Purpose – toprovide and maintainasingle source of consistent infoon all operational services.
ToolsSelection
Scope – Toprovide and maintainaccurate infoon oon all services being transitionedto thelive environment.
T N E M E G A N A M E U G O L A T A C E C I V R E S
Consideration must begiven to platform onwhich tool wil be expected to operate. Duringearly stages think about vendorandtool credibility. Asses tradingneeds of organisation.
Defining tool SERVICE requirements: MANAGEMENT TOOLS
To fully implement management of applications companies use SDLC
Alldesign activities operate within many constraints
Datastructure Conformity to internationalopen standards Flexibility inimplementation, usage and data sharing. Support formonitoringservice levels.
AVAILABILITY MANAGEMENT The application portfolio
Value to thebusiness – Providesa central sourceof infoon the
This is simply a full record of all applications
ITservices delivered by theservice provider catalogue. To be fullyactivedemand needs to be active throughoutthe whol e lifecycle.
Tool has to be implemented. Hardwareplatform has been prepared and software loaded: datapopulation hasto be considered.
The service PortfolioandCustomer PortfolioMinutes ofmeetings betweenbusiness relationshipmanagers andcustomers
Implementation considerations:
-Lack of,or inaccurate configurationmanagementinformation,whichresults onthe impact ofchanging demandonthe service provider’s infrastructure and applications.
-Ensures highlevel of customer satisfactionmakingsure actionmakingsure thatthe customer’s needsare met to the requirement
NewFacilities/ Features and Functionality Requirements
Increased ServiceLevelsand Service Level Targets BusinessJustification, includingFinancial and Strategic rategic aspects
General, repeatable solution to a commonly occurring problem
Facilities/Features and Functionality required (Utility)
Exact Scopeof Retirement
Management Information and Management needsrequired
Businessjustification, Financial and StrategicAspects
Whatwould replace theretiring service
Interfaces and Dependencieswithother services
BusinessProcesses supported,Dependencies,Priorities, Criticality and Impact BusinessCycles andSeasonal Variations
Disposaland/or re-use requirementsfor serviceassets andconfiguration itemsassociated withRetiring Services Heading Archiving Strategyfor any businessdata
SLRsand Service LevelTargets (Warranty)
BusinessTransaction Levels,numbersand types of users+ futuregrowth Businessjustification, includingFinancial and Strategic aspects Level ofbusiness capabilityor supportto beprovided
Business Requirements Stage shouldconsist of:
Undertakingtuning activities to make the most efficient use of existing IT resources
Business Data FinancialData
Ensuringrequiredcapacity and performance areprovided
Appointment ofa ProjectManager Identificationof Stakeholders
It is strongly recommended that a business process and solutions should be designed and developed by aSOA
Requirementsanalysis, prioritization,agreement anddocumentation Determination andagreementof outline budgets andbusiness benefits Resolution ofpotential conflict betweenbusiness unitsand agreement on corporate requirements Sign-offprocessfor the agreed requirements Development ofacustomer engagement plan
Resources: People,technology + money availablefor effort
SOA is definedby OASIS and is consideredbest practise used by many organizations
SOA brings value and agility to the developmentofself-containedservices that are reuasble
DataMigration
Data Capture Capture
WhenSOA principles are used by the IT service provider organization, it is criticalthat a accurate service ce catalogue Is maintained as part of anoverall service portfolio and CMS
Servicesolutions for new orchangedservices
Data retrieval Data &usage
Conceptextremely importantto service design activities +to balance between effortspent in design,development and delivery of service
Classifying Data
Data Ownership ValuingData
MANAGING DATA ASSETS
DataStorage
Improving quality ofData: DataIntegrity
Benedito, Christian, Kara, Abrahams, Peters, Smith, Nombewu
Data/Information Management is howan organization plans,collects, creates, organizes,uses, controls,disseminates and disposes ofitsData/Information.
Data related issues
SCOPEOF DATAMANAGEMENT KeyFactors forsuccessful DataManagement:
Theprocess required
Requirements: Scalability Businessprocesses +business units ITservice +agreed business requirements Service itself +its SLRor SLA Techinlogy components used to deploy + deliver Service Internally delivered supportingservices Externally suppliedsupportingservices Performancemeasurements +metrics required Legislated or required security levels.
*Designservice to satisfybusiness objectives basedon quality,compliance,risk andsecurityrequirements *Designa service thatcan be easilyandefficiently developedandreduce,minimizeor constrainlong rainlong term costs ofservice provision *Contributeto theimprovementofthe ITservice
Measurement methods and metrics
Service Design
Triggers
Add value to the servicesdeliveredto customers Reduce risks in the business Reduce costsof business processes Stimulate innovationin ionin internal businessprocesses nessprocesses
SDmust considerall elements.Approach shouldconsider service+its constitution components.
IDENTIFYING SERVICE REQUIREMENTS
5 Main Aspects
BALANCED DESIGN:
A numberof development tools provide variety of templates for creatingcommonapplication components
Management information and tools Technology architectures and management architectures
Persuadingthe businessto provide I formation onits strategic businessplan
Improvingserviceperformance wherever itis costjustifiable
Functionality: Serviceor productand everything that is partof theserviceand its provision
Templates andcode generation
ITIL SERVICE DESIGN Balancingcostagainst demands
Challenges+ Risks: Risks: Main challengetomeet and manageexpectations ofthe customers. Risks: Lack ofcommitment Lack ofsenior management commitment Labour-intensivereporting process.
DelicateBalancing act ensuring functionality+ targets aremet
Informationon Requirements ofNew Services
Periodic trendingand modelling
InformationManagement: InformationManagement: Process should maintain an AIMS thatcontains hatcontains all ofthe measurements+ information requiredto completethe availabilitymanagement process +provide appropriateinformation.
Balancingthe relationship among resources
Design patterns
Changesin BusinessProcesses, Dependencies,Priorities, Criticality and Impact Changesin volumesof ServiceTransition
CSF- accurate business forecast KPI – accurate forecast of planned expenditure
CAPACITY MANAGEMENT
Policies,principles +basic concepts: Continually trying toensure all operational servicesmeet their agreed availability targets.
Managing trade-offs Informationon Requirements ofExistingServices
SERVICE DESIGN TOOLS
Scope: Covers thedesign, implementation, measurement,management andimprovement ofIT service
Criticalsuccess factors +key performanceindicators: indicators : Each org shouldidentify appropriateCSF’s based onits objectives for theprocess.
Triggers,inputs,outputs + interfaces: interfaces: Events trigger availability managements activities Sources of information are relevant toavailability managements.
Design of specific applications
Environmental Design
Enable:
Process Design
This covers all management and operational aspects and provides solutions
The most important phase, ensures that an application is conceived with operability and management
Informationon Requirements ofRetiringServices
Produce andmaintainan appropriate upto datecapacity plan
Application frameworks
Software Design
Usefulin:
Offeringmodellingand simulationfacilities.
Out of thebox Configuration Custimization
Value tobusiness: Availabilityof systems + services matchesevolving agreed needsof business.
Hardware Design
Management ofservice cost
BusinessPlans MarketingPlans SalesForecast
DataDesign
Ensuringstandardsand conventionsare followed Offering prototyping
This means that designers are not always free to design most desirable solut ions
The primary constraints that determine the boundaries of a service solution designare the utility andwarranty desired by the customer
Speedingup design process
-The customer mightfindit difficulttobreak down individual activities thatmake sense to the service provider.
Evaluation process & criteria:
The most obvious additionalconstraintsis the financialone
Purpose +Objective: Level ofavailability delivered in all ITservices meets agreed availability.
All users havereadyaccess to the information theyneed todo their jobs Dataassets are fully exploited throughdata hroughdata sharing Dataassets are protected and secured ed with ITsecurity policies Quality oforganizations datais maintained at an acceptablelevel
Triggersare changes in thebusinessrequirements and services
Fourareas of Management included within Data/ Information Management:
Management of Data Resources
Management of Data/Information Technology
Management of Information Processes
Management of Data Standardsand Policies
DESIGN ACTIVITIES
Enable organizationto define
Business Impact Analysis Ascertainthe business needs, impactsand risks.
Critical services Acceptablelevels and times ofservice outage Critical businessand serviceperiods Cost ofloss ofservice Security i ty implicationstothelossofaservice
2Areas
IMPLEMENTING SERVICE DESIGN
A numberofsources ofinformation relevantto design process *service charter for new or changed services Define *Change requests from anystage of service lifecycle *Governancerequired Measure *Corporate, legal and regulatory polices requirements
Businessmanagement Service Management
Six Sigma(DMADV) usedtodevelopnew processes.
Six Sigma(DMADV) usedtodevelopnew processes.
ServiceLevelRequirements Service levelrequirement sfor all servicesare ascertained Abilityto deliveragainst these requirementsis assessed
Wheredo westart? Assessment should be taken to ascertain strengths and weaknessesmay include customer satisfactionsurveys, talking to staff, analysingprocesses
Prerequisitesforsuccess
SERVICE DESIGN MODELS
All constraints,financial budgets andplans ServiceManagementvisions, strategies,policies, objectives and plans TheService Portfolio
Designactivities aretriggered by changesin businessneeds or serviceimprovements.A structured approach tothe design activities should beadopted to ensureconsistency and integration isachieved.
Deliverables fromthe DesignActivities:
Suggested revisionsto ITstrategies and policies Designs fornewor changed services Process reviewandanalysis report Designs forrevised measurement methods andprocesses
Analyse
Design Verify Define
Risk to theS ervices and processes Consideredduring productionand preferredsolution is selected.
*A comprehensive and consistent setof services *A revised enterprise architecture *Service portfolioupdates
Inputs tovarious DesignActivities are:
Theprinciple interfaces to theadjacent stages of thelife-cycle *Service strategy : using information contained within itstrategy *Service transition: with the handover of the design of theservice solutionswithin theSDP * Alsointerfaces with allprocessesthat include service design activity
Measure Analyse Improve Control
Clearly define goalsand objectives Understandingof processes, procedures, functions, roles and responsibilities Understandingof interfacesand dependencies Understandingof business needs Developmeasurement and analysistechnologies Required metricsto evaluate health of service design Review ofmeasurement programme
Critical success factors and Key performance indicators
Identifyingsuitable customer representatives tonegotiate with
CSF – CSF – Based Based on the objective of a process
Bypassing theuse of the SLMprocesses Lack ofappropriate tools and resources
KPI – KPI – Developed Developed to organizations appropriate levelof maturity, CSF and particularcircumstances
Design and Development approaches
Off-the-shelf solutions
Policies principles and basicconcepts Service provider should establish clearpolicies for the conduct of the SLM process. The required and cost-justifiable service qualityis maintainedand gradually improved
Provide key information onoperational services, targets, achievements and breaches
Provide a reliable communicationchannel and a trustedrelationship with customersand businessrepresentatives
IT servicesare delivered. To monitorand measure servicesgivento customersand maintained bythe organization
Provide apoint ofregular contact and communication tothe customersand business managers
Delivery Strategies Insourcing
Description Utilize nternalorganizationr n i ternalorganizationr esources
Outsourcing
Utilize externalorganization resources
Co-sourcing or multisourcing
Combination ofinsourcing and outsourcing
Partnership
Businessprocess outsourcing(BPO)
2or more organizationsworking together to design, develop, transition, maintain, operate and support IT services Relocating entire businessfunctions usingformal agreements
Application Service provision
Provide shared computer-based services
Knowledge process outsourcing
Provide domain-basedprocess and businessexpertise
Advantages Direct Control Freedom ofchoice Purchasedexpertise Supportfor transient needs Time tomarket Control Market expansion/ entrance Competitiveresponse Singlepoint of responsibility Accessto specialist skills Low-costlocation Supportand upgrades included Significantcost savings Low-costlocation
Disadvantages Scalelimitations Costandtimeto market Less direct control Exit barriers Projectcomplexity Culture clash between companies Intellectual propertyand copyrightprotection Loss ofbusiness knowledge Loss ofrelationship witht he business Usage-basedcharging models Accessto facilitiesonly Loss ofinternalexpertise Culture clash between companies
