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IT Service Management 2011 年度教育部 -IBM 精品课程 PowerPoint Presentation
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IT Service Management 2011 年度教育部 -IBM 精品课程

IT Service Management 2011 年度教育部 -IBM 精品课程

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IT Service Management 2011 年度教育部 -IBM 精品课程

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  1. IT Service Management2011年度教育部-IBM精品课程 同济大学软件学院 严海洲 yanhaizhou@tongji.edu.cn

  2. Chapter 3 Service Design

  3. Tivoli Software 服务设计 • 服务设计面向开发者和运维人员 •服务设计为服务和服务管理流程的设计和开发提供指导。 • 《服务设计》介绍了如下的主题和流程: • Service Design Principles • Service Design Processes Service Catalogue Mgmt Service Level Mgmt Capacity Mgmt Availability Mgmt Service Continuity Mgmt Information Security Mgmt Supplier Mgmt • Service Design Technology • Service Design Implementation Service Design Service Strategy ITIL

  4. 3.1 Introduction

  5. Each individual Service Design is also considered in conjunction with each of the other aspects of Service Design: • The Service Management systems and tools, especially the Service Portfolio • The technology architectures and management systems • The processes • The measurement methods and metrics

  6. Service Design (SD) • Provides guidance for the design and development of services and Service Management processes • The scope includes new services , and the changes and improvements necessary to increase or maintain value to customers over the lifecycle of services

  7. What is Service Design?(SD) • How to design and develop services and service management processes, converting strategic objectives into portfolios of services and service assets --4 types of assets are IT Infrastructure, applications, information and people --Emphasis on re-use during design Solution design produced in conformance to strategies and constraints from Service Strategy Requirements extracted from Service Portfolio and are analyzed, documented and agreed

  8. Goals of Service Design • • Ensure a holistic approach to service design for new or significantly changing services to ensure consistency and integration with all processes, architectures, technology, and management systems • • Manage risks so they can be removed or mitigated before going live • • Realize the strategy and facilitate the introduction of the services into the live environment • • Effectively design a service up-front to reduce the likelihood of improvement during the service life-cycle and ensure the service is cost-effective and supportable • • Produce and maintain IT plans, processes, policies, architectures and frameworks for quality IT design

  9. Scope of SD • Design of: – New and changed services – Service Portfolio and Service Catalog – Technology architecture and management systems – Processes required – Measurement methods and metrics

  10. OVERVIEW--Five Aspects of Service Design

  11. Service Design Key concepts • Four Ps • Service Design Package • Aspects of Service Design Processes • Service Level Management • Service Catalog Management • Availability Management • Information Security Management • Supplier Management • Capacity Management • IT Service Continuity Management

  12. Service Design Activities • Analyze business requirements • Identify solution alternatives, with a view to re-using existing components Design the solution Develop the service acceptance criteria Evaluate total costs, agree on expenditures Confirm solution is in balance with all strategies, architectures, policies and plans Ensure governance and security controls are included Complete IT Organizational readiness assessment Align the supplier and supporting agreements Assemble the Service Design Package (SDP) • • • • • • • •

  13. Value to business of SD • Reduced total cost of ownership (TCO) • Improved quality of service • Improved consistency of service • Easier implementation of new/changed services • Improved service alignment • More effective service improvement • Improved IT governance • More effective ITSM • Improved information and decision making

  14. The implementation of ITIL Service Management as a practice is about preparing and planning the effective and efficient use of the four Ps: the People, the Processes, the Products (services, technology and tools) and the Partners (suppliers, manufacturers and vendors),

  15. Service Design Key Topics • The Service Portfolio Describes a provider’s services in terms of business value Allows you to answer this question in your IT Org: --Why should a customer buy these services? --Why should they buy them from you? --What are the pricing or chargeback models? --What are my strengths, weaknesses, priorities and risks --How should my resources and capabilities be allocated? Should be part of a Service Knowledge Management System and managed in the Configuration Mgt System

  16. Service Design Key Topics • Service Models Service Models describe the structure and dynamics of a service, serving as blueprints to communicate and collaborate on value creation Codifies: --The service strategy for a market space --The structure and dynamics of services Describes how service assets interact with customer assets and create value for a given portfolio of contracts --Service agreements specify terms and conditions under which interaction occurs with commitments and expectations each side

  17. Service Design Key Topics • Service Design Package (SDP) SDP details all aspects of the service and its requirements through all stages of its lifecycle Produced: --During the design stage for each new Service --When a major change to a Service is to be done --When a Service is removed --When the SDP itself has to be changed Passed from Service Design to Service Transition Contents: requirements, service design, organizational readiness assessment, service lifecycle plan

  18. Service Design Key Topics • Service Sourcing Approaches and Options Gap between current and desired capabilities of a Service organization need not be addressed by the organization by itself Service sourcing strategies: --In sourcing, outsourcing, co-sourcing --Partnership --Multi-sourcing --Business process Outsourcing (BPO) --Application Service Provision --Knowledge Process Outsourcing (KPO)

  19. 5 major aspects of Service Design • Services – Including requirements • Service management systems and tools – Especially the Service Portfolio • Technical and management architectures – And supporting tools • ITSM processes • Measurement systems and metrics

  20. Value to business • Reduced Total Cost of Ownership (TCO) • Improved quality of service • Improved consistency of service • Easier implementation of new or changed services • Improved service alignment • More effective service performance • Improved IT governance • More effective Service Management and IT processes • Improved information and decision-making

  21. 3.2 Service Design processes

  22. Processes within Service Design • Service Catalogue Management • Service Level Management • Capacity Management • Availability Management • IT Service Continuity Management • Information Security Management • Supplier Management

  23. Service Catalog Management • Objectives • Basic concepts • Roles

  24. The goal of the Service Catalogue Management process is to ensure that a Service Catalogue is produced and maintained, containing accurate information on all operational services and those being prepared to be run operationally. • The Service Catalogue Management activities should include: • Definition of the service • Production and maintenance of an accurate Service Catalogue • Interfaces, dependencies and consistency between the Service Catalogue and Service Portfolio • Interfaces and dependencies between all services and supporting services within the Service Catalogue and the CMS • Interfaces and dependencies between all services, and supporting components and Configuration Items (CIs) within the Service Catalogue and the CMS. SERVICE CATALOGUE MANAGEMENT

  25. Service Catalogue • Part of the Service Portfolio • Services available for deployment or use • Information to be shared with customers • Business Service Catalog – Services of interest to customers • Technical Service Catalog – Underpinning services of interest to IT

  26. Business Service Catalogue and Technical Service Catalogue

  27. Service Catalog Management — Objectives • Create and manage an accurate Service Catalog – A single source of information on all services

  28. Service Catalog Management — Basic concepts • The Service Catalog – Part of the Service Portfolio – Details of all operational services and those being prepared for transition – Business Service Catalog • Details of all of the IT services delivered to customers • Visible to the customers – Technical Service Catalog • Details of all supporting services • Not usually visible to customers

  29. Service Catalog Management — Roles • Service Catalog Manager – Produce and maintain the Service Catalog – Ensure all operational services and those being prepared for operational running are recorded – Ensure all information in the Service Catalog is accurate and up to date – Ensure all information is consistent with the information in the Service Portfolio – Ensure all information is adequately protected and backed-up

  30. Service Level Management • Objectives • Scope • Business value • Basic concepts • Activities • Roles • Interfaces • Key metrics • Challenges

  31. Service Level Management • The objectives of SLM • Define, document, agree, monitor, measure, report and review the level of IT services provision for all services • Promote and build good relationship with the business and customers • Monitor and improve customer satisfaction with the quality of service delivered • Provide specific and measurable targets • Level of service defined clearly and unambiguously • Proactively improve service levels where cost justifiable.

  32. Three Types of Service Level Standards • Service Level Agreement (SLA) • A formal , negotiated, document that defines in quantitative terms the IT service to be offered to a customer. • An Agreement between an IT Service Provider and a Customer. The SLA describes the IT Service, documents Service Level Targets, and specifies the responsibilities of the IT Service Provider and the Customer. A single SLA may cover multiple IT Services or multiple customers. • Operational Level Agreements (OLA) • A formal agreement owned by the service management team between IT functions defining a working relationship required to support an SLA or service. • An Agreement between an IT Service Provider and another part of the same Organization. An OLA supports the IT Service Provider’s delivery of IT Services to Customers. The OLA defines the goods or Services to be provided and the responsibilities of both parties. • Underpinning Contract (UC) • A formal agreement owned by the service management team between the IT organization and a third party supplier defining a working relationship required to support an SLA or service. • A Contract between an IT Service Provider and a Third Party. The Third Party provides goods or Services that support delivery of an IT Service to a Customer. The Underpinning Contract defines targets and responsibilities that are required to meet agreed Service Level Targets in an SLA.

  33. Service Level Management

  34. The Process of SLM

  35. Service Level Management — Objectives • Negotiate, agree and document service levels • Measure, report and improve service levels • Communicate with business and customers

  36. Service Level Management — Scope • Ensure quality of service matches expectations – Existing services – Requirements for new or changed services. – Expectation and perception of the business, customers and users

  37. Service Level Management — Business Value • Consistent interface to the business for all IT service related issues • Feedback on service failures or breaches & resolution actions taken • Reliable communications channel and trusted relationship

  38. The Relationship of SLA,OLA & UC

  39. Service Level Management — Activities • Design SLA frameworks • Identify Service Level Requirements (SLRs) – Agree and document Service Level Agreements (SLAs) – Negotiate and document Operational Level Agreements (OLAs) and Underpinning Contracts (UCs) • Monitor service performance against SLA • Measure and improve Customer Satisfaction • Review and revise underpinning agreements and service scope • Produce service reports • Conduct service reviews and instigate improvements • Review and revise SLAs, OLAs and UCs • Develop contacts and relationships • Manage complaints and compliments

  40. Service Level Management — Key metrics • Number and % of targets being met • Number and severity of service breaches • Number and % of up to date SLAs • Number of services with timely reports and service reviews • Improvements in Customer Satisfaction

  41. Service Level Management — Roles • Service Level Manager – Process Owner – Understand Customers – Create and Maintain SLAs and OLAs – Review and Reporting – Ensure that Changes are assessed for impact on service levels

  42. Service Level Management — Challenges • • Identifying appropriate customer/business • representatives • • Overcoming ‘current issues’ • • Differing requirements at different levels within the customer community • • Achieving accurate monitoring of service achievements • • Getting SLAs signed at the appropriate level

  43. Service Level Management — Interfaces • Service Portfolio Management • Service Catalog Management • Supplier Management • Availability Management, Capacity Management and ITSCM – To understand risks, options and BIA • Service Knowledge Management System • Continuous Service Improvement • All other service management processes – To agree and document required customer outcomes

  44. Capacity Management • Objectives • Basic concepts • Roles

  45. CAPACITY MANAGEMENT • The objectives of CM • Produce and maintain an appropriate and up-to-date Capacity Plan, which reflects the current and future needs of the business • Provide advice and guidance to all other areas of the business and IT on all capacity- and performancerelated issues • Ensure that service performance achievements meet or exceed all of their agreed performance targets, by managing the performance and capacity of both services and resources • Assist with the diagnosis and resolution of performance- and capacity-related incidents and problems • Assess the impact of all changes on the Capacity Plan, and the performance and capacity of all services and resources • Ensure that proactive measures to improve the performance of services are implemented wherever it is cost-justifiable to do so

  46. Three supporting sub-processes • Business Capacity Management • This sub-process translates business needs and plans into requirements for service and IT infrastructure, ensuring that the future business requirements for IT services are quantified, designed, planned and implemented in a timely fashion. • Service Capacity Management • The focus of this sub-process is the management, control and prediction of the end-to-end performance and capacity of the live, operational IT services usage and workloads. • Component Capacity Management • The focus in this sub-process is the management, control and prediction of the performance, utilization and capacity of individual IT technology components.

  47. The role of sub-processes and the use of tools

  48. Capacity Management — Objectives • • To produce and maintain a Capacity Plan • • To provide advice and guidance on capacity and • performance related issues • • To ensure services meet or exceed performance targets • • To assist in diagnosing and resolving capacity related problems and incidents • • To assess the impact of changes on the Capacity Plan • • Proactive capacity and performance measures

  49. Capacity Management — Basic concepts • Balancing costs against resources needed • Balancing supply against demand • Should be involved at all stages of the lifecycle • Forward looking, regularly updated Capacity Plan • Three levels of concern: – Business Capacity Management – Service Capacity Management – Component Capacity Management • Capacity Management Information System

  50. Capacity Management — Roles • Capacity Manager – Process owner – Proactive planning • Service Level Manager – Provides capacity requirements through discussions with the Business users • Technical and Application Management – Day-to-day capacity management activities – Reacting to capacity incidents and problems