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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. 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

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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 5 Service Operation

  3. 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

  4. 5.1 Introduction

  5. 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

  6. 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 .

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

  8. 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

  9. 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

  10. 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

  11. Internal IT View vs. External Business View

  12. Internal IT View vs. External Business View 3-1

  13. Internal IT View vs. External Business View 3-2

  14. Internal IT View vs. External Business View 3-3

  15. Stability vs. Responsiveness

  16. Stability vs. Responsiveness

  17. Stability vs. Responsiveness

  18. Quality of Service vs. Cost of Service

  19. Quality of Service vs. Cost of Service

  20. Quality of Service vs. Cost of Service

  21. Reactive vs. Proactive

  22. Reactive vs. Proactive

  23. Reactive vs. Proactive

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

  25. 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

  26. 5.2 Service OperationProcesses

  27. Event Management • Objectives • Basic concepts • Roles

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

  29. 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

  30. Event Management — Logging andFiltering Exception Warning Filter Information

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

  32. 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

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

  34. Metrics of Event Management

  35. Designing for event management 1.Instrumentation 2.Error Messaging

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

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

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

  39. 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

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

  41. 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

  42. 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

  43. Incident Management — Activities

  44. 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

  45. Example

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

  47. 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

  48. 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)

  49. 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

  50. 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

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