IT INFRASTRUCTURE MANAGEMENT(ITIM) M.SC IT SEM 4 1

IT INFRASTRUCTURE IT INFRASTRUCTURE

MANAGEMENT(ITIM)MANAGEMENT(ITIM)

COURSE CODE : COURSE CODE : PSITPSIT402402

MM.S.SCC IT IT SEM SEM 44

University of Mumbai

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Nikhil K PawanikarNikhil K PawanikarAsst ProfessorAsst [email protected]@[email protected]@gmail.com

www.udiituom.inwww.udiituom.inwww.mu.ac.inwww.mu.ac.in

Department of Information Technology

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REFERENCES

ITIL V3 Foundation Complete Certification Kit OGC - ITIL v3 - Service Strategy

Compiled Lecture slides by Nikhil K Pawanikar from the text book ITIL V3 Foundation Complete Certification Kit

Topics to cover

• Concept of service

• Service management

• Concept of good practice

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Topics to cover practice

• Functions and Processes

• Process Model

• Connecting Processes and Functions


Concept of service

Introduction

Definition

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Service - Introduction

The concept of IT Services as opposed to IT components is central tounderstanding the Service Lifecycle and IT Service Managementprinciples in general.

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principles in general.

It requires not just a learned set of skills but also a way of thinking thatoften challenges the traditional instincts of IT workers to focus on theindividual components (typically the applications or hardware undertheir care) that make up the IT infrastructure.

The mindset requires instead an alternative outlook to be maintained,with the focus being the Service oriented or end-to-end view of whattheir organization actually provides to its customers.


Service - Definition

“A service is a means of delivering value to customers byfacilitating outcomes customers want to achieve withoutthe ownership of specific costs and risks.”

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the ownership of specific costs and risks.”

Services can be understood by dividing them into

Value Proposition

Value Composition


Value Proposition

Services are a means of delivering value to customers

Customers want to achieve outcomes without the ownership of specificcosts and risks.

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costs and risks.

Outcomes are possible from the performance of tasks

Example, a storage system – a business unit needs a terabyte of securestorage, but do not wish to have accountability or ownership of all theassociated costs and risks

Another business unit within same group agrees to pay for the storageservice provided by the group under specific terms and conditions.


Consider the quality and value of that service being provided postfulfillment of online purchase

Operation and maintenance

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Operation and maintenance

Dedicated and redundant power supplies,

Qualified personnel, or the security of the building perimeter,

Administrative expenses, insurance,

Compliance with safety regulations, contingency measures,

The service provider assumes ownership and allocates those costs andrisks to every unit of storage utilized by the business and any othercustomers of the storage service.


Value Composition

From the customer’s perspective, value consists of two primaryelements: utility or fitness for purpose and warranty or fitness for use.

Utility is perceived by the customer from the attributes of the service

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Utility is perceived by the customer from the attributes of the servicethat have a positive effect on the performance of tasks associated withdesired outcomes.

Removal or relaxation of constraints on performance is also perceivedas a positive effect.

Warranty is derived from the positive effect being available whenneeded, in sufficient capacity or magnitude, and dependably in termsof continuity and security.


Utility is what the customer gets, and warranty is how it is delivered.

Customers cannot benefit from something that is fit for purpose but notfit for use, and vice versa.

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fit for use, and vice versa.

It is useful to separate the logic of utility from the logic of warranty forthe purpose of design, development and improvement

Considering all the separate controllable inputs allows for a widerrange of solutions to the problem of creating, maintaining andincreasing value.


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Take the case of the business unit utilizing the high-performance online storage service.

For them the value is not just from the functionality of

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For them the value is not just from the functionality ofonline storage but also from easy access to no less than oneterabyte of fault-tolerant storage, as and when needed,with confidentiality, integrity, and availability of data.


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Topics to cover • Service management


• Functions and processes


Service management

Service management

Concept of Service Management

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Service Management as a practice


Service management

Service management is a set of specialized organizationalcapabilities for providing value to customers in the form ofservices.

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services.

The capabilities take the form of functions and processesfor managing services over a lifecycle, with specializationsin strategy, design, transition, operation, and continualimprovement.

The capabilities represent a service organization’s capacity,competency, and confidence for action.


The act of transforming resources into valuable services is atthe core of service management.

Without these capabilities, a service organization is merely

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Without these capabilities, a service organization is merelya bundle of resources that by itself has relatively lowintrinsic value for customers.

Service management capabilities are influenced by thefollowing challenges that distinguish services from othersystems of value creation such as manufacturing, miningand agriculture


Intangible nature of the output and intermediate products of serviceprocesses : difficult to measure, control, and validate (or prove).

Demand is tightly coupled with customer’s assets: users and other

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Demand is tightly coupled with customer’s assets: users and othercustomer assets such as processes, applications, documents andtransactions arrive with demand and stimulate service production.

High-level of contact for producers and consumers of services: little orno buffer between the customer, the front-office and back-office.

The perishable nature of service output and service capacity: there isvalue for the customer in receiving assurance that the service willcontinue to be supplied with consistent quality. Providers need tosecure a steady supply of demand from customers.


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ITIL and good practice in service management

The ITIL framework is a source of good practice in servicemanagement.

ITIL is used by organizations worldwide to establish and

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ITIL is used by organizations worldwide to establish andimprove capabilities in service management.

While ISO/IEC 20000 is a standard to be achieved andmaintained for organizations seeking to have their servicemanagement capabilities audited and certified, ITIL offersa body of knowledge useful for achieving the standard.


The ITIL Library has the following components:

The ITIL Core : best practice guidance applicable to all typesof organizations who provide services to a business.

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of organizations who provide services to a business.

The ITIL Complementary Guidance : a complementary set ofpublications with guidance specific to industry sectors,organization types, operating models, and technologyarchitectures.


The ITIL Core consists of five publications. Each provides theguidance necessary for an integrated approach as requiredby the ISO/IEC 20000 standard specification:

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by the ISO/IEC 20000 standard specification:

Service Strategy

Service Design

Service Transition

Service Operation

Continual Service Improvement.


Each publication addressescapabilities having directimpaction a service provider’sperformance.

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performance.

The structure of the core is inthe form of a lifecycle. It isiterative and multidimensional.

It ensures that organizations areset up to leverage capabilitiesin one area for learning andimprovements in others.

Fig : ITIL Core


The core is expected to provide structure, stability andstrength to service management capabilities with durableprinciples, methods and tools.

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principles, methods and tools.

This serves to protect investments and provide thenecessary basis for measurement, learning andimprovement.

The guidance in ITIL can be adapted for use in variousbusiness environments and organizational strategies.


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Processes & Functions

Defining Processes

Defining Functions

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Defining Functions

Functions refer to the logical grouping of roles andautomated measures that execute a defined process, anactivity or combination of both

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activity or combination of both

The functions within Service Operation are needed tomanage the ‘steady state’ operation IT environment.

Just like in sports where each player will have a specific roleto play in the overall team strategy, IT Functions define thedifferent roles and responsibilities required for the overalldesign, delivery and management IT Services.


Functions are units of organizations specialized to performcertain types of work and be responsible for specificoutcomes.

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outcomes.

Functions are a way of structuring organizations toimplement the specialization principle.

Functions typically define roles and the associatedauthority and responsibility for a specific performance andoutcomes.


Defining Processes

Processes can be defined as a structured set of coordinatedactivities designed to produce an outcome and providevalue to customers or stakeholders.

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value to customers or stakeholders.

A process takes one or more inputs and through theactivities performed turns them into defined outputs


Some principles:

All processes should be measurable and performance driven(not just time, but measuring overall efficiency including cost,

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(not just time, but measuring overall efficiency including cost,effort and other resources used).

Processes are strategic assets when they create competitiveadvantage and market differentiation.

Processes may define roles, responsibilities, tools,management controls, policies, standards, guidelines,activities and work instructions if they are needed.


A process owner is the person responsible for ensuring thatthe process is fit for the desired purpose and is accountablefor the outputs of that process.

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for the outputs of that process.

A process manager is the person responsible for theoperational management of a process.

There may be several Managers for the one process or thesame person may be both the process owner and processmanager (typically in smaller organizations).


A process has physical & behavioral components

Physical components are tangible

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Behavioral components are intangible and includesdecision making, communication and learning processes.

They have no independent existence but at the same timethey greatly affect and impact the outputs.

So when defining and designing processes, it is important toconsider both the physical and behavioral aspects thatexist.


All required stakeholders should be appropriately involved in thedesign of processes so that:

They can communicate their own ideas, concerns and opinions that might

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influence the way in which processes are designed, implemented andimproved. Of particular importance may be current behaviors that havenot been previously identified which may affect the process design andimplementation.

Stakeholder groups are provided adequate training and educationregarding how to perform their role within the process and what value theprocess provides for.

Stakeholders generally feel to be empowered in the change beingdeveloped, and therefore are more likely to respond positively rather thanactively or passively resisting the organizational changes occurring


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Topics to cover• Concept of good practice


• Process Model


Process Model

Processes work as closed-loop systems : they providetransformation towards a goal, and utilize feedback forself-reinforcing and self-corrective action

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self-reinforcing and self-corrective action

It is important to consider the entire process and how oneprocess fits into another.

Process definitions describe actions, dependencies andsequence.


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Processes characteristics:

Processes are measurable – we are able to measure the process in arelevant manner. It is performance driven. Managers want to measure cost,quality and other variables while practitioners are concerned with durationand productivity.

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and productivity.

They have specific results – the reason a process exists is to deliver a specificresult. This result must be individually identifiable and countable. While wecan count changes, it is impossible to count how many Service Desks werecompleted. So change is a process and Service Deskis not: it is a function.

Processes have customers – every process delivers its primary results to acustomeror stakeholder. They may be internal or external to theorganization but the process mustmeet their expectations.

They respond to specific events – while a process may be ongoing oriterative, it should be traceable to a specific trigger.


Connecting Processes and Functions

A useful tool to assist the definition of the roles and responsibilities whendesigning processes is the RACI Model.

RACI stands for:

R – Responsibility (actually does the work for that activity but

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R – Responsibility (actually does the work for that activity butreports to the function or position that has an “A” against it).

A – Accountability (is made accountable for ensuring that theaction takes place, even if they might not do it themselves). Thisrole implies ownership.

C – Consult (advice/ guidance / information can be gained from thisfunction or position prior to the action taking place).

I – Inform (the function or position that is told about the event afterit has happened).


RACI Model

A RACI Model is used to define the roles and responsibilitiesof various Functions in relation to the

activities of Incident Management.

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activities of Incident Management.


General Rules that exist:

Only 1 “A” per Row can be defined (ensures accountability,more than one “A” would confuse this).

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more than one “A” would confuse this).

At least 1 “R” per Row must be (shows that actions are takingplace), with more than one being appropriate where there isshared responsibility.


THANK YOU

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THANK YOUNikhil K Nikhil K PawanikarPawanikar

Asst ProfessorAsst Professor

[email protected] [email protected] [email protected]@gmail.com


IT INFRASTRUCTURE MANAGEMENT(ITIM) M.SC IT SEM 4 1

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