresses the symptoms of errors. These workarounds are stored in the KEDB (or Service Knowledge Management System).
7.4.3 Problem Management

Relationship with other Processes
pag 136
7.4.3 Problem Management

Why do some Problems not get diagnosed?
• Because the root cause is not always found.
7.4.3 Problem Management

Why do some Known Errors not get fixed?
• Because we may decide that the costs exceed the benefits of fixing the error; or.
• Because it may be fixed in an upcoming patch from development teams or suppliers.
7.4.3 Problem Management

Two Sub-Processes of Problem Management
Reactive Problem Management
Proactive Problem Management
7.4.3 Problem Management

The main goal of Proactive Problem Management
is to identify errors that might otherwise be missed.
7.4.3 Problem Management

Proactive Problem Management
analyses Incident Records, and uses data collected by other IT Service Management processes and external sources to identify trends or significant problems.
7.4.3 Problem Management

The activities of Reactive Problem Management
1. Problem detection.
2. Problem logging.
3. Problem categorization.
4. Problem investigation and diagnosis.
5. Workarounds.
6. Raising a Known Error record.
7. Problem resolution.
8. Problem closure.
9. Major Problem reviews .
7.4.3 Problem Management

Major Problem Review:
After every major problem, while memories are still fresh a review should be conducted to learn any lessons for the future.
7.4.3 Problem Management

Major Problem Review:

Specifically the review should examine:
• Those things that were done correctly;
• Those things that were done wrong;
• What could be done better in the future?;
• How to prevent recurrence;
• Whether there has been any third-party responsibility and whether follow-up actions are needed.
7.4.3 Problem Management

Proactive Problem Management

The two main activities of Proactive Problem Management are
Trend Analysis
Targeting Preventative Action
7.4.3 Problem Management

Proactive Problem Management

Trend Analysis
• Review reports from other processes (e.g. trends in incidents, availability levels, relationships with changes and releases).
• Identify recurring Problems or training opportunities for IT staff, customers and end users.
7.4.3 Problem Management

Proactive Problem Management

Targeting Preventative Action
• Perform a cost-benefit analysis of all costs associated with prevention.
• Target specific areas taking up the most support attentio.
• Coordinate preventative action with Availability and Capacity Management, focusing on vulnerable areas of the infrastructure (e.g. single points of failure, components reaching full capacity/utilization)
7.4.3 Problem Management

Roles and Responsibilities
Problem Manager
Problem Manager Team
7.4.3 Problem Management

Roles and Responsibilities

Problem Manager
Drive effectiveness & efficiency of process
• Manage the Problem Management team
• Liaise with customers, IT executive, IT platform managers Skills
• Business knowledge
• Lateral thinker
• Coordination skills
7.4.3 Problem Management

Roles and Responsibilities

Problem Management Team
Including Application and Technical Management functions • Reactive & proactive problem management
• Provide management reports
• Assist Incident Management Skills
• Analytical, technical, business knowledge
7.4.4 Request Fulfillment

GOAL
Request Fulfilment is concerned with fulfilling requests from the end user community using consistent and repeatable methods
7.4.4 Request Fulfillment

Objectives
• To provide a channel for users to request and receive standard services for which a pre-defined approval (from Change Management) qualification exists.
• To provide information to users and customers about the availability of services and the procedure for obtaining them.
• To source and deliver the components of requested standard services.
• To assist with general information, complaints or comments.
7.4.4 Request Fulfillment

Scope
The scope of Request Fulfilment is influenced heavily by the success of Change Management and what types of pre-approved changes can be effectively managed, controlled and implemented by the IT department
7.4.4 Request Fulfillment

As part of continual improvement, the scope of Request Fulfilment should grow over time as maturity develops for Service Requests, including:
• Users and customers asking questions, providing comments and making complaints.
• Users seeking changes to their access levels (utilizes Access Management).
• Users wishing to have common services and applications installed for their use (including Standard Changes).
7.4.4 Request Fulfillment

Request Models

predefined request models should be defined that document:
• What activities are required to fulfill the request.
• The roles and responsibilities involved.
• Target timescales and escalation paths.
• Other policies or requirements that apply.
7.4.4 Request Fulfillment

Activities
1. Menu selection
2. Financial Approva
3. 'Other' Approval
4. Fulfilment
5. Closure
7.4.4 Request Fulfillment

Activities

1. Menu selection
Where practical, some mechanism of self-help should be utilized so that users can generate Service Requests using technology that interfaces with existing Service Management tools
7.4.4 Request Fulfillment

Activities

2. Financial Approva
some form of financial approval that is required when there are financial implications (usually those above a defined dollar amount). It may be possible to agree upon fixed prices for 'standard' requests, otherwise the cost must be estimated and submitted to the user/customer for financial approval
7.4.4 Request Fulfillment

Activities

3. 'Other' Approval
Where there may be compliance and regulatory implications for the service request, wider business approval may be needed.
7.4.4 Request Fulfillment

Activities

4. Fulfilment
Some requests can be fulfilled using only automated mechanisms. Others may be fulfilled by the Service Desk at the first-line, or escalated where necessary to internal or external specialist groups.
7.4.4 Request Fulfillment

Activities

5. Closure
When the Service Request has been fulfilled, it should be referred back to the Service Desk to initiate closure.
7.4.5 Access Management

GOal
Access Management's primary objective is to provide capabilities for the granting of authorized users the right to use a service while preventing access to non-authorized users. In doing so, it helps to protect the confidentiality, integrity and availability (CIA) of the organization's services, assets, facilities and information. In practice, Access Management is the operational enforcement of the policies defined by Information Security Management.
7.4.5 Access Management

Activities
Request Access
Verification
Proving Rights
Monitoring Identity Status
Loggin & Tracking access
Removing or restricting rights
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