Service Delivery Management

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Service Delivery Management Service Support
Management Malcolm Fry
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Technology Profit Triangle
Soon
Now
Then
Business Penetration
3
Business Enabling Cycle
IT Sphere of Influence
Marketing
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IT as Business Enablers

• Increase the competitive edge
• Revolutionize business processes
• Increase potential profit margins
• Reduce business overheads
• Improve revenue flows
• Target precise audiences
• Provide outstanding management information
• A leaner, faster business machine

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Businesses are turning to.

• Process frameworks
• Process improvements
• Best practices
• Proven quality
• Mutually comprehensible objectives
• Continual IT quality improvement

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IT process flow
Configuration items are checked and updated
Change for more capacity is requested
New Users have just been added
Application going slow
New servers are rolled out
Service Desk
New capacity levels are calculated
Costs and profits are calculated
New application availability plans are created
Service Level Agreement is negotiated
Business contingency plans are reviewed
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ITIL - The process of processes
Configuration
Service Desk
Incident
Problem
Change
Release
Capacity
Finance
Availability
SLM
Contingency
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Compass statistics (www.compassmc.com)

• To help make the link between ITIL and actual
  performance, John Sansbury, who directs Compass
  Service Management service line, has analyzed
  Compass data to show how ITIL maturity correlates
  to performance levels
• Organizations with the lowest level of incident
  management maturity experience approximately 32
  minutes of downtime per user per week
• compared to about 22 minutes at the most mature
  organizations in this area.
• Incident management maturity also directly
  impacts desktop support staff productivity
• in the least mature organizations, one staff
  person manages approximately 140 PCs
• while his or her counterpart at a highly mature
  incident management environment can support more
  than 200 PCs.

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Service Desk - functions

• receiving calls, first-line Customer liaison
• recording and tracking Incidents and complaints
• keeping Customers informed on request status and
  progress
• making an initial assessment of requests,
  attempting to resolve them or refer them to
  someone who can, based on agreed service levels
• monitoring and escalation procedures relative to
  the appropriate SLA
• managing the request life-cycle, including
  closure and verification
• communicating planned and short-term changes of
  service levels to Customers
• coordinating second-line and third-party support
  groups
• providing management information and
  recommendations for service improvement
• identifying Problems
• highlighting Customer training and education
  needs
• closing Incidents and confirmation with the
  Customer
• contributing to Problem identification

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Incident Management - Goal

• Restore normal service operation
• Quickly and efficiently as possible
• Minimising the adverse impact on the business and
  operations
• Ensuring best levels of service quality and
  availability are maintained
• Normal service is defined in the SLA

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Problem Management - Goal

• Minimise the adverse impact of problems on the
  business
• Reduce errors in the IT Infrastructure
• Prevent the recurrence of incidents
• Find the root cause of incidents
• Initiate actions to correct the situation
• By being both reactive and proactive

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Change Management - Goal

• Ensure standardised methods and procedures are
  used
• For efficient and prompt handling of changes
• To minimise the impact of change related
  Incidents on Service Quality
• Improve the day-to-day operations of the company
• Assess risk, continuity, impact resource
  requirements for all change requests
• Maintain balance between need and impact
• Maintain a high visibility of change
• Open channel of communication
• Promote a smooth transition when changes take
  place

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The Quality Improvement Cycle
Service Desk
Maintenance
New Infrastructure Items
Problem Management
Change Management
Configuration Asset Management
Incident Management
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Risk - No Incident Management
Service Desk
Maintenance
New Infrastructure Items
Incident Management
Change Management
Configuration Asset Management
X
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Risk - No problem Management
Service Desk
Maintenance
New Infrastructure Items
Incident Management
Problem Management
Change Management
Configuration Asset Management
X
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Risk - No Change management
Service Desk
Maintenance
New Infrastructure Items
Incident Management
Change Management
Configuration Asset Management
Problem Management
X
X
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Risk - No Problem change processes
Service Desk
Maintenance
New Infrastructure Items
Incident Management
Problem Management
Change Management
Configuration Asset Management
X
X
X
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Risk - No Incident Problem
Service Desk
Maintenance
New Infrastructure Items
Incident Management
Problem Management
Change Management
Configuration Asset Management
X
X
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Got it all covered!!!
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Service Management means..

• Going from a technology focus to a customer
  service focus.
• Managing service levels from the customers
  perspective instead of insular technology or
  infrastructure perspective
• Going beyond reactive break/fix to proactive
  management of service requests and service
  support
• Actively managing infrastructure components
  (assets) and systematically managing changes
  (planned and un-planned)

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SLM - Goal

• The goal for SLM is to maintain and improve IT
  Service quality
• through a constant cycle of
• agreeing
• monitoring
• reporting upon IT Service achievements
• instigation of actions to eradicate poor service
  - in line with business or Cost justification
• Through these methods, a better relationship
  between IT and its Customers can be developed.

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Example ITIL Service Management structure
Customer
Customer
Customer
Customer
Customer
Customer
Customer
Customer
Account (Customer) Management
Account (Customer) Management
Customer relationships, customer communications,
customer
Customer relationships, customer communications,
customer
feedback and negotiation
feedback and negotiation
Service Level Development
Service Level Development
Service Catalog, Service Level Agreements,
Operational Level
Service Catalog, Service Level Agreements,
Operational Level
Agreements and Underpinning Contracts
Agreements and Underpinning Contracts
Service Level Management
Service Level Management
Service A
Service B
Service C
Customer
Customer
Customer
Customer
Service A
Service B
Service C
Customer
Customer
Customer
Customer
Monitoring and reporting, Service Improvement
Program, Service
Monitoring and reporting, Service Improvement
Program, Service
Achievements and Service Review Meetings
Achievements and Service Review Meetings
Service A
Service B
Service C
Service A
Service B
Service C
Infrastructure
Infrastructure
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Service Level Management Activities
Defining the process
Executing the process
Controlling the process
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Agreements Contracts
Internal/External Customers
Service Level Agreements
IT service Service Level Management
Operational Level Agreements (OLA)
Underpinning Contracts (UC)
INTERNAL suppliers and maintenance personnel
EXTERNAL suppliers and maintenance personnel
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Relationship with the Service Catalog
Departments
Services
B
C
D
E
F
A
1
x
x
x
x
2
x
x
3
x
x
4
x
5
x
x
x
x
x
x
6
x
7
x
x
x
8
x
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Catalog of Services
Departments
Services
B
C
D
E
F
A
1
x
x
x
x
2
x
x
3
x
x
4
x
5
x
x
x
x
x
x
6
x
7
x
x
x
Service Desk
x

• receiving calls, first-line Customer liaison
• recording and tracking Incidents and complaints
• keeping Customers informed on request status and
  progress
• making an initial assessment of requests,
  attempting to resolve them or refer them to
  someone who can, based on agreed service levels
• monitoring and escalation procedures relative to
  the appropriate SLA
• managing the request life-cycle, including
  closure and verification
• communicating planned and short-term changes of
  service levels to Customers
• coordinating second-line and third-party support
  groups
• providing management information and
  recommendations for service improvement
• identifying Problems
• highlighting Customer training and education
  needs
• closing Incidents and confirmation with the
  Customer
• contributing to Problem identification

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Example Service Level Agreement contents
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Points for Consideration

• The Service Level agreed-to should always
• Contribute to organizational objectives
• Meet customer requirements
• Meet IT targets
• Be realistic and feasible
• Be defined in quantified objectives

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Managing SLM

• What number or percentage of Services are covered
  by SLAs?
• Are Underpinning Contracts and OLAs in place for
  all SLAs and for what percentage?
• Are SLAs being monitored and are regular reports
  being produced?
• Are review meetings being held on time and
  correctly documented?
• Is there documentary evidence that issues raised
  at reviews are being followed up and resolved
  (e.g. via an SIP)
• Are SLAs, OLAs and underpinning contracts current
  and what percentage are in need of review and
  update?
• What number or percentage of Service targets are
  being met and what is the number and severity of
  service breaches?
• Are service breaches being followed up
  effectively?
• Are service level achievements improving
• Are Customer perception statistics improving?
• Are IT costs decreasing for services with stable
  (acceptable but not improving) service level
  achievements?

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Typical process flow
Metric, Standard or Control point
Metric, Standard or Control point
Work Instructions
Work Instructions
Input
Activity
Activity
Other IT and Business Processes
Other IT and Business Processes
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Example of Incident Management flow
All incidents to be resolved by Support Groups
within priority timings
100 of the time escalation is to the correct
Support Group
Procedure to perform the escalation procedure
Procedure for checking that incident is resolved
An Incident that cannot be resolved by the SD
The incident is returned to the SD as resolved
Incident record details are completed
The Incident is to be escalated
Check that the incident is resolved
Initiate Business Contingency Processes
Feedback from Business Contingency Process
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Process ownership
100 of the time escalation is to the correct
Support Group
All incidents to be resolved by Support Groups
within priority timings
Industry Reference Models
Procedure to perform the escalation procedure
Procedure for checking that incident is resolved
COBIT
An Incident that cannot be resolved by the SD
The incident is returned to the SD as resolved
Incident record details are completed
The Incident is to be escalated
Check that the incident is resolved
ITIL
Initiate Business Contingency Processes
Feedback from Business Contingency Process
Business Process Models
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10 reasons why ITIL implementations fail

• Lack of management commitment
• Spending too much time on complicated process
  diagrams
• Not assigning process owners
• Allowing departmental demarcation
• Being too ambitious
• Not creating work instructions
• Concentrating too much on performance
• Failing to maintain momentum
• Not reviewing the entire ITIL framework
• Ignoring solutions other than ITIL

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10 more reasons why ITIL implementations fail

• Failure to blend technology, processes people
• Not selecting an integrated suite technology
  solution
• Procrastination
• Failure to understand strategic, tactical and
  operational
• Failure to understanding that ITIL is a beginning
  not the ending
• Not making this a major project with full Project
  Management
• Trying to customize ITIL too much there is a
  limit to flexibility
• Not having benchmarks CMM?
• Not understanding the enterprise culture
• Not implementing a Service Improvement Program

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Thank you