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

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

Chapter 5 Service Operation

Tivoli Software 服务运营 •服务运营指导如何达到服务交付和服务支持的效果和效率，从而确保客户和服务提供者的价值得以实现。 • 《服务运营》介绍了如下的主题和流程： • Service Operation Principles • Service Operation Processes Event Management Incident Management Request Fulfillment Problem Management Access Management • Common Service Operation Activities Service Design Service Strategy IT Operations ( Console, Job Scheduling etc.) Mainframe Support Server Mgmt and Support ITIL Service Operation Desktop Support, Middleware Mgmt, Internet/Web Mgmt Application Mgmt Activities • Organization Service Operation Service Desk Technical Management IT Operations Management Application Management Service Transition

5.1 Introduction

Service Operation (SO) • Coordinate and carry-out day-to-day activities and processes to deliver and manage services at agreed levels • Ongoing management of the technology that is used to deliver and support services • Where the plans, designs and optimizations are executed and measured

Service Operation Goals • Coordinate and Execute: all ongoing activities required to deliver and support services --Execute the Services --Coordinate Service Management processes --Management of the technology infrastructure used to deliver services --Coordinate the people who manage the technology, processes, and services .

Scope of SO • Ongoing management of: – The services themselves – The Service Management processes – Technology – People .

Value to business of SO • Where actual value of strategy, design and transition are realized by the customers and users Though • Where business dependency usually commences

ACHIEVING BALANCE IN SERVICE OPERATION • Service Operation: More than repetitive execution --Services delivered in a changing environment --Conflict between status quo and adaptation --Balance between conflicting sets of priorities • Balance Areas of Conflict: --Internal IT View vs. External Business View --Stability vs. Responsiveness --Quality of Service vs. Cost of Service --Reactive vs. Proactive

ACHIEVING BALANCE IN SERVICE OPERATION • Internal IT View vs. External Business View --Internal: IT components and systems --External: Users and customer experiences • Stability vs. Responsiveness --Stability: Stable platform and consistent --Responsiveness: Quick response and flexible • Quality of Service vs. Cost of Service --Quality: Consistent delivery of service --Cost: Costs and resource utilization optimal • Reactive vs. Proactive --Reactive: Does not act until prompted --Proactive: Always looking to improve

Internal IT View vs. External Business View

Internal IT View vs. External Business View 3-1

Stability vs. Responsiveness

Quality of Service vs. Cost of Service

Reactive vs. Proactive

Operational Health • What is operation health? • Who should pay attention to operation healthy? • Think your Health....... Heart? Brain? or others?

Communication • Good communication is needed between all ITSM personnel and with users/customers/partners • Issues can often be mitigated or avoided through good communication • All communication should have: – Intended purpose and/or resultant action – Clear audience, who should be involved in deciding the need/format

5.2 Service OperationProcesses

Event Management • Objectives • Basic concepts • Roles

Event Management — Objectives • Detect, make sense of them, and determine the appropriate control action • Event Management is the basis for Operational Monitoring and Control

Event Management — Basic concepts • Event An alert or notification created by any IT Service, Configuration Item or monitoring tool. For example a batch job has completed. Events typically require IT Operations personnel to take actions, and often lead to Incidents being logged. • Event Management The Process responsible for managing Events throughout their Lifecycle. • Alert

Event Management — Logging andFiltering Exception Warning Filter Information

Event Management — Managing Exceptions Incident Management Incident Incident /Proble m/Chan ge Problem Management Change Management Problem RFC Exception

Event Management —Information and Warnings Incident Incident /Proble m/Chan ge Alert Do any one or combination of … Problem RFC Human Intervention Warning Auto Response Log Information

Event Management — Roles • Event management roles are filled by people in the following functions – Service Desk – Technical Management – Application Management – IT Operations Management

Metrics of Event Management

Designing for event management 1.Instrumentation 2.Error Messaging

Designing for event management 3.Event Detection and Alert Mechanisms 4.Identification of thresholds

Incident Management • Objectives • Scope • Business value • Basic concepts • Activities • Interfaces • Key metrics • Roles • Challenges

Incident Management — Objective • To restore normal service operation as quickly as possible and minimize adverse impact on the business

Incident Management — Scope • Managing any disruption or potential disruption to live IT services • Incidents are identified – Directly by users through the Service Desk – Through an interface from Event Management to Incident Management tools • Reported and/or logged by technical staff

Incident Management — Business value • Quicker incident resolution • Improved quality • Reduced support costs

Why Incident Management Ensure the best use of resource to support the business Develop and maintain meaningful records relating to incidents Devise and apply a consistent approach to all incidents reported Incident Definition An incident is an event which is not part of the standard operation of a service and which causes, or may cause an interruption to, or a reduction in the quality of that service

Incident Management — Basic concepts • An Incident – An unplanned interruption or reduction in the quality of an IT Service – Any event which could affect an IT Service in the future is also an Incident • Timescales • Incident Models • Major Incidents

Incident Management — Activities

Impact, Urgency & Priority IMPACT - The likely effect the incident will have on the business (e.g. numbers affected, magnitude) URGENCY - Assessment of the speed with which an incident or problem requires resolution (i.e. how much delay will the resolution bear) PRIORITY - the relative sequence in which an incident or problem needs to be resolved, based on impact and urgency

Example

Incident Management — Interfaces • Problem Management • Service Asset and Configuration Management (SACM) • Change Management • Capacity Management • Availability Management • Service Level Management

Incident Management — Key metrics • • Total number of incidents (as a control measure) • • Breakdown of incidents at each stage (for example, logged, WIP, closed, etc.) • • Size of incident backlog • • Mean elapsed time to resolution • • % resolved by the Service Desk (first-line fix) • • % handled within agreed response time • • % resolved within agreed Service Level Agreement target • • No. and % of Major Incidents • • No. and % of incident correctly assigned • • Average cost of incident handling

Incident Management — Roles • Incident Manager – May be performed by Service Desk Supervisor • Super Users • First-Line Support – Usually Service Desk Analysts • Second-Line Support • Third-Line Support (Technical Management, IT Operations, Applications Management, Third-party suppliers)

Benefits • Reduced business impact of Incidents by timely resolution • Improved monitoring of performance against targets • Elimination of lost Incidents and Service Requests • More accurate CMDB information • Improved User satisfaction • Less disruption to both IT support staff and Users

Possible Problems • Lack of Management commitment • Lack of agreed Customer service levels • Lack of knowledge or resources for resolving incidents • Poorly integrated processes • Unsuitable software tools • Users and IT staff bypassing the process

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